Internship Report on

HR POLICIES AND ITS IMPACT ON EMPLOYEES JOB SATISFACTION AT

CERAMED ENGINEERS LTD
BY
(DAKSHITA DECLASE)
(INH14MBA27)
Submitted to

VISVESVARAYA TECHNOLOGICAL UNIVERSITY, BELGAUM

In partial fulfilment of the requirements for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION
Under the guidance of

INTERNAL GUIDE EXTERNAL GUIDE

Dr. Aradhana yadhav, Professor Mr. Jayan
New Horizon College of Engineering MANAGER, CEL

DEPARTMENT OF MANAGEMENT STUDIES

NEW HORIZON COLLEGE OF ENGINEERING,
OUTER RING ROAD, MARATHALLI, BANGALORE
(Batch 2014 – 2016)
 ACKNOWLEDGEMENT

I wish to pledge and reward my deep sense of gratitude for all those who have made this project
come alive.

I would like to express my heart-felt gratitude to Dr. MANJUNATHA, Principal, New Horizon
College of Engineering, for his moral support throughout the course of my project.

I would like to express my heart-felt gratitude to Dr. SHEELAN MISRA, Head of Department of
Management Studies, New Horizon College of Engineering for her valuable suggestions and
moral support throughout the course of my project.

I am gratefully indebted to my internal faculty guide, Dr.Aradhana YADAV, Professor,

Department of Management Studies, New Horizon College of Engineering, for encouraging me
and for her constant support throughout the course of the project and helping me complete it
successfully.

A special note of gratitude goes to my external guide Mr. JAYAN.KC, MANAGER, Ceramed
engineers Ltd. for providing me an opportunity to work in this corporate exposure and for his
support and guidance in this endeavour.

I wish to thank all the people who have helped me to work on my project. I finally thank my
family and friends for their constant support and guidance.

DAKSHITA DECLASE.L

(1NH14MBA27)
 TABLE OF CONTENTS

SL NO CHAPTERS PG NO

EXECUTIVE SUMMARY

CHAPTER 1

INTRODUCTION ABOUT THE INTERNSHIP

1.1 Introduction 1

1.2 Title of the study 1

1.3 Statement of the study 1

1.4 Need for the study 1

1.5 Objective of the study 2

1.6 Scope of study 2

1.7 Research methodology 2

1.8 Review of literature 3-4

1.9 Limitation of the study 4

CHAPTER 2

INDUSTRY AND COMPANY PROFILE

2.1 Industry profile 5-6

2.2 Company profile 7-8

2.3 Promoters 8

2.4 Vision 9
2.5 Mission 9

2.6 Quality policy 9

2.7 Products and services 9-11

2.8 SWOT Analysis 12

2.9 Future Growth and Prospectus 12

2.10 Financial Statements 13-15

CHAPTER 3

THEORETICAL BACKGROUND OF THE STUDY

3.1 General Introduction 16

3.2 Evolution of Human Resource Management 16-17

3.3 Features of Human Resource Management 17

3.4 Meaning of HR policies 18

3.5 Purpose of HR policies 18

3.6 Developing HR policies 19

3.7 Types of HR policies 19-20

3.8 The steps taken when policies are formulated 20-21

3.9 Classification of policies 21

3.10 Advantages of HR policies 21-22

3.11 Factors influencing HR policies 22

3.12 Need for HR policies 22-23

CHAPTER 4
 ANALYSIS AND INTERPRETATION

4.1 Data analysis and interpretation 24-71

CHAPTER 5

FINDINGS SUGGESTIONS AND CONCLUSIONS

5.1 Findings 72

5.2 Suggestions 73

5.3 Conclusion 74
 LIST OF TABLES

SL.NO PARTICULARS PG.NO

Table 4.1 Table showing awareness of HR policies 24

Table 4.2 Table showing employees perception towards HR policies 26

Table 4.3 Table showing satisfaction level of rewards provided at CEL 28

Table 4.4 Table showing satisfaction of training programs 30

Table 4.5 Table showing the effectiveness of health and safety policies 32

Table 4.6 Table showing the implementation of retirement policies 34

Table 4.7 Table showing the open communication conditions in the 36

organisation

Table 4.8 Table showing the effectiveness of grievance redressal system 38

Table 4.9 Table showing the impact of performance appraisal 40

Table 4.10 Table showing the effectiveness of complaints being 42

investigated

Table 4.11 Table showing employees opinion on work life balance 44

Table 4.12 Table showing the amendments of existing policies 46

Table 4.13 Table showing the acknowledgement of work 48

Table 4.14 Table showing the job analysis 50

Table 4.15 Table showing if there’s a reliable response system 52

Table 4.16 Table showing whether the employees are comfortable with 54
the working hours

Table 4.17 Table showing the satisfaction level with context to medical 56
and health care facilities
Table 4.18 Table showing the reflection of career paths and internal 58
promotional norms

Table 4.19 Table showing satisfaction level of employees with context to 60

recruitment process

Table 4.20 Table showing whether the bonus is being revised 62

Table 4.21 Table showing satisfaction level regarding compensation 64

Table 4.22 Table showing satisfaction level of employees with their job 66

Table 4.23 Table reflecting the kind of employee contract preferred 68

 LIST OF GRAPHS

SL.NO PARTICULARS SL.NO

GRAPH 4.1 Graph showing awareness of HR policies 25

GRAPH 4.2 Graph showing employee perception towards HR policies 27

GRAPH 4.3 Graph showing satisfaction level of rewards provided at 29

CEL

GRAPH 4.4 Graph showing satisfaction level of training programs 31

GRAPH 4.5 Graph showing effectiveness of health and safety policies 33

GRAPH 4.6 Graph showing the implementation of retirement policies 35

GRAPH 4.7 Graph showing open communication conditions in the 37

organisation

GRAPH 4.8 Graph showing effectiveness of grievance redressal system 39

GRAPH 4.9 Graph showing the impact of performance appraisal 41

GRAPH Graph showing the effectiveness of complaints being 43

4.10 investigated

GRAPH Graph showing employees opinion on work life balance 45

4.11

GRAPH Graph showing the amendments of existing policies 47

4.12

GRAPH Graph showing the acknowledgement of work 49

4.13

GRAPH Graph showing the job analysis 51

4.14
GRAPH Graph showing if there’s a reliable response system 53
4.15

GRAPH Graph showing whether the employees are comfortable with 55

4.16 the working hours

GRAPH Graph showing the satisfaction level with context to medical 57

4.17 and health care facilities

GRAPH Graph showing the reflection of career paths and internal 59

4.18 promotional norms

GRAPH Graph showing satisfaction level of employees with context 61

4.19 to recruitment process

GRAPH Graph showing whether the bonus is being revised 63

4.20

GRAPH Graph showing satisfaction level regarding compensation 65

4.21

GRAPH Graph showing satisfaction level of employees with their job 67

4.22

GRAPH Graph showing the kind of employee contract preferred 69

4.23
 EXECUTIVE SUMMARY
The engineering sector is seen to be the largest in the overall industrial sectors, whereas research
states that a high number of employment opportunities are being provided by these industries
which accounts to both direct and indirect employment about 5 million. Growth of this sector has
raised due to the governments focus on the development of infrastructure.

CERAMED ENGINEERS LTD, an ISO 9001:2008 certified company it has been resulted in
being the leader in the field of metal furnishing they have been successful due to the capability of
offering comprehensive solutions to customers, as consistent performers they have steadily
increased production. The company was established in the year 1988 and caters to the need of
most of the international markets as well.

The scope of the study ranges around the various HR policies being followed by the company
and to get a broader picture of the need of the HR policies in an organisation. The study also
determines the impact of these policies on employee’s job satisfaction and what other policies
could be implemented for improving the satisfaction level of employees in their respective
organisation.

The entire project showcases the various HR policies practices being followed at CERAMED
ENGINEERS LTD and how employee job satisfaction can be influenced. The study also takes
into consideration the changing trends and how the company adapts to the changes, as the HR
policies have gone through tremendous changes over the years with respect to demand.

This study provided an entire industrial exposure and as a student was able to understand the
need of human resource policies in the organisation. It was also found that the HR policies were
incorporated and implemented in a very effective way.
 CHAPTER-1

1.1. INTRODUCTION ABOUT THE INTERNSHIP

The internship at CERAMED ENGINEERS LTD gave an exposure towards the HR policies and the
management practices adopted.HR policies are a set of guidelines or rules and regulations laid down
for the betterment of the employees, these policies help every individual to raise his/her potential in
all facets. The HR policies are classified decisions established by the organisation to maintain the
administrative functions performance management, employee relations and human resource planning.

