CONTENTS

1. INTRODUCTION

1.1 Concepts of HRTC

1.2 History of HRTC

1.3 Review of literature

2. RESEARCH DESIGN

2.1 Needs of study

2.2 Scope of study

2.3 Objective of study

2.4 Hypothesis

2.5 Research Methodology

2.5.1 Source of data

2.5.2 Sampling

2.5.3 Tools of analysis

2.5.4 Limitation of study

3. ANALYSIS AND INTERPRETATION

3.1 Chi- square as a test of independence

3.2 Data Interpretation

4. SUMMARY, CONCLUSION AND SUGGESTION

4.1 Finding

4.2 Summary and Conclusion

4.3 Suggestion

BIBLIOGRAPHY

ANNEXURE

LIST OF TABLES

TABLE NO. TITLE

3.1 Attendant any oriented/induction programmes before joining the job: age wise
distribution

3.2 Both internal and external sources of recruitment: age wise distribution

3.3 Satisfied with the existing recruitment policy of the Corporation: age wise
distribution

3.4 Transfer policy in your organization: age wise distribution

3.5 Transferred during the period of service in your organization: age wise distribution
3.6 Many times transferred during your service: gender wise distribution

3.7 Satisfied with the transfer policy of the Corporation: gender wise distribution

3.8 Satisfied with the promotion policies and practices of your organization: gender wise
distribution

3.9 Satisfied with the training system being impacted by our organization: gender wise
distribution

3.10 Other state or foreign country for training: gender wise distribution

3.11 Faith and confidence in HRTC employees: marital status wise distribution

3.12 HRTC employees use the local language: marital status wise distribution

3.13 Satisfied with behavior of employees: marital status wise distribution

3.14 HRTC staff promotes in service: marital status wise distribution

3.15 Satisfied with the training system being impacted by our organization: marital wise
distribution

CHAPTER-1

1.1 Concepts of HRTC

The development of tribal areas in Himachal Pradesh is one of the major steps taken by
the state government for its economic development. The border districts of Kinnaur,
Lahaul, Spiti and the Pangi and Bharmour tehsil of Chamba districts are the major tribal
areas of the state. They are located near the borders of Tibet and Indian States of Jammu
and Kashmir. Other backward areas include Shillai in Sirmour district, and deep cut-off
valleys in the Kullu and upper stretches of Kangra districts. Due to poor accessibility, life
in these areas had grown in isolation. Things change in 1958 when the Mandi Kullu road
transport corporation came into existence as a joint venture of the northern railway and
government of Himachal Pradesh and Punjab. All of them combined together charted out
the road transport corporation act of 1950 so that they can join the routs and efficiently
operate the transport on the roads of Himachal Pradesh and Punjab. In 1966, when Punjab
was recognized, Himachal Pradesh got the full rights to this corporations act and some
hilly parts of Punjab were now included in Himachal. Ever since 2nd October 1974, the
MandiKullu road transport corporation and Himachal govt. transport have become the
Himachal road transport corporation since then it is functioning under the same name.

On 15th July 1948 when Himachal was formed,the govt. paid special attention to its
roads. This is because at that time there were very few good roads in the state. When
Himachal Pradesh Transport Corporation was formed it led to the construction of 379
routs were under the operations of HRTC. Since then the number of routs has increased
to 2176 up to 2010-2011. The fleet strength also witnessed a huge increase from 673 to
1921 in 2010-2011. The development of road, growth in road lengths and increased
infrastructure was a big success for the HRTC. In1974-1975 the busses that can be
supported by roads were 673 and the sanctioned bus stands were 4967. Even this number
experienced a huge increase now there are 1921 busses on the roads and sanctioned posts
are 10730 in number.

Mission of HRTC
The main objective of HRTC is to provide efficient and reliable means of transportation
that care of preference, comfort levels, safety and frequency of the passengers.They also
try to keep the adverse environmental effects minimal.
History
During independence when states were being formed, Himachal Pradesh was put in the c
category state. There were 33 small hilly regions lying in northern western parts of
Himalayas which were combining together to form Himachal Pradesh on 15th April 1948.
In 1949, transportation for moving passengers and goods were legalized in the state. In
1958 the Mandi Kullu road transport corporation can into existence as a joint venture of
the northern railway and govt. of Himachal Pradesh of Punjab. All of them combine
together charted out the road transport corporation act of 1950 so that they can join the
routs an efficiency operate the transport on the roads of Himachal Pradesh and Punjab. In
1966 when Punjab was recognized, Himachal Pradesh got the full rights to this
corporation act and some hilly parts of Punjab were now included in Himachal. Ever
since 2nd October 1974, the Mandi Kullu road transport corporation and Himachal
Pradesh govt. transport have become the Himachal road transport corporation. This name
exists till today.
In the early 1960s, Kinnaur was opened when Hindustan Tibet National Highway’s
construction was completed. When road construction was completed over Rohtang Pass
in the late 1960s then Lahaul was opened. The only reason places like Lahaul are in
connection with the state is because of high passes like Kunzum 4600 meter, Rohtang
4000 meter and Baralarcha 4300 meter There is also a cold desert called Spiti but that
area is highly underdeveloped.
The first five year plan’s topmost priorities were to build efficient roads to enable good
transportation in Himachal Pradesh. There are 2 airports in the state, one near Shimla
called Jubbar Hati and one near Kullu called Bhuntar.

Growth
In the state of Himachal Pradesh, the roads and the various road networks serve the main
transportation purpose of people. Airways and railways have very limited use for getting
around Himachal.
On 15th July 1948, when Himachal was formed, the govt. paid special attention to its
road. When Himachal Road Transport Corporation was formed, it led to the construction
of 379 routes were under the operation of the HRTC. Since then the numbers of routes
has increased to 2176 up to 2010-2011. The fleet strength also witnessed a huge increase
from 673 to 1921 in 2010-2011.
Due to negligible use of railways in the state and its incompetence in reaching certain
hilly regions, bus is the best mode of transportation available. The few rail lines that
connect Shimla with Kalka and Pathankot with Jogindernagar are so slow that people
prefer the fast paced buses. The twelve districts in the statethat can be very easily
accessed by the HRTC buses are as follows:
 Bilaspur
 Chamba
 Hamirpur
 Kangra
 Kinnaur
 Kullu
 Lahaul and Spiti
 Mandi
 Sirmour
 Shimla
 Solan

