UNIT:-01

INTRODUCTION
ABOUT THE ORGANIZATION

Manufacturing industry:

The division of manufacturing industry, it includes only product production activities. The process of
manufacturing industry is preparation of product from row material. It includes food, stuffs, textile,
and allied industry. The process of manufacturing industry is conversion of raw material into finished
goods.

Categories of manufacturing industry:

➢ Fabric metal industry

➢ Leather industry
➢ Tobacco industry
➢ Electronic & electrical equipment industry
➢ Petroleum refining & related industry
➢ Textile mill industry
➢ Paper allied industry
➢ Lumber & wood industry
➢ Fabricated metals industry
➢ Food & kindred industry
➢ Kitchen appliance industry
➢ Chemical & allied industry
➢ Paper allied industry
➢ Industrial & commercial machinery industry
➢ Furniture & fixture industry

Kitchen appliance industry:

The kitchen appliance market in India is anticipated to develop at a CAGR of more than 25% amid
2014-2019. The interest for kitchen appliance in the nation is relied upon to keep developing by
virtue of extending base of middle class and affluent consumers, expanding working populace and
enhancing shoppers, expanding working populace and enhancing consumer’s ways of life. India has a
substantial base of youthful purchasers who structure large of the workforce and barely discover time
for conventional cooking because of their bustling calendars, subsequently making enormous interest
for western kitchen appliance that facilities and brisk cooking.

History of kitchen appliances:

Large kitchen appliance:

❖ Dishwasher: in 1850 Joel Houghton patented a wooden machine with a hand turned wheel that
splashed water on dishes, it was hardly a workable machine but it was the first patent
❖ Ovens or stoves: the first historical record of a stove being built refers to a stove built in 1490 in
Alsace France
❖ Refrigerator: before mechanical refrigeration systems were introduced people cooled their food
with ice and snow, either found locally or brought down from the mountains

Small kitchen appliance:

❖ Apple parker: on February 14, 1803, the apple parker was patented by mosses Coates.
❖ Blender: in 1922 Stephen poplawski invented the blender.
❖ Electric kettle: Arthur Leslie large invented the electric kettle in 1922 general electrical
introduced the electric kettle with on automatic cut out in 1930
❖ Electric mixers: the first patent that can claim to be for on electric mixer was issued on nev 17.
1885 to pufus m. Eastman liillion matter gilbert (1878-1972) the mother of 12 children, also
patented on electric food mixer (at a later data)
❖ Mixmaster: ever Jepson invented sunder Mixmaster which he patented in 1928 & first moss
marketed in 1930
❖ Pressure cooker: in 1679 French physicist denis papin invented the p.c. called papins digester this
airtight cooker produced a hot steam that cooked food more quickly while preserving nutrients

Industry background
 The different elements or parts required during the production process can be manufactured internally
or alternatively acquired from externd or third party suppliers this results in a considerable degree of
vertical combination to drive profits and maximize revenue generation the presence of a robust
distribution network aids in business expansion & larger number of channels to reach the consumer

Similar to the overall while goods industry the kitchen appliance market share benefit from strong
aftersales service companies also focus on an attractive product portfolio to gain customer base
marketing & related promotional activities represent the major strategies observed in the global
ecosystem

Kitchen appliance market key segmentation:

The market is segmentation based on types, user’s application, fuel type product structure, and
geography

• By type
1. Refrigerator
2. Cooking appliance
3. Dishwasher
4. Others

• By user application
1. House hold
2. Commercial
• By fuel type
1. Cooking gas
2. Electricity
3. Others
• by structure
1. Built-in
2. Free stand
• By geography
1. North America
2. Europe
3. Asia-pacific
4. Lamea

Key players:

• Electrolux
• Whirl pod
• Samsung
• Philips
• Morphy Richard
• General electric
• Doctor
• Life is good
• Haier
• Panasonic
 COMPANY PROFILE

COMPANY PROFILE

Introduction

Company : stove Kraft pvt.Ltd.

Founded : 1994

Industry : kitchen appliance (manufacturing industry)

Address : Horohalli industrial area, kanakapura taluk,

Ramanagara district- 562112

Website : www.stovecraft.com

BACKGROUND & INCEPTION OF THE COMPANY

From a modest starting in 1994 production kerosene wick stoves and a turnover of three million INR
to an corporation with a modern turnover of 5000+million INR, stovekraft private limited(SKPL) is
an enviable entrepreneurial assignment via Mr.Rajendra J Gandhi.

We are strongly positioned to end up the biggest kitchen appliance employer inside the usa via
2017, having one of the widest product portfolios with very excessive brand fee and don't forget

Through our relentless efforts, we've got carved a niche for ourselves within the remote places
market as properly, garnering substantial export orders from Middle East, Kenya, Uganda, Nigeria,
sri lanka and Fiji.

In 2009, stovekraft cast a joint assignment with Italian modular kitchen maker, spagnolcucine, to the
front-end exquisite top rate futuristic kitchen in a rate band ranging between four lakhs to 25 lakhs in
Bangalore.

Set up in 2010, the employer’s kingdom of the art facility spread over 10 acres in south Bangalore
has propelled increase further. It is the largest mounted production facility for kitchen appliances in
India.

Today, the business enterprise has a center group of distinguished experienced experts spearheaded
by Mr.Gandhi, the dealing with director. The group is a dominant player in the kitchen appliances
enterprise and has been making rapid development over the past several years, posting a increase fee
nicely above the enterprise average.