HR policies are comprised of recruitment, selection training and development career planning,
compensation benefits performance appraisal, job definition, grievance redressal mechanism,
incentives etc. In order to understand the impact of HR policies on employee’s performance the present
study has taken certain policies. The internship provided an opportunity to interact with all levels of
employees which gave an insight of the industrial scenario and enhanced the knowledge.

1.2. TOPIC CHOSEN FOR THE STUDY

“A STUDY ON THE HR POLICIES AND THEIR IMPACT ON EMPLOYEES JOB

SATISFACTION WITH REFERENCE TO “CERAMED ENGINEERS LTD”

1.3. STATEMENT OF THE PROBLEM

Improper HR policies, demotivates employees and adversity impacts organisations efficiency. The
focus of this study is to understand the various HR policies and its implementation at CERAMED
ENGINEERS LTD and to understand its impacts on employee satisfaction.

1.4. NEED FOR THE STUDY

Human resource has gone through tremendous change and it’s addressed as the corner stone of success
in organisations, and the HR policies are framed in order to handle the human capital in the
organisation which can be termed has the nerve of the organisation has the organisation is driven by
people. The study focuses on the HR policies and its impact on employee satisfaction at CERAMED
ENGINEERS LTD. It is seen that if employee needs are met, they work more efficiently and enhance
the organisations growth by working towards the organisations objectives.

1
The study tries to understand the effectiveness of HR policies in the organisation as well as its impact
on employees with regards to their satisfaction and also to understand how well these policies are being
implemented in the organisation.

1.5. OBJECTIVE OF THE STUDY

 To study the HR policies of the company

 To study the changes made in the policies of Ceramed engineers ltd since incorporation.
 To suggest the changes in the policy based on response of employees.
 To design a HR policy manual for the company emphasising on “managerial service
conditions”.

1.6. SCOPE OF THE STUDY

 To understand the impact of HR policies on employee performance.

 To understand the impact on employees satisfaction, employee retention, reward and
recognition and compensation and benefits.
 To understand the employee perceptions towards the HR policies.

1.7. METHODOLOGY

SOURCES OF DATA

PRIMARY DATA:

The primary data was acquired through questionnaire method where the employees of the company
Ceramed Engineers Ltd were asked to fill in the questionnaire.

SECONDARY DATA:

Secondary data was used to collect information like financial statements, annual reports, industry
profile and company profile. The various sources of secondary data are

 Website of CEL
 Company journal
 Annual reports of CEL

2
TOOLS USED ARE:

 ANNOVA TABLE

RESEARCH DESIGN

Descriptive research

The research adopted for this study is descriptive where the primary data is collected through survey
method where the questions are framed and handed over to the respondents to fill.

SAMPLING METHOD

Sampling method adopted for this study is Simple Random Sampling.

SIZE OF SAMPLING

Here 100 employees of Ceramed Engineers Ltd where chosen as the size of sample.

1.8. REVIEW OF LITERATURE

Demery and Doty (1996)1 a study was conducted in order to inspect the relationship between HR
policies and cost-effectiveness, the study stated that HR policies were positively related to the
profitability of the organisation, this study was conducted on a set of banks in US.

GARCIA (2005)2 A Study was conducted on the impact of training policies on the customer and
employee satisfaction as well as workforce productivity was considered the result stated that training
programs were directly associated to employee and customer satisfaction as well as business
performance, this study was conducted on 78 Spanish firms and there were more than 100 employees.

PAUL A.K and ANANTHARAMAN R.N (2003)3 a study was conducted and it was found that HR
practices have direct impact with the financial performance, it is seen that HR practices have direct
influence on the operational and financial performance of the organisation.HR practices such as
compensation, training and employee career development have been found to have positive
relationship with the organisations performance.

PILBEAM S & CORBRIDGE M4 the study states that having an effective grievance handling system
may help in alleviating situation of perceived injustice or conflicts in the organisation. The process of
grievance that is the outcome of the process may influence the employee perceptions. If grievance are
handled by the managers, the employees is more likely to maintain a high level of commitment to the
organisation.

3
SNELL. S & BOHLANDER G (2007)5 compensation and benefits encompasses wages, salaries,
incentives and more. Indirect compensation includes many benefits and non- financial compensation
includes fringe benefits like insurance etc. Employee benefits constitute an indirect form to improve
the quality of work life and personal life of employees.

1.9. LIMITATION OF THE STUDY

1. Time is one of the major limitations of the study

2. Because of time constraint information is not detailed.
3. Respondents are limited to 100 employees.
4. Respondents may be biased.

4
 CHAPTER-2

2.1. INDUSTRIAL PROFILE

INTRODUCTION

In India the engineering sector is seen to be the largest in the overall industrial sectors the engineering
industry can be regarded into two segments such as light engineering and heavy engineering whereas
the heavy engineering deals with the bulk productions which account for high value production and
high technology being utilized. Thus the light engineering deals with providing inputs for the
production of the heavy engineering industries. It is seen that the engineering sector is growing rapidly
in India as the global industries prefer as an outsourcing destination and projects being undertaken in
various industries is driving the growth rate of engineering industries.

LIGHT ENGINEERING

The light engineering industry comprises of distinctive sectors and sub sectors it is highly diverse in
nature the product range in this industry varies from highly sophisticated to the low tech products, the
health of this sector lies on the demand of the capital good sector that is the heavy engineering sector.
The light engineering sector uses low end to medium technology for production this segment is
dominated by the small manufacturers and the unorganised manufacturers. They are highly labour
intensive and hence provide ample employment opportunities whereas the research states that
engineering industries are providing about 5 million direct and indirect employment. The size of light
engineering is estimated around US $7 billion.

In India under the ministry of commerce and industry, the department of industrial policy and
promotion (DIPP) is the regulatory agency which is established for the development of light
engineering industries, it monitors their progress and suggests possible changes in the policy as per the
necessity. It is responsible for formulation and implementation of development measures for the
growth of the industry, they formulate and administer the overall industrial policies as well as FDI
policies are also being promoted in the country. The distinctive sub-sectors in light engineering are as
follows:

5
  The medical and surgical instruments.
 Process control instruments.
 Industrial fasteners.
 Steel forgings.
 Sewing machines.

GOVERNMENT INITIATIVES IN THE ENGINEERING INDUSTRY

It is said that engineering services to be outsourced from India has the prospective to nurture to $4o
billion by 2020. The growth of this sector has raised due to the governments focus on the development
of infrastructure. Many infrastructure and engineering industries such as ThyssenKrupp and GE’s
attention were drawn towards the campaign initiated by Prime Minister MR.NARENDRA MODI that
is the ‘MAKE IN INDIA’campaingn. The government has reserved many steps to advance technical
education in the engineering system by allocating Rs.500 cr for setting up IITS in certain states such
as Andhra Pradesh, Goa, Kerala and Chhattisgarh

KEY INITIATIVES OF THE GOVERNMENT ARE AS FOLLOWS:

1. In order to boost the engineering output there is creation of special economic zones.
2. It focuses on the development of the infrastructure.
3. Foreign direct investments being revised and the limit of FDI have been raised to 100% in the
engineering industry.
4. De-licensing of engineering industry which has spurred the growth of industry.

ENGINEERING INDUSTRY EXPORTSS

The industries contribution accounts to 20.01%.After liberalization, the Indian companies were bound
to improve their efficiency and quality to become globally competitive as India is being witnessed as
a global engineering goods sourcing hub. Aerospace offers the greatest potential for expansion though
it’s one of the hardest markets to tap because of its close association with defence. It is estimated that
by 2020 the total off share engineering is expected to grow to 50-225 billion with its talent pool and
existing experience in engineering services. The heavy engineering meets the entire domestic demand
in India, the industry has a capacity to manufacture large size plants and equipment’s for various
sectors like power, cement, air pollution control machines and fertilizers.

6
2.2. COMPANY PROFILE

Company Name CERAMED ENGINEERS PVT.LTD

Year of Establishment 1988

No of working hours 9.00AM – 5.30PM

Name of Manager Mr.Jayan K.C

Name of Assistant Director Mr.K.N.Saffer Ahmed

Website www.ceramedengineers.com

Email id sales@ceramedengineers.com

Phone 080-28362501/28363040

Address No B-67, & 68, 3rd Stage, Peenya Industrial

Estate, Peenya Industrial Estate, Bengaluru,
Karnataka 560058.

7
CERAMED ENGINEERS LTD as an ISO 9001:2008 certified company it has been resulted in being
the leader in the field of metal finishing they have been successful due to the capability of offering
comprehensive solutions to customers, as consistent performers Ceramed has steadily increased
production .The company is able to design and fabricate a comprehensive range of metal finishing
equipment’s on their industrial experience.