1.3 Review of Literature

In India public sector enterprises played an important role.It has contributed significantly
for the development of this country. Nodoubt few public sector undertakings were
existing in India prior to theindependence like P&T and Railways, after Independence the
role ofpublic sector increased many folds. The investment in this sector haveexperienced
a phenomenal growth starting with few public sector undertakings at the national level,
the number of public sectorundertakings has grown uptowith a huge investment.
Theacademician’s practitioners and other become interested in highlighting
the importance of public sector. There is a plethora of literatureavailable on public sector,
however the role of public sector startedsynchronizing after the government initiated the
structural adjustment,programmed and initiated a number of measures for bringing
reforms inthe economy. The liberalization, privatization and globalization
programmed were accorded the place of prominence. All these measureshave reduced the
role of public sector undertaking in India. With thestarting of the disinvestment process
of the public sector, its size hasshown a decreasing trend. Here we are presenting the
studies whichhave been taken for measuring the performance, functioning and evaluation
of public sector in India.
Lotia Chander Kant (1967)^ conducted study upon "TheManagerial Problem in the
Public Sector in India". He stated thatalthough independent Purchasing Manager have
been appointed insome enterprises but even than he is not able to do justice to his
job,because so many outside factors like political pressure, to purchasematerial from to
specific company or interest and non cooperation by thesupplier, as well of
employees/officials etc. influence his purchasingpractices. Thus even being independent
he has to be dependent uponcertain factors which certainly influence his behavior while
doing his job.The author further classify that due to these factors purchasing practicesin
the public sectors are not uniform and suggested that disrupted forcesshould be curb
down to get success.
Rama Swamy (1972)^ the author has pointed out thatthe public sector faces various
challenges. He has emphasized thathigher cost, time consumption procedures oriented
methods, policyorganized research and inadequate emphasis on consumer services all
are of the major reasons for the poor performance of public sector inIndia. However it
may be noted here that the author has not studied theproblems relating to administration,
finances and management.The conference^ organized by the public sectorassociation in
1972 at Lucknow. In this conference the problems relatingto public sector were
highlighted, the conference emphasized only theeconomic and administrative aspect of
public sector operating indifferent state of the country. The conference did not mention
any thingwith regard to financial, managerial and administrative problems. It maybe
noted here that conference presented the comparative study of theproblems of the public
sector being faced in India.
Mishra R.K. (1973) State that public sector enterprisesare the vehicle of economic
development in the underdevelopedcountries. This study covers five central government
undertakings namely Hindustan Steel Ltd., National coal development corporation Ltd.,
The Fertilizers Corporation of India, Heavy Electrical Ltd. and NationalMineral
Development Corporation. The author has highlighted theperformance of these public
sector undertakings. He has stated thatalthough large capacity of public sector
undertakings remainedunutilized, yet it has shown annual growth in the value of
production ofthese public sector undertakings. He is of the opinion that if the capacity
of public sector undertakings is utilized fully, it can earn more profits andits performance
can be further improved.
Seth (1972)^ while analyzing the functions ofJoint Management Council in public and
private sector undertakingsobserved that public sector enterprises formed Joint
ManagementCouncils under the directions of the government^ whereas private sector
Enterprises had already launched the scheme of participativemanagement. He says that
this scheme of Joint Management Councilsis functioning better as compared to public
sector undertakings, as itintroduced voluntarily. The workers and the Management have
shownmuch interest in this participative scheme in private sectors than theworkers and
the management of public sector undertakings. Hesuggested that there must be
cooperative attitude among workers andmanagement for the success of the participative
management schemes.He argues that the success of the scheme depends upon the needs
forparticipation as felt by the employees, managers and workers for the
Accomplishment of their prespective goals.
Sarkai^ (1973) has critically analyzed the role ofworkers in management of public sector
undertakings. He hasconcluded that among the four important factor of production i.e.
land,labour, capital and entrepreneur, the labour or manpower is the mostcritical input,
which is to be delt with great care. He emphasized that themanpower participation is
necessary to ensure better cooperation andharmonious relations between the management
and workers. Howeverhe has over looked the problems of the workers.
Mathur^ B.P. (1975) observed that public sectorundertakings are being mismanaged, that
is the major reason that theseare not achieving the desired results. He has pointed out
thatoverstaffing and surplus labour force are responsible for creatingdisharmony. The
public sector undertakings are not following the nomrisfor appointing and promoting the
employees. Whatever procedureshave been followed in the appointment and promotion
of employees isagainst the fundamental established principles of the constitutions hesays.
The author pointed out that huge stocks and inventories are eatingaway even the little
profit, which the public sector is eaming. This hasbecome a common feature of the public
sector enterprises in thecountry, he observed. He suggested that steps should be initiated
toreduce the staff burden and lessen the inventory costs, if we want to
increase the profitability of the public sector undertakings.
Jha® (1978) has pointed out that the major problemsof public sector in developing
countries is non-availability of funds, dueto this reason these undertakings are unable to
performed better. Theauthor has stated that the govemment is the major share holder of
public sector undertakings and also responsible to provide appropriatefunds to these
undertakings, moreover the govemment exercise fullcontrol upon the public sector
undertakings by applying rules,regulations and policies of the government. The public
sector has towork in the limits as prescribed by the govemment, in addition to thispublic
sector undertakings has to carry on the social obligation of thegovemment also. He has
opined that govemment has failed to provideappropriate finance to the public sector
undertakings. He suggestedthat if proper finances are provided to these undertakings^it
can performwell and can contribute in the socio-economic development of the
country in a better way.
Kolesov^ (1980) in his study "Public sector anEffective means of development" stated
that in majority of cases thegrowth of public sector has taken place mainly on account of
externaloverflow of resources. The study further reflects that internal resource
constitute significant share in comparison to the external resources
which should be managed property.
Shamria A.K. (1980)^° highlighted the role of board ofdirectors in the public and private
enterprises. The author has pointedout that in private enterprises the board of director
enjoys the commandof top management, and all the important dedsions relating
todistribution of dividends to the share holders etc. are taken by the boardof directors
themselves. Whereas in the public sector enterprises theboard of directors plays a
negligible roles, the board of director work asa channel between the govemment and the
top management. Thegovernment being a major shareholders, the public sector
areaccountable to the ministry so the board of directors takes importantdecisions only
with the approval of the ministry. The author hasclarified that the private sector board of
directors are more powerful thanof the public sector undertakings.
Viyyana Rao and Prasad (1981)" has analysed thelevel of inventories being kept in five
manufacturing state undertakingsin Andhra Pradesh. The author has pointed out that the
level ofinventories should be kept at minimum as huge funds are needed tokeep
inventories. He has determined the efficiency criteria of minimuminventory level with
which the operation of these unit can be carried outThe author observed that the
management of the public sectorundertakings did not bother much in the level of
inventory they havekept. He has suggested various methods by which management can
keep inventory level at its minimum, for the smooth functioning of theorganization and
this minimum level of inventories can bring efficiencyand productivity on capital
employed can be increased in public sectorundertakings.
Rao K. Rajeshwar (1982)^^ while studying the managementeffectiveness in the
Transport operations has stated that Delhi TransportCorporation is not being managed
properiy, due to mismanagement thecorporation is running into losses. The study reveals
that thecorporation needs a favorable government attitude in terms of transportpolicy,
simultaneously the working of the organization is to be improvedby introducing scientific
organizational structure, effective planning andsound financial management only than the
corporation can take stand.
Srivastva and Choyal (1982)^^ has examined the financialappraisal of Rajsthan ware
house corporation Ltd. the author hasapplied three ratios to measure the efficiency of
financial appraisal in theworking of the ware house corporation. He has suggested three
ratiosi.e. capital structure ratios, working capital ratios and profitability ratios.The author
has concluded that storage capacity of the corporation has tobe increased due to increased
volume of production. To Increase thestorage capacity the corporation needs more
finance, if the corporationincreases its storage capacity, it can give fruitful results in
terms ofincreased capital structure and profitability.
Vijay (1982)^'* conducted study on "Corporate Model forKeria State Road Transport
Corporation" he has pointed out that Keriagovernment is creating "Zones" for the
efficient operations, without muchchanges In the administrative setup, which has resulted
in creatinganother level in the management hierarchy. He feels that any plan for
reorganization should take in consideration, among other things, thegeographical factors,
the development of other modes of Transport andthe Keria State Road Transport
Corporation in the overall Transport planof the state.
Shamia and Rana (1982) conducted study on "Pricing problemof Public Enterprises" the
authors has studied the policies indetermining the prices of products being produced by
the Industrial andCommercial undertakings of the central government. The
complexitiesinvolved while fixing prices of formulating pricing policies. They
havesuggested for developing an appropriate pricing policies particularly forthe Public
Enterprises^ which are operating in monopoly orsemimonopoly market conditions. It is
necessary to take care of factorssuch as market structure of the product, nature of product
mix, customercomposition etc. The pricing policy should be appropriate as per
theobjective of the organization.
Sinha R.K. (1983) analyzed in his research work on"Economics of Public Enterprises"
that inspite of phenomenal growthand achievements the public sector has come in for
sharp criticism. Hehas stated again the public sector has primarily been a losing concern
resulting in heavy losses to the exchequer mainly on account of lack ofautonomy for
managers, adoption of bureaucratic procedures overstaffing, over stocking in inventories,
unproductive expenditure andeconomic pricing.
Abhay (1983) in his study on "Role of Marketing in PublicEnterprises" have stated that
marketing functions in public sectorsundertakings have always been neglected which is
the major cause forthe sickness of industry and the slow growth of public enterprises.
Theauthor has stressed the need and importance of marketing functions inpublic sector
undertakings. He further pointed that a systematic marketing approach in decision
making distribution, promotion andpricing policy should not be over looked. He
concluded that the marketcan be developed only by identifying advocating the need for
understanding and developing a marketing system, only productionfunctions should not
be given top priority.
Sharma G.D (1983)in his study on "Public Enterprises inIndia" has studied the working
of State Enterprises in Rajasthan. Thestudy covers the internal organization, form of
management, capitalstructure and management of working capital which formed the
Significant percentage of the total capital employed in these StateEnterprises. The author
has concluded that much attention is not paid bythe management for the adequate
management of this vital part of thecapital, worthing capital being an important part
should be managedadequately.
Bansal (1983) has made an attempt to study the role ofUttar Pradesh Financial
Corporation towards state Industries. Theauthor has stated that the corporation used to
give loans to the variousEnterprises of the state and the corporation is liberal enough to
advanceloans for new projects of the state. He observed that there is morescope to
sanction loans for the corporate sector so far, and only loan isthe mode of providing
assistance to the industries of the state.
Sawamy (1984) While studying the trend of Cement IndustryIn India, has studied various
aspects of capital, employment, productivity rate of return on capital and cost structure
etc. of Cement Industry in Indiabetween 1965 to 1978. The study reveals a negative trend
in the growth rateduring this period. He states that rate of increase in value of inputs
washigher than that of the value of output. He further says that capital intensityat constant
prices declined drastically over this period which is indicative of
deteriorating financial position of the Industry, which is a dangerous signal forthe
Cement Industry. The ratio between working capital and productivecapital has also
declined. The share of emoluments in value added hasincreased manifolds and materials
consumption costs represent a big shareamong all the costs. He is of the opinion that it
has increased over a periodof time. He suggests that steps should be taken to reverse this
situation forimproving the financial position of the Industry.
Om Prakash (1984) conducted research on "Public SectorPerformance Appraisal A
Concealed Inefficiency Hypothesis". Theauthor has developed a new conceptual structure