Going ahead as properly, in our quest for innovation, we will maintain to work tough and provide a
extensive range of modern products to offer ‘’entire kitchen solutions for current living’.

Overview:

Stovekraft pvt Ltd. (ISO 9001:2008 licensed) is the largest private limited business enterprise in the
Indian kitchen appliance enterprise with a turnover of over $ one hundred million within the year
2012-2013.
Our flagship brands, pigeon and gilma, every have a unique purchaser proposition and deliver high
first-class products. Across each manufacturer, we provide premium kitchen answers thru our
extensive variety of merchandise consisting of pressure cookers, non-stick cookware, gas and
induction cooktops and mixer grinders among others.

We are dedicated to character protection as well as social welfare and provide identical employment
opportunities currently; we're supported with the aid of a workforce of over 1500 devoted employs.

Facilities in Bangalore, our thriving business relies on three manufacturing and the latest plant that is
coming up in Sikkim. Our largest plat is the one in Bangalore, spread over 43 acres with 400000 sq. ft
of built-up area, which churns out 7 million units annually.

Vision:

• To establish stovekraft as a global brand, known for its values, assertiveness and the acumen to
adapt to an ever-changing environment

Mission:

• To deliver innovative, user-friendly and superior quality products at best value to the customers,
keeping in mind the prosperity of the company and its stakeholders.

OBJECTIVES

1) To maintain a dominant position in design, development, manufacture and pigeon or gilma

product

2) To improve profitability.

3) Re-orientation of the business operations to match present scenario.

4) To become the largest kitchen appliances company in the country.

5) To become a customer-driven company supplying quality products at competitive prices at the

expected time and providing excellent customer support.
6) To strongly positioned to become the largest kitchen appliances Company in the country by 2017.

QUALITY POLICY

Stovekraft is totally committed to complete customer satisfaction and continuous improvement. As a

team, we are dedicated to doing things right for the first time conforming to all known requirements
and providing on time defect free products to our customers, every time.

QUALITY OBJECTIVES

1) On time delivery to customers

2) To reduce customer complaints
3) Improving customer satisfaction.
 Milestones
1994
Humble beginning of 2006 2016
manufacturing Tie ups with leading petroleum Positioned to become the
Kerosene Wick Stoves marketing companies in India largest kitchen appliances
Turnover – INR 30 Turnover – INR 50 crores company in India
lakhs ~USD100,000 ~USD 10 MN

1999 2011
Company incorporated Over 6 million units sold
Tie-up: BPL, Markex, Insala Turnover – INR 400 crores
for OEM manufacturers ~USD 90mn

1994 1997 1999 2001 2006 2010 2011 2012 2016

2001 2010
BIRTH OF PIGEON & Turnover – Rs. 265 crores
1997 GILMA BRANDS ~USD 59mn 2012
BECOME THE LARGEST TURNOVER – INR 690
LPG STOVE CRORES
MANUFACTURER IN THE ~USD 140 MN
COUNTRY

CORPORATE SOCIAL RESPONSIBILITY

1) Enriching live
In an area that was suffering from the shortage of one of the most basic needs of life, we worked to
alleviate the pain of the people, however much we could. Stovekraft saw to the drilling of a bore-well
for the local village in order to meet the water-needs of the villagers. The water is now supplied by
the local governing authorities through their domestic water-supply scheme. The lives of over 200
families have been enriched by the water of this well and it gives us immense pleasure to have been
able to do our share for the community.

2) Improving Infrastructure & Income

We strongly believe in forming mutually beneficial, symbiotic relationships, wherever possible.

Towards that end, Stovekraft built a concrete pathway on the eroded and washed out rain-water drain
in front of the factory. The pathway stretches over a length of 500 feet. The construction of the
pathway has enabled our factory employees to park their vehicles at ease. As a direct result of this,
local farmers can sell fresh produce directly to the thousands of factory workers as they leave the
factory premises at the end of their shifts.

3) Uplifting Primary Education

 Seeing to the proper development of the future generation of our country remains to be one of the
primary concerns of our CSR policy Stovekraft sponsored the complete repair and renovation of
numerous portions of a local, government primary school. We also undertook the repair and
construction of hygiene facilities for young boys and girls. So that the students do not need to sit
on the ground at school, we also provided desks and benches for them. Since 2010 we have
started the annual ritual of providing 60 students with books and stationary for the entire year.

PRODUCT PROFILE:

Pigeon is the flagship brand of Stovekraft Pvt. Ltd. (ISO 9001:2008 certified).

Stovekraft is the largest private limited company in the Indian kitchen appliances industry with a
turnover of 5000+ Million INR in 2012-13.

Pigeon is a very popular value-for-money brand having a wide range of product portfolio in the
kitchen appliances and cookware segments. Being a household name in the entire nation, Pigeon is
synonymous to Innovative products.

With its breakthrough products like Hybrid Induction Cooktop, Electronic Pressure Cooker, 3D Rice
Cooker, All in One Super Cooker , Pigeon is a brand to reckon with.

At Pigeon we believe in “Ghar Banta Hai Kitchen Se” and our products bring to your kitchen a
contemporary lifestyle by transforming the kitchen and empowering the homemakers. We are the
largest manufacturing brand in LPG Stoves, largest in Nonstick cookware and the third-largest in
Pressure cookers and the pioneer in manufacturing Induction Cooktops in India

Stovekraft Brands:

Target, value, proposition and positioning

 ➢ Target: Bottom-of Middle Income group
Pyramid.
➢ Value proposition: Aspirational
Value for money
➢ Positioning: Quality Latest products at lower price
Product at lower price than competition.
Than established brands.