The company was established in the year 1988, the name signifies quality metal finishing it caters to
the industry specifics provides customisation and design to equipment’s. Ceramed caters to most of
the international markets few of which are UK, USA, and ISRAEL besides a host of MNC’s in India.

The company has provided the state-of-art cutting edge solutions for the industries like:

 AEROSPACE
 ALUMINIUM &ZINC
 BEARINGS
 CUTLERY
 HAND TOOL MANUFACTURERS
 SURGICAL INSTRUMENTS& NEEDLE MANUFACTURERS ETC

The metal finishing machines offered by Ceramed are suitable for operations such as deburring,
descaling, derusting, polishing and super polishing,

CERAMED IS ENGAGED IN

Designing and manufacturing machines

Providing after sales services

Taking up sub contract of metal finishing

Refurbishing of machine

2.2.1. PROMOTERS:

Mr.Gnanasekaran

Mr.Addison and co ltd

Mr.Jayachandran.V (Asst manager marketing)

8
VISION

“To be the pioneer in the broad based and integrated Engineering services”

MISSION

To maintain high standards of quality and time sensitiveness to provide customers with satisfaction
and faith in our solutions and to use this as a corner stone for success.

QUALITY POLICY

Ceramed is committed towards achieving status of leadership through quality products, customer
satisfaction and continual improvement in process and product.

Quality objectives

To develop and establish a working quality which would result in quality products.

To work continuously on customer satisfaction.

To train, motivate and involve employees in the quality related aspects.

2.2.2 PRODUCTS AND SERVICES

 VIBRATORY FINISHING MACHINE:

The machinery comes with two variants that is the CM & CN series which come in seven
different sizes and these machine applications are designed to meet the needs of various
customers.CN series machines come with an additional feature of unloading the components
automatically after the process by actuating the manually operated separation system the screen
used during the separation mechanism can be replaced without any special calibre or tools.

There are optional accessories with the machine such has the manually operated lid which
dampens the sound during the process or working of the machine.
It contains a dosing unit which works well with compound feeding and dosing pump for water
at regular intervals quantity of chemicals can be fed optimally at regular intervals during the
process of the machinery.
To control the speed it consists of AC variable frequency drive.

9
 Main features
 It contains anti vibration pads on which the entire machine is located which prevents it
from transferring the vibration to the ground.
 The fasteners and the motor bolts are of high tensile/stainless steel.
 All types of safety switches are provided in the panel and all the electrical switch gears
are of reputed make to ensure safety even the enclosures are taken care of.
 In order to withstand heavy load springs are specially designed which facilitate the
machines movement appropriately.
 The vibratory motor is designed with adjustable amplitude for fast and effective
process.

 CENTRIFUGAL HIGH ENERGY MACHINES:

These machines are made with the latest technology they generate very high gravitational force
and the CHE series can give a mirror shine to the components processed in it .Ceramed ensures
that each machines goes through the quality checking before it is being shipped these machines
are available in different capacities such as CHE-40,CHE-80 and CHE-240 with basic features
and semi automation machines are provided with three barrels whereas the basic model
machines are provided with four barrels. The only maintenance required is the greasing of the
machinery once in 400 hours of the working due to the direct drive system the need of the
chains and sprockets are eliminated.

 SPIRAL TYPE VIBRATORS

All features of these spiral type vibrators are same as vibratory finishing machines which comes
with a special feature of 100% separation of components.

 TUB VIBRATORS:
These machines are available in nine standard sizes they process the components at an ease are
highly versatile machines. The tubs can be sub divided into separate compartments to avoid
collision these machines can be manufactured up to 6500 mm on demand of the industry.

10
  TABLE TOP MODEL:
These machines have been specially designed for processing delicate and intricate components
this is a table top version a vibratory machine. During the process components along with
suitable media and chemical compound are put into the work bowl which further is processed
with a spiral or rotatory motion and thus the components impart in the desired finish.

 TABLE TOP JEWELLRY POLISHING MACHINE:

These machines come with the capacity of one litre or two these bear less operating cost as
well as media out wear they also range from the same genes of the vibratory machine these
machine barrels rotate continuously by a geared motor.

2.2.3 AREAS OF OPERATION:

CHENNAI: SY. NO 82/83 part, # 55 thandalam village Bangalore-madras highway NH-4

Kanchipuram district Tamilnadu 602105.

BANGALORE: NO.B-67, &68, PEENYA INDUSTRAIL ESTATE, Bengaluru Karnataka 560058.

2.2.4 COMPETITOR INFORMATION

Some of the competitors are:

 Dalal engineering pvt ltd.

 Gala precision engineering ltd.
 Surface improvements ltd.
 SM systems pvt ltd.

11
2.2.5. SWOT ANALYSIS

 Strengths
 Emphasis on providing quality products and services has been the greatest strength.
 Accomplishing short delivery periods.
 Process support and the best man power.
 Attending to a service call in the shortest time.
 Growth in the domestic economy.
 Weaknesses
 No change in policies.
 Use of traditional methods of marketing.

 Opportunities
 Expanding into new product line.
 Can spread its wings into the international markets apart from US, UK, Israel.
 Huge domestic market.

 Threats
 Economic recession.
 Competition from international markets.

2.2.6. FUTURE GROWTH AND PROSPECTS

Since Ceramed Engineers Ltd are on a spree for creating a brand name for itself by providing customers
with high quality products ,as of now the company is focussing on creating Automatic Recycling
systems .

 To meet the above targets the company has strengthened the fleet of its machineries and the
required man power.
 A full fledge expert quality team has been appointed to take care of all the quality related
aspects.
 As the company has maintained its good reputation with all the financing institutions, they can
easily avail finance for their new projects.0000
 In a nutshell CEL has a very important role to play in the global market.

12
2.2.7. FINANCIAL STATEMENT

BALANCE SHEET FOR THE YEAR 2014-2015

AS AT 31 MARCH 2015 AS AT 31 MARCH 2015

PARTICULARS NOTES (RS) (RS)
A EQUITY AND LIABILITIES
1 Shareholders’ funds
(a)share capital 3 9200000 8200000
(b)reserves and surplus 4 18173375 14285300
27373375 22485300
2 Non-current liabilities
(a) long-term borrowings 5 109800 215192
(b) Deferred tax liabilities (Net) - -
(c ) Other long- term liabilities 6 160500 223500
270300 438692
3 Current liabilities
(a) short-term borrowings 7 17030838 18883340
(b) trade payable 8 14823957 14443730
( c) other current liabilities 9 5100150 4280529
(d) short-term provisions - -
36954945 37607599
TOTAL 64328320 60092899
B ASSETS
1 Non-current assets
(a)Fixed assets - -
(I)Tangible assets 10.a 14379227 10718243
(ii)Intangible assets 532515 665644
(iii)Capital work-in-progress 10.b 235179 293974
15146921 11677861
(b)deferred tax asset 11 586403 568091
( c)long- term loans and advances 12 701325 450128
Other non-current assets 13 119000 558448

13
 1406728 1576667
2 Current assets
(a) inventories 14 35078396 39470870
(b) trade receivables 15 8682068 4467083
( c) cash and bank balances 16 1007733 789013
(d) short-term loan and advances 17 3276774 2550097
48044971 47277063
TOTAL 64598620 60531591

PROFIT AND LOSS ACCOUNT FOR THE YEAR ENDED 31 MARCH 2015

FOR THE YEAR FOR THE YEAR

ENDED 31 MARCH ENDED 31 MARCH
PARTICULARS NOTES 2015 (RS) 2015 (RS)
1 Revenue from operations 99444506 49747406
Revenue from operations(Net) 18 99444506 49747406

2 Other income 19 97340 32358

3 total revenue(1+2) 99541846 49779764

4 Expenses
(a) cost of raw materials consumed 20.a 63400803 30655107
(b) changes in inventories of work-in-progress 20.b 6666399 -509205
( c) employee benefits expense 21 12079612 9514901
(d) finance costs 22 1985462 1942412
( e) depreciation and amortization expense 10 1293826 851485
(f) other expenses 23 13198690 9441017
total expenses 98624792 51895717

profit before exceptional and extraordinary items and tax(3-

5 4) 917054 -2115954

14
 6 exceptional item
profit before exceptional and extraordinary items and tax(5-
7 6) 917054 -2115954
8 extra ordinary items
9 profit before tax 917054
10 tax expense:
provision for income tax
less: MAT credit entitlement 0
Deferred tax expenses/(benefits) -18312 65137
-18312 65137

11 profit/loss for the period from continuing operation 935366 -2181091

12 balance brought forward from previous year 8369067 1050158
13 tax expenses of discontinuing operations
14 profit/loss from discontinuing operations(after tax) 9304433 8369067
15 surplus for profit appropriation
16 transfer to general reserve 100000
balance profit/loss carried to balance sheet 9204433 8369087
17 earnings per share (of Rs.100each)
1)basic 33 11.41 -26.6
2)diluted 8.48 -26.6
nominal value of equity share 100 100

15
 CHAPTER-3

THEORETICAL BACKGROUND OF THE STUDY

3.1 GENERAL INTRODUCTION

Human resource management is a scheduled and rational approach to the management of an

organisations most valued asset, that is the people working in the organisation individually and
collectively contribute to the achievement of its objectives.