of concealedinefficiency hypothesis in evaluating the performance of Public
Enterprises. The author has tried to give a model performance appraisalsystem. While
taking inefficiency Hypothesis factors like corruption,wastage misappropriation, under
utilization of resources has beenconsidered. The study did not concentrate on social
objectives of thepublic sector undertakings only economical and financial aspects are
covered.
Mishra and Ravishankar (1984)^ in their study on"Improving the Performance of State
Level Public Enterprises" haveexamined the role of State level Public Enterprises in the
Indianeconomy and analyzed how management training and developmentprocess could
help in making the state level public enterprises to playuseful roles. The authors have
concluded that the organizationalproductivity and efficiency can be improved a lot by
providing trainingprogrammes to the employees of the organization as well development
programmes for its managerial personnel. The author has stated thattraining &
development is the only measure which can develop therequired skills so as to contribute
in organizational productivity andefficiency.
Virmani (1984)^ analyzed that public enterprises shouldstreamline their functioning so
that prices of their product arecompetitive In the market. The author has concluded that
price andmanagerial efficiency are two important variables affecting surplus ofpublic
enterprises, operating in monopolistic situation, should takerealistic assessment of cost
based on optimal utilization of capacitiesand resources.K.K. Jain (1985)^'* in his study
on "Perfonnance Appraisalof Executives in Public Sector Iron and Steel Industry" has
analyzed thechanges in the appraisal system of the public sector and also outlinedthe
basic features of the existing appraisal plan. He concluded that theultimate success of the
scheme depends to a great extent on theenvironment of mutual understanding, trust and
faith, apart from theneed based review of their appraisal norms and practices.
Gopal (1985)^^ in his study on "Manpower Planning andPublic Enterprises" has stated
that the public sector in India is sufferingfrom Ineffective manpower planning on one
hand and lack of trainedpersonnel in key areas on other hand. There is a lack of
sufficientawareness regarding the need for training and failure in undertaking
comprehensive assessment of the requirement of manpower for aparticular job or project.
The author has concluded that there is a noneed of training and development in public
sector undertakings toachieve good results.
Sirinivasan (1985)^^ in his study on "Project Formulation inState Enterprises" has stated
that there are differences in decisionmaking process in the public sector undertakings.
The systematic andrational decision making process should be introduced in public
sectorundertakings in India. He has emphasized for the adoption of scientificdecision
making process and outlined briefly the various steps involved in scientific decision
making process like project identification, projectformulation, project appraisal and
project information.
Jha (1985)^^ conducted study on "Management of IntemalResources in Govemment
Corporations" have analyzed that thedepreciation Management and the Management of
retained earning arethe most neglected parts in the financial Management of Public
SectorUndertakings in India. The author pointed out that govemmentcorporations in
general and manufacturing corporations in particularhave to adopt a plan biased to
generate the intemal resources. Thestudy mainly focuses on evaluating trends in intemal
resourcesgeneration and keeping the provision for depreciation. The author hassuggested
that an action plan should be prepared in order to raise thegeneration of intemal
resources.The study concluded that trend in profitability have beendecreasing and is
basically on account of defected pricing policiesadopted by the government corporations
and the method of chargingdepreciation has become outdated due to infla-tion. The
author hassuggested that the magnitude of social cost is to be reviewed,
secretarial management should be stopped and the dynamic globaloperations are to be
taken into consideration.
Singh (1986)^° conducted research work on "PublicEnterprises in India Financial Policy
and Performance of GovernmentCompanies" the study reveals the evaluation of Public
Enterprises in theform of financial performance appraisal of the central govemment
companies. The analysis shows the performance of central govemmentcompanies on the
cost front has been commendable and their poorprofitability is the result of their
failure,on the tumover front as reflectedby a relatively low ratio of value of production to
total capital employed.The author suspects that their poor tumover is the result of low
production in physical terms due to inadequate capacity utilization. Thestudy concluded
that all out efforts should be made to utilize the existingcapacity and further extension in
capacity should not be permitted.
Sharma (1986)^^ in his research work on "FinancialAppraisal Of Industrial Corporations
In India" has attempted to analyzethe financial performance of agro based Industries in
Northem India.The author has applied ratio analysis, common size trend, fund flow
techniques while interpreting the data. The study concluded that thesecorporation
rendering much needed services to the rural population andhoped that these Corporations
will plans and programmes on hand willcertainly help in achieving goals of agricultural
sector.
Shashtri (1986)^ conducted research on "PerformanceEvaluation Of Public Enterprises"
he has tried to examine a set criteriaof Perfonnance Evaluation in public sector
Undertakings. The study included that there is not any unique criteria to measure the
performance of Public Sector Undertakings rather every organizationhas its own
objectives. The evaluation criteria can be developedkeeping in view the objectives of the
Undertakings, so performanceevaluation will be more meaningful if this is to be
attempted at an In India -some issues" have examined critically the role of Public Sector
in India. She has concentrated on the desirable administrative measures to improve the
functioning of the public enterprises. She has studied in detail all the problems being
faced by public enterprises and individual level.
Shayama Bhandwaj (1987)^^ in her study on "Public Sectoremphasized on developing
basic values like Honesty, Integrity andprofessional involvement and commitment to the
development process.Uppal and Amandeep (1987)^^ in their study on "PublicSector in
Indian Economy" has pointed out that public sectorundertakings has played an important
role in the development processof the country. But these undertakings are running into
losses. Theseloss making organizations are to be converted into profit making as well
economically viable. They emphasized the need of holding publicsector units accountable
for the performance with regard to theobjectives of these units. These units must operate
at its full capacityand have to become cost conscious, if these are to earn profit in
anticipated time.
Prakash (1987)^ has stated in his research work on "PublicEnterprises Efficiency - some
issues" that the efficiency in theperfomnance of Public Enterprises is of much
importance. He discussedthe need for efficient operation of Public Enterprises and offers
moreacceptable criteria for examining the efficiency of Public Enterprises inIndia. He
also suggested ways and means which help to achieveefficiency in the operation of public
enterprises.Morris (1987)^ examined the process of investmentdecisions in Public Sector
objects. He pointed out that investmentdecision is based on two constraints foreign
exchange and raisingdomestic resources. He has concluded that the public sector
projectsshould be finalized after examined by various agencies and committeeslike public
investment board, finance division of the Ministry of Finance,Bureau of Public
Enterprises, the cabinet and the administrative Ministryconcerned.
Verma (1987)^ in his study on "Peri'ormance Appraisal ofPublic Enterprises in India"
concentrated his study on desirablemeasures to improve the operational efficiency of
public sectorundertakings in terms of productivity efficiency, business efficiency and
human efficiency in public sector undertakings. The author hasconcluded that these
efficiencies can be brought about by a properpricing policy of the products of the public
sector units, by securingcoordination among and between various parts involved in
operationalefficiency.
Pawan Kumar (1987)^^ undertook a micro study on themanagement of a complex
organization with special reference to thePunjab State Cooperative Supply and Marketing
Federation Limited.The in-depth study on the marketability of Federation product and
onsome significant management issues, mainly four variables have been
studied i.e. status of deputanists, their parent department, methods ofselection and their
stay in the Federation etc. The researchers has triedto ascertain the managerial and
operational problems.
ShuKla (1987) In his study on "Human ResourceDevelopment in Banking Industry" has
stated that in Banking Industryalthough special attention is being paid on this aspect but
in thechanged circumstances there is a need for a changed strategy in whichthe human
resource development assumes greatest importance in theera of 21st century. He has
explored that employer and employeeshould work together to achieve the required
results.
Khanna (1988f® in his study on "Management Of PublicEnterprises in India" pointed out
that the marketing functions are almostneglected in Public Enterprises, resulting less
marketability of theproduct and slow growth and development of marketing skills in the
public sector. The author has concluded that the public sector has todevelop a strong
networking of marketing functions, It has to recognize theimportance of marketing
divisions as that the desired development in thepublic sectors can be achieved.
Acharya (1988)^^ has examined the necessity of trainingand development as well to
introduce a well defined recruitment policyin public sector enterprises. He has
highlighted the significance of talenthunting recruitment and training for bringing about
an improvement in the perfomance of public enterprises by providing security and
promoting professionalisation.
Vavouras (1988)'"in his study on 'The Theory Of PublicEnterprises Restated" has given a
lot of theories of empirical studiesand stated that the public sector enterprises are less
efficient in mixedeconomy as compared to their private sector counterparts.
Theexplanations for the Public Enterprises relative inefficiency are based onseveral, lines
of reasoning, mainly the multiplicity of Public SectorEnterprises objectives, the lack of
clearly specified targets, the form ofpublic enterprises ownership, the structure of the
market in which thepublic enterprises operate and the limited economic incentives of
theirmanagement.
Ganguly (1988)'*^ conducted his research work on "Agrobased Industries An Agent Of
Rural Transformation" has analyzed therelationship between Agrobased Industries and
over all Industrialproduction on one hand, production of Agro Industries and production
ofnon-food grains items on other hand. He has concluded that anintegrate development of
both agricultural and Industry is an imperativenecessity for our country, not merely
because of their interdependent inthe process of economic development, but also because
of theirtechnical interrelationship in the sense that each sector uses same form
of out flow or other in the course of its own production process.
^^/ Sirivastwa (1989)^*^ in his study on "Agro processingIndustries - Potential
Constraints and task ahead" examined the ways ofaccessing the available agro processing
potential and profits of the AgroIndustry. In Agro based non-food sector, more
investment have beenmade to improve the product decision and product diversification
intomore value added products. He has concluded that the major problemsof Agro
Industries in India are inadequacy and suitability of raw material,
processing to technology, market development and financial aspects.These problems
should be given full consideration and efforts should bemade to over come these
problems.
Mittal (igSQ)"*^ studied "The Cost Structure For Pricing InPublic Enterprises" in the
study he analyzed the pricing policy of publicenterprises, keeping a close watch on the
role assigned to public sector.On the basis of pricing policy the profitability of both
public and privatesector depends. He has tried to tackle the issues of non-commercial
cost, inefficiencies in the project and operational stages, planned andunplanned excess
capacities and investments on consideration of longterm economic growth, complicating
formulation of an appropriate pricepolicy of public enterprises and their objective
performance evaluation.On the basis of cost exclusions and inclusions replacement, cost
depreciation and a rate of return on adjusted capital base, a model ofcost has been
structured to form a basis for pricing in a non-competitiveset up. The study concluded
that an appropriate pricing policy should beformulated so as to bring an overall
development in the economy and toachieve the basic purpose of public sector
undertakings.
Pandey and Manocha (1989)''^ in their study on"Performance of Agro Processing
Industries in Harayana" haveexamined the various aspects of production in Agrobased
Industries inthe state. They have attempted to work out temporal growth in selectedAgro
based industries like food product, oil product, gur and Khandsariproducts etc. and has
examined the determinance of these Agro basedIndustries out put. The study reveals that
considerable growth hasoccurred in Agro processing Industry in terms of indicators such
asproduction, employment, investment and Capital etc. Theunderutilisation of capacity in
these industries seems due to supplysector such as non availability of working capital and
other infrastructurerather than due to demand factor.
Shanna (1989)'*^ in his research work on "PerformanceAppraisal of Public Enterprises in
India" studied the efficiency of publicenterprises and operational analysis of a major
public sectorundertakings. He has covered the various aspects of performanceevaluation
like production performance, productivity, trends of turnoverworking results, managerial
policies and labour welfare measures etc.
Moms (1990)''® in his study on "Cost and Time overruns inPublic Sector Projects"
analyzed the cost and time factor in public sectorprojects. He pointed out that delays in
projects implementation and theattendants cost over runs have become a regular feature
of public sectorprojects. The delay and cost overruns are external like, poor
projectplanning and management, inadequate funding of projects,
bureaucraticindecision's, lack of coordination and inadequate technical skills. Theauthor
