CHAPTER I

INTRODUCTION

1.1 Human Resource Management:

Human resource management (HRM or simply HR) is the management of human resources.

It is a function in organizations designed to maximize employee performance in service of an
employer's strategic objectives.HR is primarily concerned with the management of people within
organizations, focusing on policies and on system. HR departments and units in organizations
typically undertaken number of activities, including employee benefit design, employee recruitment,
"training and development, performance appraisal, and rewarding.

Human Resource Practices:

HR practices are the means through which your human resources personnel can develop the
leadership of your staff. This occurs through the practice of developing extensive training courses
and motivational programs, such as devising systems to direct and assist management in performing
ongoing performance appraisals.

Definition:

HRM practices have been defined in several aspects. Schuler and Jackson (1987) defined HRM
practices as a system that attracts, develops, motivates, and retains employees to ensure the effective
implementation and the survival of the organization and its members. Besides, HRM practices is
also conceptualized as a set of internally consistent policies and practices designed and implemented
to ensure that a firm’s human capital contribute to the achievement of its business objectives.

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1.2 Need & Importance of The Study

Human resource practices are the formal rules and guidelines that businesses put in place to
hire, train, assess, and reward the members of their workforce. These practices, when organized and
disseminated in an easily used form, can serve to preempt many misunderstandings between
employees and employers about their rights and obligations in the business place. It is tempting, as a
new small business owner, to focus on the concerns of the business at hand, and put off the task of
writing up a human resource practices. All business analysts and employment lawyers will advise a
new business owner to get a policy down on paper, even if it is a simple one drafted from a
boilerplate model.

Having practices written is important so that it is clear to all what the practices are and that they
are applied consistently and fairly across the organization. Moreover, when issues concerning
employee rights and company practices come before federal and state courts, it is standard practice
to assume that the company's human resource practices, whether written or verbal, are a part of an
employment contract between the employee and the company. Without clearly written policies, the
company is at a disadvantage.

Small businesses—and especially business startups—cannot afford to fritter away valuable time and
resources on drawn-out practices disputes or potentially expensive lawsuits. Having a human
resource practices in place from the start can help to avoid this situation. The business owner who
takes the time to establish sound, comprehensive human resource practices will be far better
equipped to succeed over the long run than the business owner who deals with each policy decision
as it erupts.

The latter ad hoc style is much more likely to produce inconsistent, uninformed, and legally
questionable decisions that may cripple an otherwise prosperous business. For as many small
business consultants state, human resource practices that are inconsistently applied or based on
faulty or incomplete data will almost inevitably result in declines in worker morale, deterioration in
employee loyalty, and increased vulnerability to legal penalties.

To help ensure that personnel management practices are applied fairly, business owners and
consultants alike recommend that small business enterprises produce and maintain a written record
of its HR practices and of instances in which those practice came into play.

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1.3 Objectives of Study

 To study the HR Practices followed at SAS Applied Research.

 To study the impact of HR Practices on Employee performance
 To study the relevance of HR Practices on Employee Satisfaction.
 To give suggestions wherever necessary

1.4 Research Methodology

The process used to collect information and data for the purpose of making business decisions. The
methodology may include publication research, interviews, surveys and other research techniques
and could include both present and historical information. The research methodology enabled the
team to organize their efforts into one cohesive and conceptual product idea generation task for us.

1.4.1 Research Design

The research design refers to the overall strategy that you choose to integrate the different
components of the study in a coherent and logical way, thereby, ensuring you will effectively
address the research problem; it constitutes the blueprint for the collection, measurement, and
analysis of data.

This project is descriptive in nature.

1.4.2 Sampling Techniques

A sampling technique is the name or other identification of he specific process by which the entities
of the sample have been selected.

This project is using simple random sampling.

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Simple Random:

A simple random sample is a subset of a statistical population in which each member of the subset
has an equal probability of being chosen.

1.4.2 Sample Size:

Sample size measures the number of individual samples measured or observations used in a
survey or experiment.

The sample size in this project is about 50 people.

1.4.4 Data Collection

Data collection is the process of gathering and measuring information on targeted variables in an

established systematic fashion, which then enables one to answer relevant questions and evaluate
outcomes.

1.4.4.1 Primary Data: The primary data will be collection through structured questionnaire and
also by directly interacting with the respondents. The questionnaire will be circulated to the
customer personally.