It is the function within the organisation which are concerned with handling the human capital in the
organisation aligned with the policies and procedures adapted by the organisation. The HR department
in the organisation deals with the various activities such as employee recruitment, training and
development, performance appraisal, reward and recognition and so on all these are the various policies
termed as HR policies in order to have a fair and just environment in the organisation to protect the
employees as well as acts as a framework which helps the employees to know the guidelines or code
of conduct they must follow in the organisation.

3.2 EVOLUTION OF HUMAN RESOURCE MANAGEMENT

The period before industrial revolution the economy was dependent on agriculture with limited
production, there were limited channels of communication as well as limited craftsmen where the
entire production was carried out within the village or community.

During the period of industrial revolution the economy of agriculture was transformed into an industry
based economy, modernisation led to setup industrial base with increased means of communication.
The changes brought in to set up a department which facilitated the activities such as worker’s wages
and welfare as well as other issues were also considered. Further it gave rise to personnel management
with certain tasks like worker’s wages and salaries, record maintenance and housing facilities and
health care. The most important revolution occurred during this period that is the emergence of labour
union (1790). This emerged out of the need of the workers unrest due to longer working hours and less
wages all the workers across joined hands and protested this led to the formation of labour union for
safeguarding the workers from unethical practices.

16
Past industrial revolution in this phase it went through a lot of experiments and studies which led to a
major revolution and gave a new meaning and importance to HRM .Major theories were also released
during this period such as:

The principles of scientific management by (Fredrick w. Taylor) gave rise to HRM approach which
involved worker’s training, maintenance of wage uniformity and focus on better productivity.

Elton mayo & fritz Roethlisberger: The studies shifted the focus of HRM from worker’s productivity
to increase worker’s efficiency.

3.3 FEATURES OF HUMAN RESOURCE MANAGEMENT

1) HRM as process it consists of:

a. Acquiring human resources this includes human resource planning, recruitment, selection and
induction and so on.
b. Development includes the career development, training, knowledge, skills and social
behaviours of human resources.
c. Motivation includes performance appraisal, rewards recognition which would motivate the
employees and help them work even more productively.
d. Providing or maintaining better working conditions for the employees in order to ensure health
and safety measures.
2) It’s a continuous process as it as to adapt to the changes in the environment as the employees
expectations grow along with the changes in the environment hence continuous training are to be
provided with the changing technology.
3) It focuses on objectives such as individual’s objective, group or departmental, organisational and
societal.
4) It is universal has it can be used for business as well as other service organisations such as colleges,
institutes and so on.
5) The use of integrated sub systems such as potential appraisal, performance appraisal organisational
development and so on to increase the productivity of employees and lead to organisational
success.
6) It has a long term benefit has it takes care of the employees and it provides continuous services and
products which benefits the society and productivity of employees drives the success of the
organisation hence it provides benefit on a long term basis.
7) Potentials of the employees are enhanced by providing them training and development this will
make the staff efficient.

17
MEANING OF HUMAN RESOURCE

“The total knowledge, skills, creative abilities, talents and aptitudes off an organisation workforce, as
well as the value, attitudes and beliefs of the individuals involved.”

3.4 MEANING OF HR POLICIES

Human resource policies are the guidelines adopted by the organisation to manage the human capital.
HR policies provide particular guidelines to HR managers on numerous matters regarding
employments. It states different facets of human resource management such as compensation and
benefits, training and selection, promotion, recruitment etc. It defines the ways and values of
organisation in which it specifies how people and things are to be treated. It serves as a reference or a
base when human resource policies or practices are being established or when judgements are being
made about people. A procedure helps us understand what action should be taken in line with the
policy. However each company develops individual set of HR policies has each company comprise
different circumstances, establishment of policies assist the organisation internally as well as externally
they set out obligations, disciplinary practices, standards of behaviour ,framework within which stable
decisions are made and equity is promoted .It can also be very operative at supporting and building the
anticipated organisational culture.

3.5 PURPOSE OF HR POLICIES

 HR policies provide flawless communication between the organisation and their employees
concerning their condition of employment.
 HR policies form a source for treating all employees justly and equally.
 HR policies form a base for evolving the employee’s handbook.
 They are a set of guiding principles for supervisors and managers.
 They form a basis for regularly revising possible modifications affecting employees.
 They establish a context for programs such as supervisor training and employee orientation.

18
3.6 DEVELOPING HR POLICIES

While developing the HR policies there should be clear and reliable statements of the organisations
policies concerning to all conditions of employment and processes for their equal and fair
implementation. Decision making and taking action on the problems of the organisation on day to day
basis lead to develop HR policies. The following factors involved in developing human resource
policies are as follows:

 The company’s objectives and purpose are to be identified in order to understand the
requirements of the organisations human resource department.
 All the factors to be analysed to understand on which basis the HR policies are going to be
operated in the organisation.
 To examine different areas where HR policy declaration is necessary.
 Development of a procedure to implement the policy.
 Amendment of policies so as to make necessary changes in the required area.
 Persistent revaluation and revision of policies in order to meet the current needs of the
organisation.

3.7 TYPES OF POLICIES

HRM comprises of activities designed to improve the productivity of employees and administration
whereas HR policies are formulated for the key human resource management functions which cover
the most generally accepted practices they are as follows:

 Compensation and benefits: There has been a tremendous change in this area organisations
have moved towards the performance related pay and compensation policies and rewards which
acts as a motivational factor and enhances the employee’s performance. Payroll can be a
component of compensation and benefits which sets a structure for setting compensation and
salary.
 Employee relations: It refers to maintaining the employer employee relationship in an
organisation. It is associated with evaluating job satisfaction, employee engagement and
grievance redressal. The unions are a part of this with relation to the labour in the organisation
they are an active part in terms of discussing collective bargaining and solving the labour
contract issues.

19
  Talent management: It is a very important aspect as in it drives the organisation to success and
growth hence it is the responsibility of the human resource department and the talent
management team to identify the talented employees out of the mass. Talent is the success
factor for any organisation and people are the competitive advantage.
 Recruitment and selection: the activities of HRM like getting the right person on the right place
has contributed to higher productivity and sophisticated recruitment and staffing procedure has
positively related to labour productivity. The process of staffing consists of finding, evaluating
and assigning. Selection is the process of choosing an applicant from the pool of applicants by
using suitable instruments, it is an important tool to decide who fits the best and who should
be employed
 Health and safety measures: this policy ensures that the employees should work in a healthy
environment every organisation holds a medical check for its employees to ensure their safety
hence preventive measures are taken by the organisation.
 Training and development: It deals with increasing the productivity and enhancing the skills of
the employees whereas development gives scope to individual development either in education
or communication skills or any other aspects where the employee can grow and make a career
path.

3.8 THE FOLLOWING STEPS TO BE TAKEN WHEN THE POLICIES ARE BEING
REVISED OR FORMULATED:

 The shared values and the culture of the organisation to be understood.

 There are written as well as unwritten policies in the organisation which are to be analysed
to have a better understanding.
 There are external factors which have direct influence on the HR policies due to the adverse
legislations, regulations and authorities, thus the external influences are to be analysed and
the codes of practice issued by the professional institutes should also be accessed.
 Improvement of policies by seeking the manager’s view about the existing HR policies and
to make the amendments.
 Employee views to be acquired in order to implement the policies consistently and equitably
to safeguard the employee’s rights.
 Trade unions play important role in organisations as well hence its necessary to seek the
union representative’s views as well.

20
  The above information to be examined and formulate the draft policies.
 Union representatives and the management to be consulted to discuss and agree over the
policies.