has concluded that delay and cost overruns in public sectorproject investment can raise
the capital output ratio and brings down theefficiency of investments.
Naidu (1990)''^ in his research work on "OrganizationManagement and Control In Public
Sector in India" analyzed the formand organization structure of public enterprises in
India. He haspresented a profile of Directors at board level, examines the managerial
environment and highlighted the extent of control over the publicenterprises. The study
reveals that there is no uniform organizationstructure for each establishment in public
sector undertakings. Itdepends upon the functioning as well the objectives of the
organizationeven that the profile of board of Directors than managerial structure
innecessary parts of a public sector underlakings. The study reveals thatmanagerial
environment is not conductive for effective functioning ofpublic enterprises.
'Mishra, Nandagopal and Shankar (1990)'^ the studyreveals the important aspects of rate
of return on capital investment.The authors stated that The Public Sector Undertakings
plays in thehands of politicians of state govemments in the formulation of policies,
implementing the policies and account for a significant of State Capitaloutlays. They
observed that it is difficult to apply a uniform rate of retumfor all the state level public
enterprises. However optimal rate of returnfor all the state level public enterprises could
be worked out by givingthe due credit to the sector specific features and super imposing
onthem. The author concluded that every enterprise would have to initiateactions which
would help them in improving their margin, turnover andretum on investment. The
structural reforms and professionalisation ofmanagement should be in these enterprises so
as to increaseeffectiveness and efficiencies.
Misra, Nandgopal and Sankar (1991)''® conducted study on"Working of State Level
Manufacturing, Public enterprises Promises and Perfomance" the authors has stated that
state level manufacturingpublic enterprises are playing an important role in the
development ofeconomy of the state. Their efficiencies and effectiveness state
waysdepicts the efficiency and effectiveness of the state government. So bystrengthening
these enterprises means we are strengthening the stategovernments. But these enterprises
are suffering firom many infirmities^which could be rectified by appropriate policy and
operational refomnsat state level as well at enterprise level. They concluded that the
financial performance of these enterprises has become very crucial andthey need to
mobilize finances for their own growth.
Lochan (1991)^ in his study on "How Competitive is BHEL"has analyzed the
competitiveness of Bharat Heavy Electrical Ltd. in thefomris of price, quality and
performance. He found the BHEL to becompetitive in terms of both price and quality.
The author pointed out inhis study that BHEL often had to quote too low a price to win
tenderswith negative implications for profits. He concluded that BHEL has
beencompetitive in international competitive bidding, but it has been facinglosses
because its habit of quoting too low prices. The quality is alsosatis factory and not worse
than the improved equipment.
Vishwanath (1993)^^ analyzed that the number of sick publicenterprises are increasing
and their losses are also increasing. Hementioned, Government's announcement that no
budgetary support willbe given to loss making enterprises, if government is not willing to
investthe requisite funds for revival of sick units, than such units can be dosedor
privatized. However he overiooked the other way to solve thisproblem.
Aiyar (1993)^^ on his paper "Privatization of Public SectorUndertakings" has pointed out
that since maximum public enterprisesare running into losses, so these enterprises can be
privatized, only thantheir growth and survival is possible. He recommended privatization
onthe ground that it m\] help in checking the political and bureaucratic
interference. However the priorities of political authorities will notchange.
Mathur (1993) in his study on "Man power Managementfor improving Productivity in
Public Enterprises" has analyzed theimportance of manpower management to improve
efficiency andproductivity in public sector undertakings. He emphasized that public
sector enterprises must take up effective training and development fortheir employees so
that more skills can be developed to contribute inorganisational objectives in the form of
increased productivity. Hesuggested to substitute bureaucratic administrators by the
professionalmangers, so that public sector units can reduce and convert their losses.
The author also recombined workers participation in managementfunctions for better
Industrial relations.
Nagraj (1993)^ analyzed the macro economic impact ofpublic sector enterprises. He
stated that the financial perfomriance ofthese enterprises in India has improved in the
year 1990, and theirresources generation efforts is now comparable with private sector
enterprises but their performance potential is below the expectationswith which they were
established. He concluded that privatizationdepends on the martlet structure, quality of
management, businessenvironment and the nature of the operation of the private sector
inIndia.
Chaudhary (1994)^ in his study on "Public Enterprises andPrivate Purposes" stated that
public sector is in losses due tointerference of po.Htical and bureaucratlcs. He proclaim
that thegovemment did not bother about the long range implications and theimpact on the
profits of the public sector enterprises. The publicenterprises are inherently inefficient
and contends that a crucial aspecthas been the objective and priorities with which the
public enterpriseshas been working. He concluded the disappointing performance of
thepublic enterprises is due to the political and bureaucratic interference.
How ever he suggested that public enterprises can perform better if theyare run with the
objective of efficiency and growth.
Martin (1994)^ in his study on "Private and Public SectorReforms" examined the role of
government in private and public sectorenterprises. He has stated that government
intervention in public andprivate sector is necessary for enforcement of law and order,
secondlyto manage money supply so as to control inflation. He demonstratedthat
privatization of public sector enterprises is not necessary in thepublic interest but in the
interest of certain groups. He has stressed thatprivatization is not the solution of public
enterprises problem, rather acomprehensive approach should be adopted to attain
efficiencies andeffectiveness in public sector enterprises by developing management
responsibilities and bringing desirable reforms in the management ofpublic sector
enterprises.
Jha and Sahni (iggS)^*" in their study on "Measure ofefficiency in private and public
sector industries" have analyzed thecomparative efficiency of four major industries of
public and privatesector. They have concluded that both public and private
sectorenterprises were found quite efficient and each of them are relativelyefficient so no
conclusion can be made in terms of their technical andmanagerial efficiency.
Majumdar (1995)^ in his study on "Public, Joint and Privatesector In Indian Industry,
Evaluating relative performance differences"has analyzed that private sector is more
efficient than public and jointsector. The public sector undertakings are less profitable
and efficientthan joint sector. He has nan-ated that private sector Is more efficient in
area of capital formation, contribution to national economy, efficientutilization of
available resources and in growth rate. Although the publicsector refomis has helped to
increase the efficiency of this sector but itis not only necessary to continue with the major
liberalization toencourage individual growth but also to undertake speedy restructure
ofpublic sector undertakings management and control practices to realize
the efficiency gains in long run also.
Ezekiel (1995)^^ has stated that public sector is a liabilitythan asset. Because the public
sector contribute little or nothing to theeconomic growth of the country but it drains
resources from theeconomy to maintain inefficiencies, ineffectiveness and unproductive
employment. He has suggested that only through privatization of publicsector we can
achieve rapid economic growth.
Vyasulu (1995)^ explained that because public sectorundertakings has social objectives,
so their performance should not bemeasured on commercial basis rather performance
should be measuredin terms of social objective. He concluded that public sector should
notbe used as a substitute for the fiscal powers of the govemment butevery effort should
be made to increase their efficiency and productivityso that the social objective of the
public sector can be meet out properly.
Raghavan (1995)®^ in his study on "Public Sector in India Changing perspectives" he
examined the changing role of major publicenterprises. Even than he has stated that the
performance of publicsector cannot be measured with profits only but also with other
socialvariables. He concluded that the public sector has played an importantrole in the
development of Indian Economy and keeping view theirpraise worthy role, there is a
need to reform public sector so that thissector can again be utilized properly in the
development process of thecountry.
^Subramanyam Uma (1996) conducted her research workon "Working capital analysis of
State Road Transport Undertakings inTamil Nadu" She has stated that the corporation
does not enjoy theauthority of fare fixation, however the corporation may be held
responsible for day to day operations as reflected in the working capitalposition. The
author has adopted liquidity ratios analysis and concludedthat there is no uniformity
between the corporations, as to the influenceof factors identified on the study of current
assets. If the physicalperformance is improved it would take care of financial
performance.The way to improve its physical performance is to improve fuelefficiency,
technical knowhow and to avoid unhealthy competitions.
Schdeva, Gulshan (1996) stated that public sector reforms has created a confusion in
India. On one hand government want toenjoy the benefits of public sector undertakings
by taking its socialobligations while on the other hand government talk of privatization
ofpublic sector undertakings. So the privatization of public sector needsdear guidelines,
institutional and legal frame work. He has concludedthat privatizing of public sector
undertakings involve various costs likeadvisory services, underwriting brokerage
commissions and marketingexpenses etc.
Mohan (2000f'^ has stated about the performance of publicsector banks that the
prosperity in public sector banks have been rising,NPAs are declining and rising
efficiency have not been achieved at theexpense of stability. The management in public
sector banks have notarticulated the facts about public sector banks performance or
theirintrinsic strengths. They have not cultivated the fine art of managinginvestor’s
relationship. Another course is that the myth of gravitation soas to improve the
performance of public sector banks may proveconvenient to those who intent or pursuing
ideological agenda. Theauthor has studied the performance myths of private sector banks
withcomparison to public sector banks. He has concluded that performanceof public
sector bank is still better than private sector banks and thereduced government share in
public sector banks cannot bring anyimportant change in the performance of these banks.
 CHAPTER- 2
RESEARCH DESIGN
2.1Need of the study
Public sector in India has always played a vital role infurthering the economic
development of the country. It has shownenormous growth in all parts of the country and
Himachal Pradesh is noexception to this rule. The rational for the establishment of
publicsector as a part of social economic policy inherent in the economy. Thepublic
enterprises were established in all the sectors of the economy.As result of the emphasize
given in the establishment of public sector inIndian economy, the size of this sector
Increased rapidly. This is evidentfrom the growth rate in assets and the variety of
economic activity nowbeing undertaken in this sector. It has expanded in public
utilities,industry, finance, commerce and trade of the state. It has made inroadsfor the
state interventions in all sphere of the activities of economy.Since public transport is
considered to be a backbone forthe development of the regions for the state, most of the
stategovernment in our country, monopolized the operation of thetransportation. The
private entrepreneurs were not given a veryimportant role in this sector. The public
transport system which wasoperated by the government through the corporation was not
thought tobe an activity to generate the financial profits. The public transportsystem was
considered to be an instrument for maximization andrealization of social gains. As a
matter of fact none of the transportcorporations ever thought to enhance its profitability,
therebyaccelerating its growth. Most of the transport corporations weredependent on the
state government for getting additional financial aids,so as to compensate for its losses.
These financial assistance from thestate government were not adequate enough to
enhance the profitabilityof the transport corporations. As a result they incurred huge cash
losses which affected their functioning adversely.In Himachal Pradesh The Himachal
Roads TransportCorporation was established after the merger of Mandi-Kullu Road
Transport and Himachal Government Transport, with an objective toprovide efficient
transportation to the people of the state very efficientlyand effectively. It expanded its
area of operation and provided transportfacilities in most parts of the state. The
investment in HRTC is as on 31-03-1999 is Rs. 16,640.98 lakhs and it is having a fleet
strength of 1778buses which is employing 8134 personals so as to manage itsoperation
throughout the state. This is one of the biggest public sectorsCorporation of the state.
Therefore it becomes pertinent to study theperformance of such biggest public sector
undertaking of the state. Theneed for evaluating the performance rises due to number of
reasons, asmentioned already that it is one of the biggest public sector units of thestate;
secondly it occupies a very important place in the economicdevelopment of Himachal
Pradesh. Therefore it becomes all the moreimportant to study and evaluate the
performance of the HRTC. Thereview of the literature given in earlier section of the
chapter point outthat no such study has ever been undertaken for measuring
theperformance of HRTC. In order to fill this gap, the present study is anendeavor in this
direction. The present study will evaluate the reasons for the poor performance of the
HRTC and will help in findings thesolutions to enhance its productivity in this
competitive environment.