Manufactured Manufactured

• Aluminum pressure cookers Chimneys

• LPG Stoves Hobs
• Non-stick Cookware RTA Modular Kitchen
• Induction Cook tops. Office Chairs
Induction Cooktops

Traded Traded

• Electric Rice Cooker Water Geysers

• Electric Iron Box Water Purifiers
• Hand Blenders Solar Water heaters
• Wet Grinders Electronic safes
• Mixer Grinders Microwave ovens
• Emergency lanterns. Others.
 Non Stick Facility

• Stovekraft is the Leading house for producing Non Sticks in India

• Standalone Nonstick Facility Spread over 80000 Square feet of area
• Coating Capabilities – Spray and Roller
• India’s first Cookware manufacturer to have FORGING technology for roller coated products
• Association with AMV Italy in production and technology for having International Quality
Products
• In house world class cutting edge tooling and mold making unit for better, efficient and faster
proces

Non Stick Range

Our whole range is available in Stamped & Forged

 Non-stick Cookware

Spray Coating Roller Coating

Stamped Forged Stamped

Forged Straight Edge

Die Cast Flared

I. Pigeon Products list

a) Blackline cooktop with Stainless Steel Stove

induction cooktop
 b) Backline Cook topWet Grinder

Induction Cooktop, Water Purifier

c) Iron Box
Flask and lunch Box and mugs

d) Mixer Grinder

Regular Cooker, Inner lid Cooker& Induction base Cooker

Nonstick Cookware
Gilma products lists

GilmaSpagnolCucine brings the finesse of Michelangelo to your kitchen. This co-branded offering of
Italian Modular Kitchens comes from our close association with one of the largest kitchen

manufacturers from Italy.

STATE OF ART NEW MANUFACTURING FACILITY
Non-Stick ROLLER COATING Facility
FULLY AUTOMATED ROLLER COATING
•High Productivity
•Consistent Quality
•Cost competitive
•High production capability

INTEGRATED Facility
•In-house Tooling - Faster Turnaround
•In-house Handles Manufacturing - Better Control & Quality
•In-house testing lab

STRATEGIC TIEUPS
•Raw Material – Asia’s Largest Manufacturer - Hindalco
•Tooling – Technology Transfer, AMV Italy
•Handles – Tie-ups with FBM Italy – High Quality
•Non Stick Coating – DUPONT, WHITFORD, GREBLON
MANUFACTURING ABILITIES & INFRASTRUCTURE AT A GLANCE

• 120000 square feet of high quality industrial structure

• Additional infrastructure of over 160000 square feet under plan
• Availability of more than 400000 square feet of land area
• Adequate power sanction to meet current needs
• Additional power available on demand
• Back-up power through diesel power generators
• Trained and committed production team
• Quality tool making facilities with highly skilled personnel managed by professionals
• Well-equipped laboratory with experienced technicians
• Own transportation facilities-cargo vehicles
• Established vendors
• Experienced team for vendor development
• Excel stoking facilities
• Fully integrated office facilities with all office automation systems and work stations that
currently accommodates about 80 people, and is scalable upwords
• Good telecommunication facilities with 30-line hunting PRI facility, mobile phone connects,
high bandwidth internet broadband facility and wireless internet facility.
• Dedicated advertisement and mass communication team
• Availability of manpower at reasonable cost.
• Highly committed in plant maintenance team
• On site first aid center manned by qualified medical professional
• Product design wing underway

Competitors - Information

▪ Prestige
▪ Hawkins
▪ Preethi
▪ Nandi
▪ Bajaj electrical
▪ Sun flame
▪ Gandhimathi appliances
▪ Butterfly
 ▪ Green leaf
Achievements of prestige

• Super brand award

• Excellence in improving performance through leadership
• Corporate leader award
• Master brand
• Retail excellence awards
• Most preferred kitchenware brand award
• Power brand award
• Retail and lifestyle leadership award
• Readers digest trusted brand award

WORK FLOW MODEL (END TO END)

The process of stovekraft bigins with marketing and ends with marketing. Marketing department
deals with investigation and receives orders, and passes it to the planning and design department. The
planning and design department given the order confirmation, & coordination with production
departments schedules the operations to meet customer’s specification of supply time. After
scheduling, production manager instructs the line supervisor about the targets. He checks the
inventory and gives the purchase indent. The purchase department will take due care in procuring the
needed resources within required time at minimal costs. After production, the dispatch preparation
group will plan for on time supply. The accounts department makes an account of all financial
transactions in between each every step. Finally it’s the obligation of credit control unit (marketing)
to collect the payments from consumers.