3.9 THE POLICIES CAN BE CLASSIFIED INTO ON THE BASIS OF SOURCES AND ON
THE BASIS OF DESCRIPTION:

1. Originated policies: These policies are usually designed by the superiors to guide their juniors.
2. Implicit policies: These policies are not formally formulated hence they are inferred from the
manager’s behaviour they are also known as implied policies.
3. Imposed policies: There are certain set of policies which are impose by the external agencies
such as government, trade associations and trade unions.
4. Appealed policies: These policies arise when the subordinates appeal or request for the
formulation of particular policies in case the particular case is not covered by the previous
policies.
5. General policies: These policies are formulated by the top management as they are not specific
to any particular issue so they are termed as general policies.
6. Specific policies: These policies must confirm to the board pattern laid by the general policies,
these policies are related to specific issues such as compensation, welfare benefits collective
bargaining training staffing etc.

3.10 ADVANTAGES OF HR POLICIES

 HR policies specify what anticipated behaviour out of the subordinates is as they are prepared
to take more responsibilities and they can quote a written policy for their actions hence they
provide guidelines to the managers at various levels of decision making without consulting
their supervisors.
 Well established policies ensure equitable and uniform treatment to all the employees in the
organisation it reduces discrimination as well as ensures the welfare of the employees and it
caters to the need of good employee relationship in the organisation.
 Personal bias of managers are reduced has it sets down the guidelines pursued in the
organisation.

21
  These policies serve has a standard, wastage of time is minimised as these policies can be
referred in case of similar problems it safeguards rapid action for taking decisions.
 Policies establish consistency in the organisation where everyone get fair and just treatment
they are set patterns of behaviour as they allow employees to work more assuredly. The
employees can expect the actions covered by the policies under the situations.

3.11 FACTORS INFLUENCING HR POLICIES

1. Laws of the country: Every country has its own laws and regulations any laws made should be
conformity with the laws of the country that is the various laws and legislations relating to the
labour otherwise it may cause problems to the organisation.
2. Social values and customs: The social values and customs are very important as it varies from
one individual to the other and they have to be respected or else the employees may be
offended. Therefore while the policies are being formulated the values customs and
communities are to be considered.
3. Management philosophy and values: The policies are to be stated clearly or else the employees
would find it difficult to understand the management hence these management philosophy and
values impact it actions regarding the employees.

3.12 NEED FOR HR POLICIES

 To ensure submission with existing legislation: policies are established in order to conform to
existing laws. For example it is necessary to have a sexual harassment policy in the organisation
therefore the organisation never felt the necessity of this policy before yet it has to articulate
and formalise it in the organisation.
 The values to be communicated to employees: The policies are designed and implemented in
order to make the employees aware of the values and behaviours that are accepted as well as
rejected. Some organisations articulate their core values in their HR policy manual in order to
state the way in which the philosophy has driven the organisation to articulate policies in a
certain way.
 To protect the employees as well as the organisation: policies are established to protect both
the employees as well as the organisation for example an performance management policy

22
 protects the employee from discrimination and illogical actions by the management and
protects the organisation when the employee files a false claim against the organisation.
 It acts as a guide to employees to deal with various situations: The organisation articulates
policies based on situations over the time as the organisation grows the policies acts as a
framework where it would guide the employees in future if similar kind of situation arises in
the organisation.
 Best practices to be introduced from the industry: This is the best way of inheriting policies for
example an organisation may let people take leave for community purposes and the
organisation formulates a policy in line with this purpose.

23
 CHAPTER-4

DATA ANALYSIS AND INTERPRETATION

TABLE NO: 4.1

Table showing awareness of HR policies

Particulars No .of Respondents Percentage

Yes 75 75%

No 25 25%

Total 100 100%

SOURCE: Questionnaire

ANALYSIS

The above table is about the awareness of the HR policies in the organisation.75% of respondents are
aware of the HR policies and 25% are not.

24
 GRAPH NO: 4.1

Awareness of HR policies

25%

yes
no

75%

SOURCE: Table

INTERPRETATION

From the above findings we can interpret that majority of the respondents are aware of the HR
policies in the organisation. It is necessary for every organisation to inform the employees and
educate them about the HR policies. This can boost the internal efficiency of the bank ensures
smooth flow of activities.

25
 TABLE: 4.2

Table showing employee’s perception towards the HR policies

Particulars No .of respondents Percentage (%)

Poor 0 0%

Below average 8 8%

Average 10 10%

Above average 72 72%

Excellent 10 10%

Total 100 100%

SOURCE: Questionnaire

ANALYSIS

The above table is about the employee’s perception regarding the HR policies .72% of the respondent’s
perception towards HR policies are above average, 10% are average, 10% voted excellent and 8%
voted below average at CEL.

26
 GRAPH NO: 4.2

Employee perception towards HR policies

80

70
72
60

50

40

30

20

10
0 8 10 10 0% 8% 10% 72% 10%
0
No.of respondents Percentage (%)

Poor Below average Average Above average Excellent

SOURCE: Table

INTERPRETATION

This with reference to the above graph, which indicates the employee perception towards. From the
above findings we can interpret that majority of the respondent’s perception towards HR policies are
above average this states that employees are very much satisfied with the HR policies and the
company has a lot of impact on the employees due to HR policies.

27
 TABLE NO: 4.3

Table showing satisfaction level of rewards provided at CEL

Particulars No. of respondents Percentage (%)

Satisfied 64 64%

Dissatisfied 12 12%

Delighted 16 16%

Disappointed 8 8%

Total 100 100%

SOURCE: Questionnaire

ANALYSIS

From the above table we can analyse that 64% of the respondents are satisfied, 16% are delighted, 12%
are dissatisfied and 8% are disappointed with the rewards provided at CEL.

28
 GRAPH NO: 4.3

Satisfaction level of rewards

70 64

60

50

40

30
16
20 12
8
10 64% 12% 16% 8%
0
No.of respondents Percentage (%)

Satisfied Dissatisfied Delighted Disappointed

SOURCE: Table

INTERPRETATION

Rewards play very big role in keeping the employees motivated. This keeps them on toes and gets
the best out of employees at all levels. From the above findings we can interpret that majority of the
respondents are satisfied with the rewards provided at CEL. Hence, the company is providing very
rewards and incentives to its employees and has kept the employees zeal very high.

29
 TABLE NO: 4.4

Table showing satisfaction level of training programs

Particulars No. of respondents Percentage (%)

Highly satisfied 20 20%

Satisfied 56 56%

Neutral 12 12%

Dissatisfied 12 12%

Highly dissatisfied 0 0%

Total 100 100%

SOURCE: Questionnaire

ANALYSIS

The above table depicts the satisfaction level of employees about the training programs provided at
CEL.56% of the respondents are satisfied, 20% are highly satisfied, 12% are neutral and 12% are
dissatisfied about the training program.

30
 GRAPH NO: 4.4

SAT I SFACT I O N LE VE L O F T RA I NI NG PRO G RA M

No.of respondents Percentage (%)

56
20

12

12
56%
20%

12%

12%

0%
0
HIGHLY SATISFIED SATISFIED NEUTRAL DISSATISFIED HIGHLY
DISSATISFIED

SOURCE: Table

Interpretation

Training and development program reduces the confusion in the employees mind. From the above
findings we can interpret that majority of the respondents are satisfied with the training program. It
simply means that the company is providing a very good training program to keep the employees with
no confusion and to keep them aware of all the companies systems and procedures.

31
 TABLE NO: 4.5

Table showing effectiveness of health and safety policies

Particulars No. of respondents Percentage (%)

Very good 44 44%

Good 28 28%

Satisfactory 24 24%

Poor 4 4%

Very poor 0 0%

Total 100 100%

SOURCE: Questionnaire

ANALYSIS

The above table shows the response of respondents regarding the effectiveness of health and safety
measures. 44% of the respondents feel very good, 28% feel good, 24% feel satisfied and 4% feel
poor regarding the effectiveness of health and safety measures at CEL.

32
 GRAPH NO: 4.5

E FFECT I VE NESS O F HEA LT H A ND SA FE T Y MEA SURES

Poor Very poor Satisfactory Good Very good

44
27
24
5

44%
27%
24%
5%
0%
0

NO.OF RESPONDENTS PERCENTAGE (%)

SOURCE: Table

INTERPRETATION

Health and safety measures are one of the basic needs as stated in the Maslow’s need hierarchy theory.
From the above analysis we can say that the company is able to provide the health and safety measures
efficiently as it is seen that majority of the respondents have rated it as very good. This increases the
employee’s concentration towards the job and thereby increasing the contribution.

33
 TABLE NO: 4.6

Table showing the implementation of retirement policies.

Particulars No. of respondents Percentage (%)

Significantly above 12 12%

Above 28 28%

Met 56 56%

Below 2 2%

Significantly below 2 2%

Total 100 100%

SOURCE: Questionnaire

ANALYSIS

The above table shows the response for the implementation of retirement policies. 56% of the
respondents believe that the implementation of policies met their expectations and 12% voted for
significantly above and 28% opted for above and 2% each for significantly below.