2.2 Scope of the study

The HRTC have four divisions namely Shimla, Mandi, Hamirpur and Dharamshala. We
have undertaken Shimla division for the present study which is one of the biggest
divisions among the four divisions of HRTC. The Shimla division controls eight
Regions/Units including two workshops. We further selected three units from Shimla
division namely local unit Shimla, Rohru unit and Rampur unit. The performance
evaluation of the three units has been carried out with a comparative evaluation of the
units. The secondary data collected has been presented in tabular form, simple percentage
Is used to get further analysis and observation technique is also used for studying the
working conditions and environment of the employees of the corporation. An attempt has
been made to study and examine the application of Marketing concept in Himachal Road
Transport Corporation in the form of Marketing Mix/4Ps i.e. product, price, promotion
and Physical distribution or place. The present study covers 5 years data, operational
parameters of HRTC and while studying growth and ratio of private operation the data
reveals for the last ten years w.e.f. 1990-91 to 1999-2000. An attempt has been made to
evaluate the functioning of the corporation in light of state government policy towards
Industry in the state. The data for this study has mainly collected from annual
administrative reports review data maintained by head office and there may be
discrepancies in the data on the account of Its incorrect reporting. The study is restricted
to evaluate the performance appraisal of Himachal Road Transport Corporation in public
sector.
Terminology Used :
In the present work the terminology have been used to avoid repetition of words is as
under like .
1. HRTC - Himachal Road Transport Corporation.
2. EPKM - Earning Per Kilometer.
3. KMPL - Kilometer per liter.
4. K Ms. - Kilometers.
5. EPKM - Expenditure per kilometers.
6. F.C - Fixed costs.
7. V.C. - Variable costs.
8. Lubricants – Mobil oil, Transmission oil, break oil & grease etc.
9. SRT. - Special Road Tax.
10. H.S.D. - High Speed Diesel
11. Load factor is the occupancy ratio in HRTC buses. Out of the
total seats how many seats are being utilized by the passengers.

2.3 Objectives of the study

The appraisal of the organization has several objectives such as measuring the current
performance to serve as a medium for further course of action. It is used to depict worthy
organization contributing for the objectives for which it has been created. In the review of
literature on public sector undertakings, it is clear that no systematic and empirical study
covering the major aspect such as financial, economic and social etc. The present
research work is an attempt to suggest certain necessary changes and to modify certain
operational policies which can help the HRTC management as well the state government
to contribute more effectively in the socio economic development of the state. The
Following objectives have been visualized for the present research work.
1. Employee’s satisfaction.
2. To study of social economic profile of HRTC employee’s.

2.4 Hypothesis Testing

Hypothesis testing is one of the statistical method used to confirm the effect that critical
few inputs have on the outputs. Hypothesis testing must be used when the inputs are
measured discretely. The output may be discrete or continuous. However, the inputs must
be discrete, if the inputs are continuous then correlation and regression testing may be
used.
The logic behind null and alternate hypothesis:
Any hypothesis testing always has two hypothesis, the null and the alternate hypothesis.
The null hypothesis testing shows no relation between the samples, whereas the alternate
test accepts the existence of a relationship. Hypothesis testing therefore considers both
the possibilities. It statistically reaches a decision as to which of the two hypothesis is
valid.
The Null Hypothesis
The very name null signifies zero. The null hypothesis therefore implies no relationship
in the variable parameters that are being measured. The null hypothesis states that there is
no signification difference in the sample being measured.

The Alternate Hypothesis

The alternate hypothesis by its definition is the one that is opposed to the null hypothesis.
We never select the alternate hypothesis. When we reject the null hypothesis, the
alternate hypothesis automatically gets selected.
(1)H0: There is no significant of difference in various demographic features of
employees under study.
H1: There is significant of difference in various demographic featuresof
employees under study.
(2)H0: There is no significant difference in job satisfaction of employees in various
level.
H1: There is significant difference in job satisfaction of employees in various level.

2.5 Research Methodology

Methods of research are determined by the theory of the topic under study, objectives of
the study and resources of the investigation. The present research work is a study to
evaluate the performance of HRTC and Its three units in Shimla Division namely Rohru
Unit. ShimlaLocal Unit and Rampur unit, which has been selected for detailed study.
The present study is mainly based on secondary data collected from:
• Administrative reports of the corporation.
• Annual accounts of the corporation.
• Other published and unpublished documents of the corporation such as standing orders,
circulars, regulations, promotion and recruitment rules of the corporation etc.
• Statistical outlines of Himachal Pradesh.
• Public enterprises and economic review of Himachal Pradesh.
Except this first hand information has also been collected from the officers and officials
of the corporation. The secondary data has mainly been collected to study the operational
parameters of the HRTC as well the financial aspect.
The data has been analyzed as per the proposed indicator covering three heads as under:
1. Financial Aspect: Under the financial head an attempt has been made to study the
factors like investment, gross eaming, profits and loss positions and turnover etc. To
explain the increase and decrease, percentage has been utilized.
2. Economic Aspect: Economic variables are widely used to evaluate the performance of
any public sector undertakings. Economic objectives have been used to measure the
operational performance of HRTC. Under the economical head the study has covered the
important parameters of a Transport Industry like. Eaming per Kilometer, Fleet
Utilization, Vehicle Utilization, Fuel Efficiency payment of overtime allowances,
accident. Expenditure on store spare parts, tyros and Tubes, spring leafs and breakdown -
of buses etc. have been taken into consideration while evaluating the performance of
three Regions.
3. Social Aspect: The contribution of HRTC to society in the development process has
been measured as public sector undertakings. The contribution towards employees in the
form of employment and welfare amenities etc. are discussed while evaluating the
performance of the Regions. The concessions and free traveling facility given to a certain
group of peoples as an obligation of the state government have been analyzed under this
aspect.

2.5.1 SOURES OF DATA

The present study is best on secondary and primary data.

Primary Data

Primary data are original in character and are collected afresh for some specific purpose.
The primary data have been collected through the under mentioned methods.

Questionnaire: A well structured schedule of question containing different aspect of the

study was developed and circulated to person concerned.

Secondary Data: The secondary data has been collected from the published records,
books, newspapers, magazines, existing literature, web portals and others scholarly work.

2.5.2 Sampling:

The present study relates to the performance appraisal on HRTC -The study has
confined to the rural areas of Kangra district. A sample of 20 employees has been
chosen through convenience cum judgment sampling. While selecting sample utmost
care has been taken to include respondents of the different gender, age, marital status to
make the sample representative.