Top 20 customers to stovekraft pvt ltd:

1. Sri bhagavathy traders private limited
2. Madhukar domestic appliance pvt ltd
3. Big lots store inc
4. Pooja international
5. Sakti enterprises
6. Future retail limited
7. Mangle marketing
8. Shree para’s sales corporation
 9. RMR brands
10. Mahaveer marketing
11. Aditya birla retail limited
12. Flipkart India pvt.ltd.
13. Namo enterprises
14. Nagajyothi enterprises
15. Bishonoi marketing agencies
16. Sri Ganesh agencies
17. A.K. enterprises- Bangalore
18. Arahant appliance lip
19. Metro cash & carry india pvt ltd.
20. V.P enterprises – SD

OWNERSHIP OR SHAREHOLDERS PATTERN

Shareholder Details

Sl. Number of Nominal Value Shareholding

Name of Shareholder
No. Shares (INR) in %
1 Rajendra Gandhi 18,184,622 181,846,220 96.21%
2 Sunitha Gandhi 259,300 2,593,000 1.37%
Sequoia Capital India Growth
3 Investment II 228,089 2,280,890 1.21%
Sequoia Capital India Growth
4 Investment Holdings I 228,089 2,280,890 1.21%
Total 18,900,100 189,001,000 100
Class A Equity Shares
5 SCI Growth Investments II 5 50 50.00%
Sequoia Capital India Growth
6 Investment Holdings I 5 50 50.00%

Total 10 100 100

 The McKinsey 7S Model Frame work

The McKinsey 7S Model Developed in the early 1980s by Tom Peters and Robert Waterman, two
consultants working at the McKinsey & Company consulting firm, the basic premise of the model is
that there are seven internal aspects of an organization that need to be aligned if it is to be successful.

The Seven Elements

The McKinsey 7S model involves seven interdependent factors which are categorized as either
“hard” or “soft” elements: -

Hard Elements Soft Elements

Strategy Shared Values
Structure Skills
Systems Style
Staff

“Hard” elements are easier to define or identify and management can directly influence them: These
are strategy statements; organization charts and reporting lines; and formal processes and IT systems.

“Soft” elements, on the other hand, can be more difficult to describe, and are less tangible and more
influenced by culture. However, these soft elements are as important as the hard elements if the
organization is going to be successful.

The way the model is presented in Figure 1 below depicts the interdependency of the elements and
indicates how a change in one affects all the others.

The McKinsey 7S Model

Structure:

A well balanced organization structure on which the enterprise can separately from supporting the
business also gave is evident in stovekraft Pvt. Ltd. the organization is well managed and structured,
with each function given utmost importance.
Since Stovekraft Company being the private sector unit the structure of the organization is more
democratic and military type i.e., the decision is taken by the top level management of the enterprise.

ORGANIZATOIN CHART

MD

COO

GM- Quality Assurance

IQA LQA OQA

Manager MIXIE ROLLER COATING Manager

ROLLER ROLLER
MIXIE Engineer Engineer MIXIE
COATING COATING

Inspector - 2 Inspector -1 Inspector - 1 Inspector -1

Inspector -5 Inspector -2
LPG UNIT R&D UNIT
Skill: -

Skill is required to carry out the company’s strategy. Every individual pose individual skill or
capacity within which he can carry out his functions effectively. So it is the work of the organization
to identify these potential and use them effectively. Even in this regard SKPL has done well by
identifying self-department and communication classes to increase their existing skill and further
improve and develop their personality.

Methods of training: -

• On the job training

• Off the job training
On the job training: -

This is considered to be the most effective method of training the operative personnel. Under this
method, the worker is trained at his work place. This enables them to get training under the same
work conditions and with the same processes, materials and equipment that he will be used
ultimately. BEML adopts on the job training method to orient its employees.

Types of Job training

• Internship training
• Special projects and tasks
• Induction training

Styles:

Stovekraft Pvt. Ltd. follows both style of managing of human resources. The judgements taken by the
top management were autocratic and the other management decisions were participative.

Workers are the most important assets and resources of an industry. The wealth or otherwise of an
organization depends upon the values they observe about it. Therefore, these participative forums are
planned.

Strategy:
The strategy of SKPL is to satisfy its customer by providing better products and giving service to its
customer.

To impact carrier development plans its employee’s skills and knowledge to the changing technology
to improve its productivity, quality, efficiency and also to increase the morale of the employees so the
company has undertaken the work of giving promotions to each and every employees based on the
qualification and experience so as to contribute to the organizational goals and objectives.

System:

Identifying, understanding and managing process as a system contributes to the organization of

effectiveness and efficiency in achieving its objectives.

An effort to achieve and maintain an ecological balance between the costs incurred and cost solved
by holding material in stock is called as inventory.

The purchase department in SKPL follows a system of Inventory control.

Functions:

o Fluctuation;
These are inventories carried because sales and production times for products cannot always be
predicted accurately.

o Anticipation;
These are inventories that are built in advance of a peak selling seasons.

The type of inventory that usually exists in any manufacturing sector can be;

• Raw Material
• Work in progress
• Finished goods
Staff:

Stuffs are educated, skillful, and lead by expert at the line manager, middle and top level
executives. SKPL has maintained good staff relations among the employees and also among the
officers and employees by directing and carry out their assigned their duties and responsibilities.

o Shared value:
The values shared by the employees of SKPL are:

• Respect for individuals

• Customer orientation
• Leveraging technological development
• Desire for excellence

SWOT ANALYSIS

The strengths, weaknesses, opportunities & threats are discussed below:

STRENGTHS

1) Acting with integrity, probity, honesty, transparency and with utmost faith.

2) Actively assist in implementing the company’s objectives and creating an organization that is
responsive, positive and driven by business and social needs.

3) It is most useful products.

4) Quality of the product is good compare to other products

5) Motivation of customer satisfaction.