34
 GRAPH NO: 4.6

IMPLEMENTATION OF RETIREMENT POLICIES

60

50

40

30

20

10

0
Significantly Below Met Above Significantly
below above

No.of respondents Percentage (%)

SOURCE: TABLE

INTERPRETATION

The above clearly states that the company is able to formulate and implement the policies effectively
and also accomplish in the same. But however, the company can still try and implement the policies
much more effectively and see to it that the implementation of any policies will be strategically helpful
in the long run.

35
 TABLE NO: 4.7

Table reflecting the open communication conditions in the organisation.

Particulars No. of respondents Percentage (%)

Strongly agree 44 44%

Agree 32 32%

Neutral 20 20%

Disagree 4 4%

Strongly disagree 0 0%

Total 100 100%

ANALYSIS

This is with reference to the above table, that 44% of the employees believe that they strongly agree
that there is always scope for open communication on the organisation. 32% of the respondents agree,
20% of the respondents voted neutral, 4% of the employees disagree and none said that they disagree
with the open communication standards.

SOURCE: Questionnaire

36
 GRAPH NO: 4.7

R E F L E C T I N G O P E N C O M M U N I C AT I O N I N T H E
O R G A N I S AT I O N
50

45

40

35

30

25

20

15

10

0
Strongly agree Agree Neutral Disagree Strongly disagree

No. of respondents Percentage (%)

SOURCE: Table

INTERPRETATIONS

The above graph clearly depicts that the majority of the employees have the freedom to communicate
in the organisation. However, few agree and few strongly agree. It states that the employees in the
organisation always have that freedom to express their views which will build the way to have
conducive environment for the employees in the organisation.

37
 TABLE NO: 4.8

Table reflecting the effectiveness of grievance redressal system in the organisation.

Particulars No. of respondents Percentage (%)

Strongly agree 40 40%

Agree 32 32%

Neutral 24 24%

Disagree 4 4%

Strongly disagree 0 0%

Total 100 100%

SOURCE: Questionnaire

ANALYSIS

The above table is about the effectiveness of grievance redressal system in the organisation. 40% of
the respondents strongly agree that the grievance redressal system is very effective, 32% of the
respondents believe they agree, 24% of the respondents voted neutral, 4% of the respondents disagreed
and none of them strongly disagreed with the effectiveness of grievance redressal system.

38
 GRAPH NO: 4.8

EFFECTIVENESS OF GRIEVANCE REDRESSAL SYSTEM

45
40
40

35 32
30
24
25

20

15

10
4
5
0 40% 32% 24% 4% 0%
0
No. of respondents Percentage (%)

Strongly agree Agree Neutral Disagree Strongly disagree

SOURCE: Table

INTERPRETATION

The above table is about the effectiveness of grievance redressal system in the organisation. 40% of
the respondents strongly agree that the grievance redressal system is very effective, 32% of the
respondents believe they agree, 24% of the respondents voted neutral, 4% of the respondents disagreed
and none of them strongly disagreed with the effectiveness of grievance redressal system.

39
 TABLE NO: 4.9

Table reflecting the impact of performance appraisal on the employees.

Particulars No. of respondents Percentage (%)

Very high 16 16%

High 36 36%

Average 44 44%

Low 4 4%

Very low 0 0%

Total 100 100%

SOURCE: Questionnaire

ANALYSIS

The above table is about the impact of performance appraisal on the employees in the organisation.
44% of the respondents believe that performance appraisal has average impact and 32% of the
employees believe high impact and 16% believe it has very high impact on the employees

40
 GRAPH NO: 4.9

IMPACT OF PERFORMANCE APPRAISAL ON EMPLOYEES

50
44
45
40 36
35
30
25
20 16
15
10
4
5
0 16% 36% 44% 4% 0%
0
No.of respondents Percentage (%)

Very high High Average Low Very low

SOURCE: Table

INTERPRETATION

The above graph depicts the impact of performance appraisal on employees. It is important that the
company gives credit for its employees for their contribution. Appraisal can be in the form of
promotion, incentives and other benefits. Company should also make sure that the employees will not
become complacent and get carried away with the success.

41
 TABLE NO: 4.10

Table showing the effectiveness of complaints being investigated in case of accidents or illness.

Particulars No. of respondents Percentage (%)

Yes 96 96%

No 0 0%

May be 4 4%

Not at all 0 0%

Total 100 100%

SOURCE: Questionnaire

ANALYSIS

This is with reference to the above table indicating the effectiveness of complaints being investigated
in case of accidents or illness. About 96% of the respondents believe that the company takes care of
its employees. And 4% of the employees believe that they are not sure about it.

42
 GRAPH NO: 4.10

EFFECTIVENESS OF COMPLAINTS BEING INVESTIGATED

120

100 96

80

60

40

20
4
0 0 96% 0% 4% 0%
0 Yes No May be Not at all
No. of respondents Percentage (%)

SOURCE: Table

INTERPRETATION

The above graph clearly indicates that it is favouring the company. It is necessary for every company
to take care of it employees during the tough times. This should be done to build good and strong
relationship with its employees. This will be beneficial in the long run.

43
 TABLE NO: 4.11

Table reflecting employee’s opinion on work life balance in the organization.

Particulars No. of respondents Percentage (%)

Agree 52 52%

Strongly agree 48 48%

Disagree 0 0%

Strongly disagree 0 0%

Total 100 100%

SOURCE: Questionnaire

ANALYSIS

The above table indicates about the employee’s opinion on work life balance. About 52% of the
respondents strongly agree with it and about 48% of the employees agree with it and however there is
no one who disagree or strongly disagree with it.

44
 GRAPH NO: 4.11

EMPLOYEES OPINION ON WORK LIFE BALANCE

No. of respondents Percentage (%)

60
52
50 48

40

30

20

10
52% 48% 0 0% 0 0%
0
Agree Strongly agree Disagree Strongly disagree

SOURCE: Table

INTERPRETATION

The above graph indicates about the employee’s opinion on work life balance. Work life balance is
very much important to employees especially women employees who are married. This will boost
immense confidence in the employees when they are able to bring good balance to the work and life
activities. It’s good that the company is doing it to keep the employees satisfied.

45
 TABLE NO: 4.12

Table reflecting regular amendments in the existing policies at CEL.

Particulars No. of respondents Percentage (%)

Yes 36 36%

No 0 0%

May be 64 64%

Not at all 0 0%

Total 100 100%

SOURCE: Questionnaire

ANALYSIS

The above table is about amendments of HR policies .64% of the respondents have answered may be,
36% have responded as yes and none of them have voted as no nor not at all.

46
 GRAPH NO: 4.12

A ME NDME NT O F E XSI ST I NG HR PO LI CI ES
No.of respondents Percentage (%)

64
36

64%
36%

0%

0%
0

0
YES NO MAY BE NOT AT ALL

SOURCE: Table

INTERPRETATION

The above graph indicates the amendment of HR policies it’s very important in today’s changing
scenario that organisations adapt to the changes hence it is seen that the organisation is adapting to
the changes and are making necessary changes and implementing policies in the organisation for the
betterment of the employees.

47
 TABLE NO: 4.13

Table showing whether the employees work is acknowledged.

Particulars No. of respondents Percentage (%)

Agree 48 48%

Strongly agree 24 24%

Disagree 28 28%

Strongly disagree 0 0%

Total 100 100%

SOURCE: Questionnaire

ANALYSIS

The above table is about whether the employees get acknowledged for their good work. 48% agree to
it, 24% of the respondents strongly agree and 28% of the respondents voted disagree.

48
 GRAPH NO: 4.13

EMPLOYEES BEING ACKNOWLEGED FOR THEIR WORK

60

50

40

30

20

10

0
Agree Strongly agree Disagree Strongly disagree

No.of respondents Percentage (%)

SOURCE: Table

INTERPRETATION

The above graph depicts whether the employees are being acknowledged for their work, it becomes
necessary to acknowledge an employee for his work which acts as a motivational factor and drives
the interest of the employees to work even more productively. It is seen that majority of the
respondents believe that they are acknowledged for their work.

49
 TABLE NO: 4.14

Table reflecting whether the job analysis provides information regarding the job.

Particulars No. of respondents Percentage (%)

Yes 92 92%

No 0 0

May be 8 8%

Not at all 0 0%

Total 100 100%

SOURCE: questionnaire

ANALYSIS

This is with reference to the above table which indicates whether the job analysis provide information
about the job or not. About 92% of the respondents believe that job analysis provides information
about the job and only 8% say there may be.