 Sampling unit: Performance appraisal on HRTC (a case study of District

Kangra)
 Sample size: 20 respondents
 Sampling method: Parametric

2.5.3. Tools of analysis:

The data collected from different sources as been classified and arranged in tables in one
or more forms according to the requirements of analysis. For the analysis of results the
non parametric technique has been applied:-Chi –square has been used to find out the
association between the knowledge and awareness of respondents on the basis of their
demographic profile. The test is non parametric test. Non parametric test does not follow
the normal curve of probability and have unequal or un-measurable scale intervals
between categories. Chi square test is a test, which describes the magnitude of difference
between observed frequencies and the frequencies expected under certain assumptions.
With the help of chi square test, it is possible to find out whether such differences are
significant or are insignificant and could have arisen due to fluctuations of sampling. The
information gathered through questionnaires from the different categories of

users, media personnel, managers and other stakeholders is in the form of nominal data.
Hence, Chi square test is considered more appropriate in the present study. In the Chi
square test, the only problem is to decide as to how the expected frequencies have to be
arrived it. There is no hard and fast rule of it and the methods of arriving at the expected
frequencies would depend upon the nature of the problem. Once the expected value has
been arrived at, the calculation of Chi square and its interpretation are very easy. In the
present research work, Chi square test is applied to study the relationship between the
quantity variables and for analyzing the opinion of the respondents regarding different
factors.

2.6 LIMITATION OF STUDY

1. The geographical scope of the study was limited to Kangra district and does not
represent the whole state.

2. Ignorance of the respondents is the biggest limitation, when data is collected through
questionnaire.

3. Lack of timing and finance are the other biggest problem.

4. Ambiguous, incorrect and inadequate information’s through incomplete responses in

the questionnaire could not be avoided.

5. The sample size taken for analysis is only 60. The number is quite in adequate.

CHAPTER-III

ANALYSIS AND INTERPRETTION

3.1 CHI SQUARE AS A TEST OF INDEPENDENCE

With the help of chi square test we can find out whether two or more attributes are
associated or not .Suppose we have N observations classified according to some
attributes we may ask whether the attributes are related or independent .Thus we can find
out whether quinine is effective in controlling favors or not ,whether there is any
association between marriage and failure ,or eye color of husband and wife .In order to
test whether or not the attributes are associated we take the NULL hypothesis that there
is no association in the attributes under study or .in other words ,the two attributes are
independent . If the calculated value of chi-square is less than the table value at a certain
level of significance(generally 5% level) we say that the result of the experiment provide
no evidence for doubting or the hypothesis that the attributes are not associated hold
good. On the other hand, if the calculated value of chi-square is greater than the table
value at a certain level of significance, it means that the results of the experiments do not
support the hypothesis or, in the words, the attributes are associated. It should we noted
that chi-square is not a measure of the degree or form of relationship, it only tells us
whether two principles of classifications are or not significantly related without reference
to any assumption concerning the form of relationship. Compare the calculated value of
chi-square with the independent value of chi-square (available in the table) for the desired
level of significance. If the calculated value is more than the relevant table value, the
difference between observed frequency and expected value in significant. If the
calculated value is the less than table value the difference between observed and expected
frequency is not significant and could have arisen due to fluctuations there in sampling.

3.2 DATA INTERPRETATION

CHI SQUARE TEST:-

3.1 Attendant any oriented/induction programmes before joining the job: age wise
distribution

Age Yes No Total

Below 25 2 1 3
(66.7) (33.3) (100.0)
25-35 2 5 7
(28.6 ) (71.4) (100.0)

35-45 2 4 6
(33.3) (66.7) (100.0)
Above 45 3 1 4
(75.0) (25.0) (100.0)
Total 9 11 20
(45.0) (55.0) (100.0)

Chi-Square: 3.117 P. Value: .374

Note: Figures in the parentheses represent percentage.

Source: Data collected through questionnaire.

Table shows age wise programmes joined by employees before the joining the HRTC
job. It is observing from the table that in the age group below 25, 66.7 percent employees
are attend the oriented/ induction program before joining the job, 33.3 percent
respondents are not attend the oriented/ induction program before joining the job. In age
group 25-35, 28.6 percent employees are attend the oriented/ induction program before
joining the job, 71.4 percent respondents are not attend the oriented/ induction program
before joining the job. In age group 35-45, 33.3 percent employees are attend the
oriented/ induction program before joining the job, 66.7 percent respondents are not
attend the oriented/ induction program before joining the job. In age group above 45, 75.0
percent employees are attend the oriented/ induction program before joining the job, 25.0
percent respondents are not attend the oriented/ induction program before joining the job.
On applying chi- square test its value (3.117) has been found significant at 5% level of
significance which rejected the null hypotheses and accepted alternative hypothesis. In
the diagram blue column shows the positive response of the respondent and red column
shows the negative response of the respondent.

Respondent that attend induction

programmes
80
70
60
Respondents

50
40 Yes
30
No
20
10
0
Below 25 25-35 35-45 Above 45
Age group
3.2 Both internal and external sources of recruitment: age wise distribution

Age Yes No Total

Below 25 2 1 3
(66.7) (33.3) (100.0)
25-35 4 3 7
(57.1) (42.9) (100.0)
35-45 5 1 6
(83.3) (16.7) (100.0)

Above 45 3 1 4
(75.0) (25.0) (100.0)
Total 14 6 20
(70.0) (30.0) (100.0)

Chi-Square: 1.122 P. Value: .772

Note: Figures in the parentheses represent percentage.

Source: Data collected through questionnaire.

Table shows age wise internal and external sources of recruitment are taken into
consideration. It is observing from the table that in the age group below 25, 66.7 percent
respondents think that both internal and external sources of recruitment are taken into
consideration, 33.3 percent respondents think that both internal and external sources of
recruitment are not taken into consideration. In age group 25-35, 57.1 percent employees
think that both internal and external sources of recruitment are taken into consideration,
42.9 percent respondents think that both internal and external sources of recruitment are
not taken into consideration. In age group 35-45, 83.3 percent employees think that both
internal and external sources of recruitment are taken into consideration, 16.7 percent
respondents think that both internal and external sources of recruitment are not taken into
consideration. In age group above 45, 75.0 percent employees think that both internal and
external sources of recruitment are taken into consideration, 25.0 percent respondents
think that both internal and external sources of recruitment are not taken into
consideration. On applying chi- square test its value (1.122) has been found significant at
5% level of significance which rejected the null hypotheses and accepted alternative
hypothesis. In the diagram blue column shows the positive response of the respondent
and red column shows the negative response of the respondent.

Respondent who think that both internal and external

sources of recruitment are taken into consideration

90
80
70
60
Respondent

50
Yes
40
No
30
20
10
0
Below 25 25-35 35-45 Above 45
Age group
3.3 Satisfied with the existing recruitment policy of the Corporation: age wise
distribution

Age Yes No Total

Below 25 2 1 3
(66.7) (33.3) (100.0)

25-35 4 3 7
(57.1) (42.9) (100.0)
35-45 6 0 6
(100.0) (0.0) (100.0

45 Above 4 0 4
(100.0) (0.0) (100.0)
Total 16 4 20
(80.0) (20.0) (100.0)

Chi-Square: 5.119 P. Value: .163

Note: Figures in the parentheses represent percentage.

Source: Data collected through questionnaire.

Table shows age wise satisfied with the existing recruitment policy of the HRTC
employees. It is observing from the table that in the age group below 25, 66.7 percent
respondent satisfied with the existing policy of the corporation, 33.3 percent respondent
not satisfied with the existing policy of the corporation. In age group 25-35, 57.1 percent
respondent satisfied with the existing policy of the corporation, 42.9 percent respondent
not satisfied with the existing policy of the corporation. In age group 35-45, 100 percent
respondent satisfied with the existing policy of the corporation. In age group 45 above
100 percent respondent satisfied with the existing policy of the corporation. On applying
chi- square test its value (5.119) has been found significant at 5% level of significance
which rejected the null hypotheses and accepted alternative hypothesis. In the diagram
blue column shows the positive response of the respondent and red column shows the
negative response of the respondent.

Respondent satisfied with the

existing recruitment policy of the
Corporation
100

80
Respondent

60
Yes
40
No
20

0
Below 25 25-35 35-45 Above 45
Age group
3.4 Transfer policy in your organization: age wise distribution

Age Yes No Total

Below 25 2 1 3
(66.7) (33.3) (100.0)

25-35 3 4 7
(42.9) (57.1) (100.0)
35-45 3 3 6
(50.0) (50.0) (100.0)

45 Above 3 1 4
(75.0) (25.0) (100.0)
Total 11 9 20
(55.0) (45.0) (100.0)

Chi-Square: 1.289 P.Value: .732

Note: Figures in the parentheses represent percentage.

Source: Data collected through questionnaire.

Table shows age wise age wise transfer policy in organization. It is observing from the
table that in the age group below 25, 66.7 percent respondents satisfied with transfer
policy of the organization, 33.3 percent respondents not satisfied with transfer policy of
the organization. In age group 25-35, 42.9 percent respondent satisfied with transfer
policy of the organization, 57.1 percent respondent not satisfied with transfer policy of
the organization. In age group 35-45, 50 percent respondent satisfied with transfer policy
of the organization 50 percent respondent not satisfied with transfer policy of the
organization. In age group above 45, 75 percent respondent satisfied with transfer policy
of the organization, 25 percent respondent not satisfied with transfer policy of the
organization. On applying chi- square test its value (1.289) has been found significant at
5% level of significance which rejected the null hypotheses and accepted alternative
hypothesis. In the diagram blue column shows the positive response of the respondent
and red column shows the negative response of the respondent.

Transfer policy in your organisation

80
70
60
Respondents

50
40 Yes
30
No
20
10
0
Below 25 25-35 35-45 Above 45
Age
3.5 Transferred during the period of service in your organization: age wise
distribution

Age Yes No Total

Below 25 1 2 3
(33.3) (66.7) (100.0)

25-35 2 5 7
(28.6) (71.4) (100.0)
35-45 5 1 6
(83.3) (16.7) (100.0)

45 Above 4 0 4
(100.0) (0.0% (100.0)
Total 12 8 20
(60.0) (40.0) (100.0)

Chi-Square: 7.798 P.Value: .050

Note: Figures in the parentheses represent percentage.