The main methods include:

 Questionnaires
 Interviews

1.4.4.2 Secondary Data:

Secondary data refers to data that was collected by someone other than the user. Common sources
of secondary data for social science include censuses, information collected by government
departments, organizational records and data that was originally collected for other research
purposes.

The source of secondary data includes:

 Books
 Magazine

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  Company’s report and website.
 Internet
So, to give a proper and formal approach to our research study I used the sampling technique.

1.4.5 Data Analysis & Interpretation

The process by which sense and meaning are made of the data gathered in qualitative research, and
by which the emergent knowledge is applied to clients' problems. This data often takes the form of
records of group discussions and interviews, but is not limited to this.
Tools used for analysis and interpretation are percentages and graph.

1.5 Scope Of Study

 The project is done on SAS Applied Research and lab Materials Pvt .Ltd, Rajiv Gandhi
International Airport Shamshabad.
 The duration of this project is 45 days
 Sample used for data analysis is 50 employees
 Designations of the employees who were interviewed are HR Manager, Operations
Manager, Sales & Marketing Manager, and Finance Manager.

1.6 Organization Of The Study

This project consist of 5 chapters

The study is arranged in a logical pattern.

 First chapter consists of introduction to the study includes the need for study/significance
of study, objectives, Research methodology- Research design, Scope of the study, sample
design, sources of data, tools and techniques used for data analysis, structure of the study
with sound explanation.

 Second chapter consists of literature review which reflects the relevant theoretical and
empirical background of the problem.

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 Third chapter consists of the company profile which contains a brief historical retrospect
about the entire of study.

 Fourth chapter consists of data presentation, analysis and interpretations based on the
collected data from various primary and secondary sources

 Fifth chapter consists of findings and conclusions along with limitations and
suggestions is concluded with bibliography and the annexure which contains the
Questionnaire.

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 CHAPTER II

LITERATURE REVIEW

2.1 Literature Survey I

Hr Practices of Reddy Laboratory

In a bid to groom global managers, who can shoulder leadership responsibilities of the
company, Dr Reddy's Laboratories has undertaken several HR initiatives to globalise the work ethic
of existing workforce. The company is currently on a massive recruitment drive and has attracted
talent from ISB, IIMs, and other leading biz schools.

The company recruited four students from ISB at the assistant manager level and one at the manager
level. Four students were selected from IIMB and about 10 from XIMB. During the last 10 months,
the company has recruited seven for HR from companies of the likes of Infosys, NIIT, Satyam, and
Hero Honda.

Speaking to ET , Saumen Chakrabarthy, senior vice president (HR), said "we are expanding our
presence overseas. We are focusing particularly on countries like US, Europe, and Russia. the
overseas growth has made global recruitment a strategic imperative for Dr Reddy's."
"Our HR practices are therefore evolving to meet cross cultural needs and global benchmarks. In
addition to this, the company undertook several HR initiatives globalise the work ethic of the
existing workforce too," Saumen said.

One such initiative is providing cross-functional short-term and long-term assignments abroad.
"With a view to groom global managers, we have initiated leadership and management development
programmes - LDP/MDPs. While LDPs focus on the top 50 positions in the company, MDPs focus
on the rest," Saumen said.

Presently there are more than 180 employees in Russia and other CIS countries, 60 in Latin
America, 50 in South East Asean countries and several more working with the company in the
capacity of joint venture partners across the globe, he said.

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"More than 90 per cent of this workforce comprises foreign nationals overseas," Saumen said. With
the acquisition of BMS, UK and Europe have become key markets for Dr Reddy's. Neil Gregory and
Rob Davis from Meridian Health Care are spearheading the operations at UK and have more than 30
professionals supporting them.

"On the research side we were able to attract both foreign and expat talent," he said. A case-in-point
is the appointment of Dr Norton Peet as the CEO of Aurigene Discovery Technologies. Dr. Peet was
head of medicinal chemistry and distinguished scientist at Aventis.

"We are looking to build a strong presence in the US market and one of the immediate growth
drivers in the US is the generics business of our company," Saumen said.

For US generics business unit, the company has recruited Mark T Hartman, and Jeff Weiss at the
vice president level and Mr Timothy C Crew was appointed as executive vice president for US
business development.