50
 GRAPH NO: 4.14

GRAPH SHOWING WHETHER JOB ANALYSIS IS PROVIDED

May be Not at all

No 8% 0%
0%

Yes
No
May be
Not at all

Yes
92%

SOURCE: Table

INTERPRETATION

This is with reference to the above table, job analysis should clearly provide information about the
job. It should inform the employees about the job description and job specification. This educates the
employees about the company’s policies, procedures, principles and do’s and don’ts. Anything
missing in the job analysis will lead to confusion in the process.

51
 TABLE NO: 4.15

Table reflecting if there is a reliable response system in case of alarm triggered.

Particulars No. of respondents Percentage (%)

1 8 8%

2 0 0%

3 48 48%

4 40 40%

5 4 4%

Total 100 100%

SOURCE: Questionnaire

ANALYSIS

The above table is about the reliable response system in the organisation in case of an alarm
triggered.48% of the respondents have rated 3, 40% of the respondents have rated 4, 8% of the
respondents have rated 1 and 4% have rated 5.

52
 GRAPH NO: 4.15

effectiveness of response system

6

5
5

4
4

3
3

2
2

1
1
48% 40%
8% 0% 4%
0
1 2 3 4 5

Particulars Percentage (%)

INTERPRETATION

The above graph depicts the effectiveness of response system, it is very important to have an
efficient response system in case of emergencies if alarm is triggered then there should be immediate
assistance for such situations and this has been measured on a rating scale of 1-5, 5 being the highest
and 1 being the lowest.

53
 TABLE NO: 4.16

Table showing whether the employees are comfortable with the working hours.

Particulars No .of respondents Percentage (%)

Yes 95 95%

No 5 5%

Total 100 100%

SOURCE: Questionnaire

ANALYSIS

This is with reference to the above table, which indicates whether the employees are satisfied with the
working hours or not. About 95% of the employees are satisfied and 5% employees are not satisfied.

54
 GRAPH NO: 4.16

REFLECTION OF WORKING HOURS

Percentage (%), 95%,
1%

No .of respondents ,
95, 99%

SOURCE: Table

INTERPRETATION

Satisfaction of working hours is very much important. Too lengthy work hours creates boredom and
leads to dissatisfaction. It is important that the company follows perfect working hours and ensure that
their employees are not feeling boredom with the routine work schedule.

55
 TABLE NO: 4.17

Table reflecting the satisfaction of employees with context to the medical and health care facilities.

Particulars No. of respondents Percentage (%)

Satisfied 84 84%

Dissatisfied 4 4%

Delighted 12 12%

Disappointed 0 0%

Total 100 100%

SOURCE: Questionnaire

ANALYSIS

The above table is about the medical and health care facilities.84% of the respondents are satisfied,
12% are delighted and 4% are dissatisfied and none have opted disappointed.

56
 GRAPH NO: 4.17

SAT I SFACT I O N LE VE L O F ME DI CA L A ND HEA LT H CA RE

FACI LI T I ES
No. of respondents Percentage (%)
84

12
84%

12%
4

4%

0%
0

SATISFIED DISSATISFIED DELIGHTED DISAPPOINTED

SOURCE: Table

INTERPRETATION

The above graph depicts the medical and health care facilities, it is the organisations responsibility
that it takes care of the employee’s medical necessities it is their duty to safeguard the employees and
cover them under the medical benefits act which is stated that the organisation has taken care of the
employees medical benefits in the above graph.

57
 TABLE NO: 4.18

Table reflecting career paths and internal promotion norms at CEL.

Particulars No. of respondents Percentage (%)

Yes 28 28%

No 12 12%

May be 56 56%

Not at all 4 4%

Total 100 100%

SOURCE: Questionnaire

ANALYSIS

The above table is about the career paths and internal promotion norms in the organisation.56% of
respondents have voted as may be, 28% of the respondents have opted yes, 12% of the respondents
have answered no and 4% of the respondents have voted not at all.

58
 GRAPH NO: 4.18

REFLECTING THE CAREER PATHS AND INTERNAL PROMOTION NORMS

60

50

40

30

20

10

0
Yes No May be Not at all

No.of respondents Percentage (%)

SOURCE: Table

INTERPRETATION

The above graph depicts whether the organisation provides career path and internal promotions in the
organisation, it is very important for the company to think about the development of their employees
and provide promotions which would motivate the employees to work even more productively and
retain in the organisation it is seen that majority of the employees believe that there may be scope for
career growth and internal promotions.

59
 TABLE NO: 4.19

Table showing the satisfaction level of employees in context to recruitment process.

Particulars No. of respondents Percentage (%)

1 8 8%

2 4 4%

3 48 48%

4 36 36%

5 4 4%

Total 100 100%

SOURCE: Questionnaire

ANALYSIS

The above table depicts the scale of the satisfaction of the employees. It is showed that 8% of the
employees have rated 1, 4% have rated 2, 48% of the employees have rated 3, 36% of the employees
have rated 4 and 4% of the employees have rated 5.

60
 GRAPH NO: 4.19

SATISFACTION LEVEL REGARDING THE RECRUITMENT

PROCESS
60

50

40

30

20

10

0
1 2 3 4 5

Particulars No. of respondents Percentage (%)

SOURCE: Table

INTERPRETATION

The above graph depicts whether the employees are satisfied with the recruitment process implemented
in the organisation, it is seen that most of the respondents have rated 3 out of 5 on the rating scale
which means majority of the employees are satisfied with the recruitment process.

61
 TABLE NO: 4.20

Table showing whether the bonus is being revised.

particulars No. of respondents Percentage (%)

Yes 88 88%

No 12 12%

total 100 100%

SOURCE: Questionnaire

ANALYSIS

The above table depicts whether the employees are satisfied with the company’s revised bonus policy.

About 88% of the employees believe that the bonus is revised and 12% say that they are not aware of
whether it is being revised or not.

62
 GRAPH NO: 4.20

BONUS BEING REVISED

88%

88

No.of respondents Percentage (%)

SOURCE: Table

INTERPRETATION

Bonus and incentives are two major things which motivates the employees. It is important that the
company revises the bonus policy at regular intervals and keep intact with the changing environment
in the long run.

63
 TABLE NO: 4.21

Table showing satisfaction level of employees regarding their compensation.

Particulars No. of respondents Percentage (%)

Yes 56 56%

No 8 8%

May be 32 32%

Not at all 4 4%

Total 100 100%

SOURCE: Questionnaire

ANALYSIS

This is with reference to the above table which indicates about the employee’s satisfaction regarding
their compensation. About 56% of the employees believe that they are satisfied and 8 % say that they
aren’t and 32% say that it may be and 4% believe that it is not at all.

64
 GRAPH NO: 4.21

SATISFACTION LEVEL OF EMPLOYEES WITH REGARDS TO COMPENSATION

60 56%

50

40
32% Percentage (%)
30 56
No.of respondents

20 32

10 8%
8 4%
4
0
Yes No May be Not at all

SOURCE: Table

INTERPRETATION

Satisfaction is very much necessary when it comes to compensation. Because it plays a vital role in
employees contribution towards the job. This will certainly play a part in the long run will reduce
attrition rate or employee turnover in the organisation.

65
 TABLE NO: 4.22

Table reflecting satisfaction level of employees with their job

Particulars No. of respondents Percentage (%)

Highly satisfied 30 30%
Satisfied 32 32%
Neutral 26 26%
Dissatisfied 12 12%
Highly dissatisfied 0 0%
Total 100 100%

SOURCE: Questionnaire

ANALYSIS

The above table depicts the satisfaction level of employees with their job.32% of the employees are
satisfied,30% of the respondents are highly satisfied,26% of the respondents voted neutral and 12%
of the respondents are dissatisfied.

66
 GRAPH NO: 4.22

SATISFACTION LEVEL DEPICTING JOB SATISFACTION

32
30

26

12

HIGHLY SATISFIED SATISFIED NEUTRAL DISSATISFIED

percentage(%)

SOURCE: Table

INTERPRETATION

The above graph depicts the satisfaction level of employees with their job, it is very important to
have a satisfied workforce in the organisation which would lead to work efficiency and it protects the
needs and interests of the employees as well as the organisation.it is seen that majority of the
employees are satisfied with their job.

67
 TABLE NO: 4.23

Table showing the kind of employee contract preferred at CEL.

Particulars No. of respondents Percentage (%)

Permanent 84 84%

Contractual 12 12%

Temporary 4 4%

Part time 0 0%

Total 100 100%

SOURCE: Questionnaire

ANALYSIS:

This is with reference to the above table where the employee contract should be permanent,
contractual, temporary or part time. 84% of the employees prefer permanent contract, 12% prefer in
contractual, 4% prefer in temporary contract and none prefer part time.