Source: Data collected through questionnaire.

Table shows age wise transfer during the period of services in the organization. It is
observing from the table that in the age group below 25, 33.3 percent respondents transfer
during the period of services in the organization, 66.7 percent respondents not transfer
during the period of services in the organization. In age group 25-35, 28.6 percent
respondent transfer during the period of services in the organization, 71.4 percent
respondent not transfer during the period of services in the organization. In age group 35-
45, 83.3 percent respondent transfer during the period of services in the organization 16.7
percent respondent not transfer during the period of services in the organization. In age
group above 45, 100 percent respondent transfer during the period of services in the
organization. On applying chi- square test its value (7.798) has been found significant at
5% level of significance which rejected the null hypotheses and accepted alternative
hypothesis. In the diagram blue column shows the positive response of the respondent
and red column shows the negative response of the respondent.

Transferable service in organisation

100
90
80
70
Respondents

60
50 Yes
40
No
30
20
10
0
Below 25 25-35 35-45 Above 45
Age

3.6 Many times transferred during your service: gender wise distribution

Gender One Two Three Four Five Total

Male 4 3 2 3 7 19
(21.1) (15.8) (10.5) (15.8) (36.8) (100.0)

Female 0 0 0 0 1 1
(0.0) (0.0) (0.0) (0.0) (100.0) (100.0)

Total 4 3 2 3 8 20
(20.0) (15.0) (10.0) (15.0) (40.0) (100.0)
Chi-Square: 1.579 P.Value: .813

Note: Figures in the parentheses represent percentage.

Source: Data collected through questionnaire.

Table shows gender wise transfer times during the period of services in the organization.
It is observing from the table that in male gender 21.1 percent respondents transfer one
time during the period of services in the organization, 15.8 percent respondents transfer
two times during the period of services in the organization, 10.5 percent respondent
transfer three times during the period of services in the organization, 15.8 percent
respondent transfer four times during the period of services in the organization, 36.8
percent respondent transfer five times during the period of services in the organization. In
female gender 100 percent respondent transfer five times during the period of services in
the organization.

On applying chi- square test its value (1.579) has been found significant at 5% level of
significance which rejected the null hypotheses and accepted alternative hypothesis. In
the diagram blue column shows the male gender and red column shows the female
gender.
 Many times transferred during your service

100
90
80
70
Respondents

60
50 Male
40 Female
30
20
10
0
One Two Three Four Five
Timely service

3.7 Satisfied with the transfer policy of the Corporation: gender wise distribution

Gender Yes No Total

Male 9 10 19
(47.4) (52.6) (100.0)
Female 1 0 1
(100.0) (0.0) (100.0)

Total 10 10 20
50.0) (50.0) (100.0)

Chi-Square: 1.053 P.Value: .305

Note: Figures in the parentheses represent percentage.

Source: Data collected through questionnaire.

Table shows gender wise satisfaction of the employees of the transfer policy of the
organization. It is observing from the table that in male gender 47.4 percent respondents
satisfied with the transfer policy of the organization, 52.6 percent respondents not
satisfied with the transfer policy of the organization, In female gender 100 percent
respondent satisfied with the transfer policy of the organization. On applying chi- square
test its value (1.053) has been found significant at 5% level of significance which rejected
the null hypotheses and accepted alternative hypothesis. In the diagram blue column
shows the male gender and red column shows the female gender.

100
90
80
70
Respondents

60
50 Male
40 Female
30
20
10
0
Yes No
Satisfaction level

3.8 Satisfied with the promotion policies and practices of your organization: gender
wise distribution

Gender Highly Satisfied Highly Dissatisfied Total

Satisfied Dissatisfied
Male 6 7 5 1 19
(31.6) (36.8) (26.3) (5.3) (100.0)
Female 0 1 0 0 1
(0.0) (100.0) (0.0) (0.0) (100.0)

Total 6 8 5 1 20
(30.0) (40.0) (25.0) (5.0) (100.0)

Chi-Square: 1.579 P.Value: .664

Note: Figures in the parentheses represent percentage.

Source: Data collected through questionnaire.

Table shows gender wise satisfaction of the employees with the promotion policies and
practices of your organization. It is observing from the table that in male gender 31.6
percent respondents highly satisfied with the promotion policies and practices of the
organization, 36.8 percent respondents satisfied with the promotion policies and practices
of the organization, 26.3 percent respondent highly dissatisfied with the promotion
policies and practices of the organization, 5.3 percent respondent dissatisfied with the
promotion policies and practices of the organization, In female gender 100 percent
respondent satisfied with the promotion policies and practices of the organization. On
applying chi- square test its value (1.579) has been found significant at 5% level of
significance which rejected the null hypotheses and accepted alternative hypothesis. In
the diagram blue column shows the male gender and red column shows the female
gender.
 Satisfied with the promotion policies
and practices of your organization
100
90
80
70
Respondents

60
50
40 Male
30 Female
20
10
0
Highly Satisfied Highly Dissatisfied
Satisfied Dissatisfied
satisfaction level

3.9 Satisfied with the training system being impacted by our organization: gender
wise distribution

Gender Yes No Total

Male 18 1 19
(94.7) (5.3) (100.0)
Female 0 1 1
(0.0) (100.0) (100.0)

Total 18 2 20
(90.0) (100.0) (100.0)

Chi-Square: 9.474 P. Value: .002

Note: Figures in the parentheses represent percentage.

Source: Data collected through questionnaire.

Table shows gender wise satisfaction of the employees with the training system being
impacted by organization. It is observing from the table that in male gender 94.7 percent
respondents satisfied with the training system being impacted by organization, 5.3
percent respondents not satisfied with the training system being impacted by
organization. In female gender 100 percent respondent not satisfied with the training
system being impacted by organization.. On applying chi- square test its value (9.474)
has been found significant at 5% level of significance which rejected the null hypotheses
and accepted alternative hypothesis. In the diagram blue column shows the male gender
and red column shows the female gender.

Impact our organisation

100
90
80
70
Respondents

60 Male
50
Female
40
30
20
10
0
Yes No

3.10 Other state or foreign country for training: gender wise distribution

Gender Yes No Total

Male 1 18 19
(5.3) (94.7) (100.0)
Female 0 1 1
(0.0) (100.0) (100.0)
Total 1 19 20
(5.0) (95.0) (100.0)

Chi-Square : 0.055 P.Value : .814

Note: Figures in the parentheses represent percentage.

Source: Data collected through questionnaire.

Table shows gender wise employees that go to any other state or country for training. It is
observing from the table that in male gender 5.3 percent respondent go to any other state
or country for training, 94.7 percent respondents not go to any other state or country for
training. In female gender 100 percent respondent not go to any other state or country for
training. On applying chi- square test its value (0.055) has been found significant at 5%
level of significance which rejected the null hypotheses and accepted alternative
hypothesis. In the diagram blue column shows the male gender and red column shows the
female gender
 Other state or foreign country for
training

100
80
Repondents

60 Male
40 Female

20
0
Yes No

3.11 Faith and confidence in HRTC employees: marital status wise distribution

Marital Status Yes No Total

Married 14 3 17
(82.4) (17.6) (100.0)
Unmarried 2 1 3
(66.7) (33.3) (100.0)

Total 16 4 20
(80.0) (20.0) (100.0)

Chi-Square : 0.392 P.Value : .531

Note: Figures in the parentheses represent percentage.

Source: Data collected through questionnaire.

Table shows marital status wise employees that have faith and confidence in HRTC
employees. It is observing from the table that in married employees, 82.4 percent
respondent has faith and confidence in HRTC employees, 17.6 percent respondents not
have faith and confidence in HRTC employees. In unmarried employees, 66.7 percent
respondent has faith and confidence in HRTC employees, 33.3 percent respondents not
have faith and confidence in HRTC employees. On applying chi- square test its value
(0.392) has been found significant at 5% level of significance which rejected the null
hypotheses and accepted alternative hypothesis. In the diagram blue column shows the
married employees and red column shows the unmarried employees.

Faith and confidence in HRTC employees

100

80
Respondents

60
Married
40
Unmarried
20

0
Yes NO
Marital status

3.12 HRTC employees use the local language: marital status wise distribution

Marital Status Yes No Total

Married 11 6 17
64.7) (35.3) (100.0)

Unmarried 2 1 3
(66.7) (33.3) (100.0)
Total 13 7 20
(65.0) (35.0) (100.0)

Chi-Square : 0.004 P.Value : .948

Note: Figures in the parentheses represent percentage.

Source: Data collected through questionnaire.

Table shows marital status wise employees that use local language. It is observing from
the table that in married employees, 64.7 percent respondent has use local language, 35.3
percent respondents not use local language. In unmarried employees, 66.7 percent
respondent has use local language, 33.3 percent respondents not use local language. On
applying chi- square test its value (0.004) has been found significant at 5% level of
significance which rejected the null hypotheses and accepted alternative hypothesis. In
the diagram blue column shows the married employees and red column shows the
unmarried employees.
 HRTC employees use the local language

70
60
50
Respondents

40
Married
30
Unmarried
20
10
0
Yes No
Axis Title

3.13 Satisfied with behavior of employees: marital status wise distribution

Marital Status Yes No Total

Married 14 3 17
(82.4) (17.6) (100.0)

Unmarried 2 1 3
(66.7) (33.3) (100.0)

Total 16 4 20
(80.0) (20.0) (100.0)

Chi-Square : 0.392 P.Value : .531

Note: Figures in the parentheses represent percentage.

Source: Data collected through questionnaire.