WEEKNESS
1) Less co-ordination between employees and organization

OPPORTUNITIES

1) Adequate scope for development activities.

2) Entering places such as science parts and rural areas, where brand awareness can be created by
better promotional activities.

3) Better utilization of resources which in turn result in effective productivity

4) Implementation of better and upgraded technology.

THREATS

1) Tough and strong competition from the respective industry.

2) Threat from foreign players.

3) Competition among the distributers or retailers and

4) Fluctuation in the rate of inflation.

Key Growth Vectors

➢ Growth urbanization
➢ Low market penetration of products
➢ Fragmented competition
➢ High disposable incomes
➢ Nuclear families
➢ Rapid substitution of products
➢ High aspirations of target population

ABOUT THE TOPIC

HUMAN RESOURCE POLICIES

Human Resource Policies refers to principles and rules of conduct which “formulate,
redefine, break into details and decide a number of actions” that govern the relationship with
employees in the attainment of the organization objectives.

HR Policies cover the following:

1. Policy of hiring people with due respect to factors like reservations, sex,
marital status, and the like.
2. Policy on terms and conditions of employment-compensation policy and
methods, hours of work, overtime, promotion, transfer, lay-off and the like.
3. Policy with regard medical assistance-sickness benefits, ESI and company
medical benefits.
4. Policy regarding housing, transport, uniform and allowances.
5. Policy regarding training and development-need for, methods of, and
frequency of training and development.
6. Policy regarding industrial relations, trade-union recognition, collective
bargaining, grievance procedure, participative management and
communication with workers.

FORMULATING POLICIES

There are five principal sources for determining the content and meaning ofpolicies:

1. Past practice in the organization.

2. Prevailing practice in rival companies.
3. Attitudes and philosophy of founders of the company as also its directors and the top
management.
4. Attitudes and philosophy of middle and lower management.
5. The knowledge and experience gained from handling countless personnelproblems on
day to day basis.

BENEFITS OF HR POLICIES

Organizations should have personnel policies as they ensure the following benefits:
a. The work involved in formulating policies requires that the management give deep
thought to the basic needs of both the organization and the employees. The
management must examine its basic convictions as well as give full consideration to
the prevailing practices in other organizations.
b. Established policies ensure consistent treatment of all personnel throughout the
organization. Favoritism and discrimination are, thereby, minimized.
c. Continuity of action is assured even though top management personnel change. The
CEO of a company may possess a very sound personnel management philosophy.
He/she may carry the policies of the organization in his/her head, and he she may
apply them in an entirely fair manner. But what happens when he/she retires? The
tenure of office of nay manager is finite. But the organization continues. Policies
promotestability.
 d. Policies serve as a standard of performance. Actual results can be compared with the
policy to determine how well the members of the organization are living upto the
professional intentions.
e. Sound policies help build employee motivation and loyalty. This is especially true
where the policies reflect established principles of fair play and justice and where
they help people grow within the organization.
f. Sound policies help resolve interpersonal and intergroup conflicts.

PRINCIPLES OF HR POLICY

1. Principle of individual development to offer full and equal opportunities to every

employee to realize his/her full potential.

2. Principle of scientific selection to select the right person for the right job.

3. Principle of free flow of communication to keep all channels of communication open

and encourage upward, downward, horizontal, formal and informal communication.

4. Principle of participation to associate employee representatives at every level of

decision-making.

5. Principle of fair remuneration to pay fair and equitable wages and salaries
commiserating with jobs.

6. Principle of incentive to recognize and reward good performance.

7. Principle of dignity of labor to treat every job and every job holder with dignity and
respect.

8. Principle of labour management co-operation to promote cordial industrial relations.

9. Principle of team spirit to promote co-operation and team spirit among employees.
 UNIT:-2
RESEARCH METHODOLOGY
INTRODUCTION OF THE STUDY:
Human Resource polices are continuing guidelines on the approach of which an organization intends
to adopt in managing its people. They represent specific guidelines to HR managers on various
matters concerning employment and state the intent of the organization on different aspects of Human
Resource management such as recruitment, promotion, compensation, training, selections etc. They
therefore serve as a reference point when human resources management practices are being
developed or when decisions are being made about an organization's workforce.
A good Human Resource policy provides generalized guidance on the approach adopted by the
organization, and therefore its employees, concerning various aspects of employment. A procedure
spells out precisely what action should be taken in line with the policies. HR Policy define the
philosophy and value of an organization on how people should be treated and from these are derived
the principles upon which managers are expected to act when dealing with HR matters. Practices are
those that are done repeatedly. In other words, the manner in which HR programmes are implemented
in keeping with the procedures laid down for attaining the objectives, as stated in personnel policies,
are the practices
Each organization has a different set of circumstances and so develops an individual set of human
resource policies. The location an organization operates in will also dictate the content of their
policies.

RESEARCH DESIGN:
Descriptive Research

SOURCES OF DATA COLLECTION:

o Primary Data: Data will be collected through structured mailed Questionnaires, Google
forms from HR.
o Secondary Data: Data will be collected through company website and some articles
published in national and international journals’.

SAMPLING TECHNIQUE: Purposive sampling technique will be used for data collection.

o SAMPLING SIZE: Selected sample size will be 50 comprising of employees of

Stovekraft Pvt Ltd

o SAMPLING UNIT: Employees of Stovekraft Pvt Ltd

o TOOLS FOR DATA COLLECTION:

o The primary data will be collected through structured questionnaires.
o The secondary data will be collected through company website and some articles.
 o PLAN OF ANALYSIS: The collected data will be analyzed using statistical tools such
as charts, diagram, percentage and averages etc.