68
 GRAPH NO: 4.23

THE KIND OF CONTRACT PREFERRED

90
80
70
60
50
40
30
20
10
0
PERMANENT CONTRACTUAL TEMPORARY PART TIME

No.of respondents Percentage (%)

SOURCE: Table

INTERPRETATION

The above graph clearly favours permanent contract and the employees believe to work permanently
for the company and do not prefer any other contractual basis. This is because employees prefer
permanent contract in order to have long term growth and to have promotional opportunities through
their run in the organisation.

69
 Testing of Hypothesis

H0: There is no significant impact of HR policies on their job satisfaction.

H1: There is a significant impact of HR policies on their job satisfaction.

Table 4.24 - Model Summary

Model R R Square Adjusted R Std. Error of

Square the Estimate

1 .955a .911 .908 .35651

a. Predictors: (Constant), Rating of grievance redressal, Rating of

Training program, Rating of Performance appraisal, Rating of
Medical benefits

Table 4.25 - ANOVAa

Model Sum of Df Mean Square F Sig.

Squares

Regression 124.286 4 31.071 244.464 .000b

1 Residual 12.074 95 .127

Total 136.360 99

a. Dependent Variable: Overall job satisfaction

b. Predictors: (Constant), Rating of grievance redressal, Rating of Training program,
Rating of Performance appraisal, Rating of Medical benefits

70
Results: The above stated hypothesis was tested by using analysis of variance (ANOVA) with the
help of statistical package SPSS-20, here the researcher took job satisfaction as a dependent variable
and four HR policies as a dependent variable. Table 4.24 shows the model summary where the
adjusted R square is 0.908, i.e. 90.8% of the variance is explained by the four HR policies.

Table 4.25 portrays the ANOVA table in that significant value is 0.00 which is less than 0.05,
therefore there is no proper evidence to accept the null hypothesis, and hence there is a significant
impact of HR policies on job satisfaction.

71
 CHAPTER-5

SUMMARY OF FINDINGS, SUGGESTIONS AND CONCLUSION

5.1 FINDINGS

 The data analysis and interpretation states that majority of the employees that is 75% of the
respondents are aware of the HR policies in the organisation. It is seen that the HR policies
are communicated clearly as well as implemented in the organisation.
 It is found that majority of the employees that is (64%) of the respondents are satisfied with
the rewards provided in the organisation, it states that the organisation has taken good care of
its employees.
 The analysis states that effective training programs are being provided to the employees in
the organisation.
 It is seen that majority of the employees are satisfied with the compensation provided at the
organisation which reveals that the organisation has taken good care of its employees.
 It is found that majority of the employees are satisfied with the medical and health care
facilities provided by the organisation hence all the necessities of the employees are met
effectively.
 The organisation regularly amends the existing policies which states that the organisation
adapts to the changes in a proficient way.
 The analysis and interpretation states that majority of the employees agree that performance
appraisal impacts the employees performance hence the performance appraisal aspect works
beneficial to the organisation as well as the employee.
 It is found that there is an effective grievance redressal system in the organisation which
helps to sort the disputes among the employees and have a healthy working environment.
 The organisation provides an open communication between the employees and the
management which results in enhanced productivity of the employees.
 According to the analysis and interpretation it is seen that the organisation provides internal
promotions as well as career path opportunities to its employees.

72
5.2 SUGGESTIONS

 An organised career planning framework must be formulated and interpreted which gives
clarity to job progression to the employees.
 An HR personnel to be appointed in the organisation to carry out the HR functions in the
organisation in an efficient way.
 An HR policy manual to be formulated for the effective managerial services to be
implemented in the organisation.
 Transportation facilities to be provided in order to have a more satisfied workforce which
ensures safety of the employees.
 Advanced training to be provided to the employees in order to enhance their skills and
communication abilities.
 Canteen facilities to be provided to the employees so that the employees need not go too
far for a meal.
 Employees to be acknowledged for their work in order to motivate the employees and
retain the employees in the organisation.

73
5.3 CONCLUSION
 From the employee responses the analysis acquired from the study states that the
employees are respected by the organisation as well as the HR policies are being
formulated and implemented in the organisation in an effective manner, the
employees have scope for career development, good working environment is provided
by the organisation for its employees, health and safety measures are provided and the
employees feel that the management is supportive.
 Through this study I found that employees are not satisfied with the compensation and
employees work should be acknowledged in order to retain the employees in
organisation.

74
 BIBILOGRAPHY

The information for this project is been used from the following sources.

 Books
 Subha Rao-Introduction to Human Resource Management Himalaya Publications-
1th Edition 2005
 Shashi K Gupta- Human Resource Management Kalyani publications-2nd Editions
 Sharon Pande, Swapnalekha basak-Human Resource Management Pearson
publication-4th edition 2012
 Articles
 Garcia, M. Training and business performance: the Spanish case. International Journal
of Human Resource Management, Vol.16, no.9, pp. (2005):1691-1710.
 Demery J E. Doty D H. Modes of theorizing in strategic human resource
management: Tests of universalistic, contingency, and configurational performance
predictions. Academy of management Journal, 39(4), pp. (1996):.802-835.
 Webbilography
 www.google.com
 www.ceramedengineers.com

75
 ANNEXURE

QUESTIONNAIRE
Respected madam/sir,

I Dakshita Declase pursuing MBA , NEW HORIZON COLLEGE OF ENGINEERING “here by

bring to your kind notice that I have been working on the project title” A STUDY ON THE HR
POLICIES AND ITS IMPACT ON THE EMPLOYEES OF CERAMED ENGINEERS PVT
LTD,BANGALORE.
I would be highly obliged if you could spare a few minutes of your valuable time to respond to this
questionnaire. This questionnaire is a part of my project towards fulfilling the requirements of my
studies, the information which you provide will be only used for academic purpose and will be kept
confidential.

NAME:
AGE GROUP:
MARITAL STATUS:

1. Are you aware of the HR policies of the company?

 Yes
 No

2. How do you feel about the existing HR policies?

 Poor
 Below Average
 Average
 Above Average
 Excellent

3. Are you satisfied with the rewards provided by the organisation?

 Satisfied
 Dissatisfied

76
  Delighted
 Disappointed

4. Are the training programs satisfactory?

 Not At All
 Below Average
 Average
 Above Average
 Very Much So

5. How effective are the health and safety policies in the organisation?
 Poor
 Very Poor
 Satisfactory
 Good
 Very Good

6. How well are the retirement policies implemented?

 Significantly Below
 Below
 Met
 Above
 Significantly Above

7. Does the company environment provide open communication between the employee and the
management?
 Strongly Agree
 Agree
 Neutral
 Disagree
 Strongly Disagree

8. Do you feel there is an effective grievance redressal system in the organisation?

77
  Strongly Agree
 Agree
 Neutral
 Disagree
 Strongly Disagree

9. How well does the performance appraisal reflect on the employees positive behaviour as well as
results?
 Very High
 High
 Average
 Low
 Very Low

10. When the workplace accidents, illnesses are reported are they being investigated?

 Yes
 No
 May Be
 Not At All

11. Do you experience a good work life balance?

 Agree
 Strongly Agree
 Disagree
 Strongly Disagree

12. Does the organisation regularly assess the existing policies for amendments?
 Yes
 No
 Maybe
 Not At All

13. Does the job analysis provide information about the jobs currently being done in the
organisation?
 Yes
 No
 Maybe
 Not At All

78
14. Does your superior acknowledge you for your good work?
 Agree
 Strongly Agree
 Disagree
 Strongly Disagree

15. Do you feel there is a reliable response system in the event of an alarm triggered?
Rate on the scale of 1(lowest) to 5(highest)

1 2 3 4 5

15. Are you comfortable with working hours?

 Yes
 No

16. Are you satisfied by the medical and health care facilities provided by the organization?
 Satisfied
 Dissatisfied
 Delighted
 Disappointed

17. Do you feel that there are distinct career paths and internal promotion norms?
 Yes
 No
 Maybe
 Not At All

19. How satisfied are you with the recruitment process in the organisation?
(Rate the satisfaction level on the scale of 1(lowest) to 5(highest)

1 2 3 4 5

79
20. Are your bonus being revised?

 Yes
 No

21. Are you satisfied with the salary provided based on your skills?

 Yes
 No
 Maybe
 Not at all
22. How satisfied are you with your job?

 High satisfied
 Satisfied
 Neutral
 Dissatisfied
 Highly dissatisfied

23. What kind of employee contract is preferred by the organisation?

 Permanent
 Contractual
 Temporary
 Part Time

80