Table shows marital status wise employees that satisfied with the behavior of employees.
It is observing from the table that in married employees, 82.4 percent respondent satisfied
with the behavior of employees, 17.6 percent respondents not satisfied with the behavior
of employees, In unmarried employees 66.7 percent respondent satisfied with the
behavior of employees, 33.3 percent respondents not satisfied with the behavior of
employees. On applying chi- square test its value (0.392) has been found significant at
5% level of significance which rejected the null hypotheses and accepted alternative
hypothesis. In the diagram blue column shows the married employees and red column
shows the unmarried employees.

Satisfied with behavior of employees

90
80
70
Respondents

60
Married
50
40 Unmarried
30
20
10
0
Yes No

3.14 HRTC staff promotes in service: marital status wise distribution

Marital Status Yes No Total

Married 17 0 17
(100.0) (0.0) (100.0)
Unmarried 2 1 3
(66.7) (33.3) (100.0)
Total 19 1 20
(95.0) (5.0) (100.0)

Chi-Square : 5.965 P.Value : .0.15

Note: Figures in the parentheses represent percentage.

Source: Data collected through questionnaire.

Table shows marital status wise employees satisfied that HRTC staff promts service. It is
observing from the table that in married employees, 100 percent respondent satisfied that
HRTC staff promts service. In unmarried employees 66.7 percent respondent satisfied
that HRTC staff promotes service, 33.3 percent respondents not satisfied that HRTC staff
promotes service. On applying chi- square test its value (5.965) has been found
significant at 5% level of significance which rejected the null hypotheses and accepted
alternative hypothesis. In the diagram blue column shows the married employees and red
column shows the unmarried employees.
 Staff promoting service

100

80
Respondents

60 Married
Unmarried
40

20

0
Yes No

3.15 Satisfied with the training system being impacted by our organization: marital
wise distribution

Marital Status Yes No Total

Married 16 1 17
(94.1) (5.9) (100.0)
Unmarried 2 1 3
(67.7) (33.3) (100.0)

Total 18 2 20
(90.0) (10.0) (100.0)

Chi-Square : 2.135 P.Value : .144

Note: Figures in the parentheses represent percentage.

Source: Data collected through questionnaire.

Table shows marital status wise employees that satisfied with the training system being
impacted by organization. It is observing from the table that in married employees, 94.1
percent respondent satisfied with the training system being impacted by organization, 5.9
percent respondent not satisfied with the training system being impacted by organization.
In unmarried employees 66.7 percent respondent satisfied with the training system being
impacted by organization, 33.3 percent respondents not satisfied with the training system
being impacted by organization. On applying chi- square test its value (2.135) has been
found significant at 5% level of significance which rejected the null hypotheses and
accepted alternative hypothesis. In the diagram blue column shows the married
employees and red column shows the unmarried employees.

Trainning system being impact our organisation

100
90
80
70
Respondents

60
50 Married
40 Unmarried
30
20
10
0
Yes No
Trainning system
 CHAPTER- IV

4.1 FINDINGS

The study was conducted primarily to investigate the relationship between performance
counseling and performance appraisal and job satisfaction among software professionals.
The findings of the study were based on large sample size. The sample companies
belonged to many important segment of software industry value chain via, application,
system process and products etc. Care was taken to see to it that sample companies come
with a variety of organizational characteristics, with each characteristics having variance
with itself, viz, size maturity, software type development focus, and annual turnover rate.
Care was also taken so that there would be representation from different strata, viz,
newly, joined professionals, experienced professionals, randomly chosen set of
professionals, professionals with high tenure, professionals from different levels in the
hierarchy, professionals with different types of software related basic functions and HR
professionals. The data is collected through a variety of technique, viz, questionnaire
survey, semi structured interview and focus discussions.

4.2 SUMMARY AND CONCLUSION

CONCLUSION
Performance counseling is a time consuming activity one must work individually with all
department members to make it more meaningful. Effective performance counseling
requires more than the usual annual meeting with an each individual member. When they
perform well, continuous performance counseling should acknowledge good performance
and encourage more of the same. No instances of unsatisfactory performance, continuous
performance counseling serves to remedy problematic performance and motivate the
individual to invest the effort needed to improve. Although time consuming, performance
counseling will be more effective than a programme of annual review. The
observations/comments made, as a follow up of performance counseling, are more timely
and, therefore, more beneficial. Both positive and negative evaluative statements carry
more meaning when they are delivered in relation to a specific event.

4.3 SUGGESTIONS
The suggestions are as follows:
1. HR department or organization has to educate its managers and employees about the
significance and benefits of Performance Counselling.
2. Managers and heads of HR department have to be scientifically trained to conduct
performance counselling.
3. Companies should have in place sound method of measuring performance of the
employees. It should be transparent and easily understandable to each employee.
4. There is need for separate performance counselling cell. Companies should take
necessary measures to establish a separate performance counselling cell and it should
have well qualified and trained counsellors for conducting performance counselling
5. Performance counselling should be conducted at regular intervals and should be
notified well in advance
6. Positive change should be in the attitude and perception of employees and management
towards Performance Counselling process.
7. Appraisal assessment and feedback system must be transparent and introduced
throughout the organization.
8. Key Performance Area (KPA) and milestones must be set for each job and its goal
within the organization.

REFERENCES AND BIBLIOGRAPHY

1. Lotia Chanderkant "Managerial'Problems in the Public sector inIndia Manaktalas,
Bombay 1967 P. 194.
2. Rama Swamy. T. "Public Enterprises in India objectives andproblems "Lok- Udojog
1972.
3. Khan, z and Arora K. "Public Enterprises in India" Indian PublicAdministration
Association organised a conference on StateGovernment Undertakings at Lucknow,
1972.
4. Mishra R.K. "Performance of public enterprises in India "IndianJournal of commerce
vol III Dec. 1973 P. 27X35.
5. Seth, N.R. Joint Management councils - Problems and Prospects, Sh. Ram centre of
Industrial Relations Delhi, 1972.
6. Sarkar, Mpanker "Workers Participation in Management of Public Sector
Undertakings" The Indian Journal of public administration,
11 PA vol. 19 No. 1, 1973.
7. Mathur B.P. "Public Enterprises in perspective" orient, longmanLtd. Bombay Calcutta,
Madras, New Delhi-1975 page 218.
8. Jha Satish "Problems of financing of Public Enterprises inDeveloping countries" The
Indian Journal of Public Administration,
11 PA vol. xxxvi No. 4, 1980.
9. Kolesov V. Public Sector-An Effective means of developmentsteriing New Delhi 1980
P. 212.
10. Sharma A.K. "The role of Public Enterprises Board" The Journal ofPublic
Administration II PA, vol. 26th No.- 4, 19
ANNEXURE

QUESTIONNAIRE FOR EMPLOYEES

Topic: - Performance appraisal of HRTC (a case study of district Kangra)

The objective of study is to analyze the performance of HRTC ( a case study of district
Kangra). Please we assumed that your response will be strictly confidential. Please put a
(tick) mark to indicate your preference.

Part-I

Name (optional) ………………………….

1. Age : a) Below 25 b) 25-35

c) 35-45 d) 45 above

2. Gender : a) Male b) Female

3. Marital Status: a) Married b) Unmarried

Part-II

Introduction related to performance

(4) Have you attended any orientation/induction programmes before joining the job?

Yes No

a) If yes, to what extent, are you satisfied with recruitment and selection practices of the
Corporation?
 Very High Extent Some extent

To moderate extent High extant

b) If no, Give suggestion to improve:

(5) Do you think that both intemal and external sources of recruitment are taken into
consideration?

Yes No

(6) Are you satisfied with the existing recruitment policy of the Corporation?

Yes No

(7) Is there any transfer policy in your organization?

Yes No

(8) Have you been transferred during the period of service in your organization?

Yes No

(9) On what basis the transfer from one place to another place is made

a) On the request of the employee b) On minimum period of service

completed

c) On political pressure d) On the basis of need of the Corporation

e) Any other

(10) How many times you were transferred during your service?

a) One b) Two

c) Three d) More than three

e) No
(11) Are you satisfied with the transfer policy of the Corporation?

Yes No

(12)Have you got promotion during your service period?

Yes No

If yes, please specify:

Sr. No. Designation Year of Promotion

From To

(13) Are you satisfied with the promotion policies and practices of your organization?

a) Highly satisfied b) Satisfied

c) Highly dissatisfied d) Dissatisfied

(14) Are you satisfied with the training system being impacted by your organization?

Yes No

(15) Have you ever been, to any other state or foreign country for training?

Yes No

(16) Have you attended any training program?

Yes No

If yes, what type of training program did you attend?

 Induction cum Post entry training

Refresher course Short duration Course

Any other

(17) Have you been able to improve your ability after attending training?

Yes No

(18) Is there any system of reward in your organization to develop human potential?

Yes No

(19) Is your performance evaluated?

Yes No

20) In case of unsatisfactory performance the employees are punished by way of?

(a) Demotion (b) Transfer

(c) Stoppage of increment (d) Stoppage of promotion

(e) Termination (f) No action

(21) How do you feel about the present relationship between management and employees
of your organizations?

a) Highly satisfied b) Satisfied

(c) Highly Dissatisfied d) Dissatisfied

(22) How do you characterize the behavior of the management?

a) Very cordial b) Cordial

c) Not cordial
(23) Are you satisfied with your salary?

Yes No

(24) Do you have faith and confidence in HRTC employees?

Yes No

(25) Do the HRTC employees use the local language?

Yes No

(26) Are you satisfy with behavior of employees?

Yes No

(27) Is the HRTC staff promts in service?

Yes No

(28) Do you know about different schemes started by the HRTC?

Yes No