NEED FOR THE STUDY:

Human Resource Policies guide the employees to take action for achieving the objectives of the
organization. Hence, they must be known and well understood by everyone in order to concentrate
efforts on the objectives. Human Resource HR policies furnish the general standard on which
decisions are taken. Various line authorities take decisions in an organization keeping in view the HR
policies.
If the person in authority is transferred and some other person takes charge of the office the decisions
to be taken by the new authority are similar to those which have already been taken in comparable
circumstances by the former authorities due to the predetermined policies of the organization. This
brings simplicity and uniformity in action.

STATEMENT OF THE PROBLEM:

The backbone on which the day to day operations of an organization runs is its policies. As
human beings can make or break an organization, a large impetus is given to the policies governing
them, i.e., the HR policies. Unfortunately, some organizations do not pay much importance to this
crucial resource of theirs and do not formulate any HR policies, whereas some do frame sound
policies but fail to implement them. Those companies who do frame these guidelines and follow them
also are the leaders in their respective fields and enjoy a competitive edge over others.
The competitive advantage that any organization enjoys is attributed to its human capital.
Retention of that resource is one of the major challenges faced by Human Resource (HR) Managers.
This is generally accomplished through employee-friendly HR policies and practice. A major thrust is
put on recruiting the best quality manpower, developing them through focused training programmes
and motivating them with attractive financial package, incentives, challenging tasks, etc. This study
need for good HR policies and their effectiveness in successful running of the organization.

OBJECTIVES OF THE STUDY:

➢ To study and understand the concepts of Human Resource Policies

➢ To know the factors which determine Human Resource Policies of an organization
➢ To analyse the effectiveness of Human Resource Policies adopted in the organization
➢ To know the employees opinion towards the Human Resource Policies adopted in the
organization
SCOPE OF THE STUDY:
Introducing HR policies and procedures gives organizations the opportunity to offer a fair and
consistent approach to managing their staff. Not all policies and procedures will be relevant to all
organizations. Some may be needed to comply with legal requirements while others are to promote
good practice. As companies grow and develop, they need to introduce policies to ensure a consistent
and fair approach and to avoid wasting time by having crises dealt with in an ad hoc way. In an
environment of economic growth, globalization and increasingly competitive markets, most
fundamental challenge is the attraction and retention of an ample supply of manpower and
appropriate skill in order to sustain growth. HR policies play its crucial role in responding to complex
and erratic workplace issues and to minimize high turnover rates
In most companies, policies are formulated regarding various functions of human resource
management like employment training and development, transfer and promotion, compensation,
working condition, employee services and welfare, industrial relations. The HR Policies concerning
with recruitment, selection and separation of employees.

LIMITATIONS OF THE STUDY:

➢ This study focuses only on aspects related to Human Resource Policies

➢ The Study is limited To Stovekraft Pvt Ltd.
➢ The Primary data collected by the respondents will be assumed to be true.
➢ Respondents’ responses may be biased.
➢ The data analysis will be based on the information received by the respondents.
 UNIT:-03
HR POLICIES IN
STOVEKRAFT PRIVATE
LIMITED
 In reviewing the motive of Human Resources Policies at stovekraft Pvt.Ltd.the organization
stated that the HR Policies has been a key part of the control method for the powerful usage
of human resource. The company aims to fulfill the following objectives through its HR
Policies:

Ensure a high degree of selectivity in recruitment so as to secure super achievers and

nurture them to excel of their performance.

Impart such induction, orientation and education as to match the individual to the
mission and inculcate an excessive experience of organizational loyalty.

Provide facilities for all round of growth of individual by training in and out of doors
the company, reorientation, lateral mobility and self- development through self-
motivation.

Groom every individual to comprehend his capability in all facets while contributing
to attain higher organizational and personal or private goals.

Build groups and foster team-work as the primary instrument in all activities.

Implement equitable, medical and objective system of rewards, incentives and

control.

Contribute toward fitness and welfare of employees.

MANAGEMENT REVIEW:

Management review meeting is held every 6 months at the Group Review. Meet is conducted
from time to time to ensure the suitability, adequacy and effectiveness of the Human
Resource Policies.
CORRECTIVE ACTION FOR NON CONFORMANCE:

Non-conformance to the rules referred to is reviewed through the Group HR Cell,

respective CEO and HR Head of the company. The review will advise remedial
measures to avoid repetition of the non-conformance through removal of the root
causes for the same.

Board of Directors is kept informed of the review and movement plans determined to
keep away from the non-conformance in the ensuing monthly meeting.

DOCUMENT AND DATA CONTROL:

Documents and facts are generated by the Corp. HR in the form of hardcopies or
digital medium.

Documents are reviewed and accepted for adequacy by Corp. HR previous toissue.

The various procedures that form the HR Policy of the Organization are:

1. Recruitment and selection of manpower

2. Induction and Placement
3. Job Rotation
4. Performance appraisal
5. Counseling
6. Career Planning
7. Succession planning
8. Employee training and Development
9. Human Resource Information Management System
10. Retirement Planning
11. Job Enrichment
12. Exit interviews

A short preview of the above noted guidelines and the various objectives that those policies
aim to achieve are given in the subsequent chapters.

Due to excessive degree of secrecy maintained in the organization, the guidelines givenbelow are
according to my understanding and interpretation of the subject.
1. RECRUITMENT POLICY

❖ In Stovekraft pvt ltd, recruitment and selection of employees is explicitly

based on the criteria of their knowledge, competencies and attitudes, so as
to secure super achievers and nurture them to excel of their performance.
❖ All clean applicants are absorbed best after satisfactory completion of
appropriate training.
❖ All direct recruitment is through the HR department.
❖ Detailed selection techniques as decided from time to time are adhered to
without any compromise.
❖ Above techniques shall go through no-stop refinement through assessment
and feedback.

2. INDUCTION AND PLACEMENT POLICY

❖ At Stovekraft pvt ltd, new recruits imparted such induction, orientation,

training and placement so as to individuals to the challenge and inculcate
a high sense of organizational loyalty.
❖ The HR Department and the involved heads of determine departments
prepare a well-structured Induction Program to acquaint the new recruits
with the human beings, organizational structure, and interface between
different departments, functions and tradition of the organization.
❖ The Induction Program is formulated to suit the position of the candidate
and necessary to be furnished to him.

3. JOB ROTATION POLICY

❖ At Stovekraft pvt ltd, facilities are provided for all-round growth of

individuals through lateral mobility. This shall enhance their
employability as well as equip them to shoulder better responsibilities.

❖ Systematic Job Rotation from time to time shall have a revitalizing impact
at the individual as well as the organization.

❖ All promotions to the extent of HODs will be considered only when an

individual has undergone rotation through at least two sections.

4. PERFORMANCE APPRAISAL POLICY

❖ Performance Appraisal grooms every individual to understand his ability

in all facets by helping to identify and achieve his personal goals within
the framework of organizational objectives.

❖ Appraisals will be moral and independent so as to recognize worthy

contributions appropriately and in time in order to maintain a high level of
 worker motivation and morale.

❖ The Performance Appraisal Systems pursuits at integration of individual

and organizational desires.

5. COUNSELLING

Counseling sessions, which are conducted by Human Resource Department or

Professional Counselor or Performance Appraiser, are available to all the workers in
order to fulfill the following objectives:

❖ To enhance employees’ competence and job satisfaction.

❖ To prepare employees for future responsibilities.
❖ To establish a better working relationship between the advance and
subordinate.
❖ To enable employees to cope with personal problems.

6. CAREER PLANNING POLICY

❖ Career planning system in stovekraft pvt,ltd at developing people of the

right caliber to meet present and future needs of the organization. It will
be a vital element for Succession Planning.
❖ The mandatory factors to be considered prior to career planning shall be:

a. The organization’s short and long term plans.

b. Manpower skills required towards implementing these plans.
c. Attrition rate of people with high potential, above common andaverage
caliber.
d. Recruitment through internal and external sources at all levelsand its
ratio as suitable to the organization.
e. The number of people recruited and skilled every year.

7. SUCCESSION PLANNING POLICY

HODs and above discover successors, primary and secondary, to his position at the
time of annual appraisal. This is reviewed every year alongwith the annual appraisal.

8. TRAINING AND DEVELOPMENT POLICY

❖ At Stovekraft pvt ltd, training and development activities strive to ensure

continuous growth of organization by nurturing the strengths of the workers
and providing the environment and opportunity for every individual to realise
his/her potential.
❖ The coverage objectives at broadening the outlook of the individuals and
bridging the gap between actual performance and the overall performance
 necessary to deliver results.
❖ Facilities are furnished to all individuals towards self-improvement and all
round growth through training.
❖ Human Resource Department identifies common performers and provides
special training.

9. HUMAN RESOURCE INFORMATION MANAGEMENT SYSTEM

❖ Human Resource Information Management Systems objective at:

a. Providing accurate information about employees to control for decision
making.
b. Eliminating duplication of efforts.
c. Offering brief and easy access to HR informationat random as well as in
regular report form.

❖ The device has layers of security. Access to the device is through keying
in the valid combination of username and password. Permission to access
certain programs is restricted to discover key employees.

❖ An integrated worker database is maintained and continuously updated

with data from employees at regular intervals regarding biographical data,
work experience, qualifications, training and professional paths.

10. RETIREMENT PLANNING

❖ At Stovekraft pvt ltd, retirement of all individuals is aided through planned

programs by HR Department so as to lessen the related misgivings and
anxiety.

11. JOB ENRICHMENT

❖ Stovekraft pvt ltd follows a people centered approach to job activity

enrichment with a view to enhance the performance of the employee,
leading to higher job satisfaction.

12. EXIT INTERVIEWS

❖ The organization has a normal turnover of employees due to various reasons

such as retirement, voluntary retirement, and resignation etc. from time to
time. Feedback is recived from the employee on occasions of separation
from the organization. Such feedback on subject that effect wellbeing of the
human beings is useful in improving the organization in respect of HR
Policies and practices.

The HR Policy manual becomes designed in order to facilitate the mangers in accumulating
the information regarding the various service conditions that are offered by the organization.
This guide consist the service conditions which are most frequently asked for. The various
services conditions included are:

1. Provident Fund
2. Gratuity
3. Superannuation Scheme
4. Medical Reimbursement & Hospitalization
5. Group Accident Insurance Scheme
6. Housing Loan Scheme
7. Vehicle Loan Scheme
8. Phone Policy
9. Local Conveyance Rules
10. Transfer policy or coverage
11. HR Policy for Area Office managers
12. Canteen Service
13. Cash Payments & Advance Settlements
14. Performance Excellence Scheme
15. .Performance excellence Form
 Data analysis and Interpretation

Table 1: Age-wise profile of respondents

Age No. of Respondents Percentage

Less than 25 years 42 42

25 – 40 48 48

40 – 50 8 8

50 & Above 0 0

Total 50 100

Analysis:
It is observed from the above table that 42% of respondents are in the age group of Less
than 25 years; 48% of respondents are in the age of 25 - 40yers; 8% of respondents are in
the age group of 40-50yrs; whereas only 0% of respondents are in the age group of 50
& above.
 Table 2: Gender-wise Profile of Respondents

Gender No. of Respondents Percentage

Female 42 42

Male 58 58

Total 100 100

Analysis: The above table indicates that 42% are Female respondents and 58% are male respondents.
 Table 3: Education-wise profile of respondents

Education No. of Respondents Percentage

PUC 16 16

UG 38 38

PG 34 34

Others 10 10

Total 100 100

Analysis:
It is observed from the above table that 16% of respondents are in PUC; 38% of
respondents are in UG; 34% of respondents are in PG; only 10% of respondents are in
other education qualification.
 Table 4: Experience-wise profile of respondents

Age No. of Respondents Percentage

Less than one year 22 22

Less than 2 years 36 36

Less than 5 years 30 30

Less than 10 years 6 6

Above 10 years 6 6

Total 100 100

Analysis:
It is observed from the above table that 22% of respondents are in less than one year
experience; 36% of respondents are in less than 2 years of experience; 30% of
respondents are in less than 5 years of experience; 6% of respondents are in less than
10 years of experience and 6% 0f respondents are above 10 years of experience.
Table 5: designation-wise profile of respondents
Table 6: Do you understand the functions of your work area

Options No. of Respondents Percentage

Strongly disagree 2 2

Disagree 0 0

Agree 82 82

Strongly agree 16 16

Total 100 100

Table 7: Do you have all the skills needed to do your job well

Options No. of Respondents Percentage

Strongly disagree 2 2

Disagree 0 0

Agree 80 80

Strongly agree 18 18

Total 100 100

Table 8: Do you get the training to do your job effectively

Options No. of Respondents Percentage

Strongly disagree 0 0

Disagree 6 6

Agree 72 72

Strongly agree 22 22

Total 100 100

Table 9: Is Performance appraisal done in the organization

Options No. of Respondents Percentage

Strongly disagree 4 4

Disagree 6 6

Agree 68 68

Strongly agree 18 18

Total 100 100

Table 10: Employees are provided performance based feedback and counseling

Options No. of Respondents Percentage

Strongly disagree 2 2

Disagree 4 4

Agree 72 72

Strongly agree 22 22

Total 100 100

Table 11: Awards and recognition are given to the most deserving employees.

Options No. of Respondents Percentage

Strongly disagree 0 0

Disagree 10 10

Agree 74 74

Strongly agree 16 16

Total 100 100

Table 12: Promotional policy is good in the organization

Options No. of Respondents Percentage

Strongly disagree 0 0

Disagree 2 2

Agree 84 84

Strongly agree 14 14

Total 100 100

Table 13: The organizational structure makes it easy to focus on quality.

Options No. of Respondents Percentage

Strongly disagree 0 0

Disagree 6 6

Agree 74 74

Strongly agree 20 20

Total 100 100

Table 14: The head of the division takes personal interest in the welfare of the
employees

Options No. of Respondents Percentage

Strongly disagree 0 0

Disagree 10 10

Agree 76 76

Strongly agree 14 14

Total 100 100

Table 15: My co-workers and I have a good working relationship.

Options No. of Respondents Percentage

Strongly disagree 0 0

Disagree 4 4

Agree 68 68

Strongly agree 28 28

Total 100 100

Table 16: Everyone is treated with respect at work, regardless of who they are

Options No. of Respondents Percentage

Strongly disagree 0 0

Disagree 2 2

Agree 76 76

Strongly agree 22 22

Total 100 100

Table 17: Disciplinary policies are followed in the organization

Options No. of Respondents Percentage

Strongly disagree 2 2

Disagree 6 6

Agree 72 72

Strongly agree 20 20

Total 100 100

Table 18: Is bonus paid to employees when the company makes profit

Options No. of Respondents Percentage

Strongly disagree 2 2

Disagree 4 4

Agree 78 78

Strongly agree 16 16

Total 100 100

Table 19: I am satisfied with the healthcare-related benefits offered by my
organization

Options No. of Respondents Percentage

Strongly disagree 2 2

Disagree 6 6

Agree 70 70

Strongly agree 22 22

Total 100 100

Table 20: I am satisfied with the amount of paid leave offered by my organization.

Options No. of Respondents Percentage

Strongly disagree 2 2

Disagree 8 8

Agree 74 74

Strongly agree 16 16

Total 100 100

Table 21: Are you promptly informed about important changes in HR rules or
benefits

Options No. of Respondents Percentage

Yes 32 32

No 2 2

Maybe 66 66

Total 100 100

Table 22: I am satisfied with the retirement plan offered by my organization.

Options No. of Respondents Percentage

Strongly disagree 4 4

Disagree 2 2

Agree 68 68

Strongly agree 26 26
Total 100 100