By strengthening its human resources, Dr Reddy's is hoping to instill a talent mindset in the senior
leadership team that will translate into effective scientific discoveries.

2.2 Literature Survey II

New Hr Practices of Ranbaxy

Ranbaxy Laboratories Limited, India’s largest pharmaceutical company, has made a foray in this
direction. To aid career development, Ranbaxy urges it’s employees to develop a distinct career
path. The path is developed through a series of discussions between the employee and his manager.
A plan is developed about the employees’ career aspirations and a very precise career path is laid
out. The supervisors of the employees are also asked to share their views on the employees’
performance and thus, measures are taken to help the employees to reach their desired growth levels.
“This helps us increase retention as well as develop a blueprint for succession planning,” states
Bhavna Kataria, human resource manager, Ranbaxy. 
Ranbaxy’s focus on creating value for the employee is further illustrated with their Mentorship
Programmes. Ranbaxy believes that mentoring often functions as an important component of
leadership development and also goes a long way in predicting career success. It aims not only at
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developing and building strong leaders, but also helps develop a loyal team of employees who know
how to perform their jobs and how to turn to each other for advice. Through this programme,
mentors can serve as sounding boards at critical points during a professional’s career development. 

The HR function at Ranbaxy, facilitates the entire process to see that the mentor helps the mentee in
every possible manner to overcome his inhibitions and fears. 

Ranbaxy’s initiative is a learning for all organisations and human resource must encourage
mentoring as a means to further transform their organisations into environments which are
conducive to nurturing and developing employees.

2.3 Hr Practices Of Lupin Limited

The Lupin Story:

Named after the Lupin flower because of the inherent qualities of the flower and what is personifies
and stands for. The Lupin flower is known to nourish the land, the very soul it grows in. The Lupin
flower and bean pods have also long been used as food and sources of nourishment, thus protecting
and nurturing life. A fully integrated pharmaceutical company with an unrivaled position in the US,
India and Japan. Thus position is built on a backbone of cutting edge research, world class
manufacturing facilities, a truly global supply chain and outstanding HR policies and strategies. Its
vision is “An innovation led transitional pharmaceutical company” having integrity, customer
orientation, entrepreneurship, superior performance, respect for people, working together etc. It is
headquartered in Mumbai, India. Dr Desh bandhu gupta’s vision and dream to fight life threatening
infectious diseases and to manufacture drugs of the highest social priority led to the formation of
Lupin in the year 1968. Lupin first gained recognition when it became one of the world’s largest
manufacturers of Tuberculosis drugs. It is also India’s fourth largest drug maker by revenue.

Its area of work includes:

 Advanced drug delivery systems

 Generic research

 Lupin bioresearch centre

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  Intellectual property management

 Novel drug discovery and development

 Biotechnology research.

TOP LUPIN BRANDS:

Product Therapeutic segment Ranking

TONACT CVS 3

GLUCONORM Anti Diabetic 4

RABLET Gastro Intestinal 2

RCINEX Anti-TB 1

RAMISTAR CVS 2

AKT Anti-TB 1

L-CIN Levofloxacin 1

Telekast Anti-Asthma 3

Recognized as “India’s best company to work for” in the biotech and Pharmaceutical sector, in the
survey conducted by the great place to work institute and the economic times. Dr Desh bandhu
gupta has won the Ernst and young entrepreneur of the year 2011 award in the life sciences and
healthcare sector. NDTV business leadership awards 2011: Indian Pharmaceutical Company of the
year. Mrs Vinita gupta won the business today “30 most powerful women in the business” award.

Human Resource Management and Policies:

 Kaza decided to introduce a whistle blower policy two years ago and felt the need for a
uniform code understood by employees worldwide.
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  Policy has resulted in a vigilant employee force where everyone is accountable.

 Transparency helps companies to redefine processes and make improvements.

Message to employees: “We care about you, we are with you and you are not at mercy of
anyone in the organization”

2.4 Human Resource practices

HR practices helps in increasing the productivity and quality, and to gain the competitive advantage
of a workforce strategically aligned with the organization’s goals and objectives. The activities
performed by human resources teams should directly correlate with HR practices. If they don't, the
disconnection can illustrate the concept of being up a creek without a paddle: It is possible to
function this way but it is not very effective. Thriving HR departments exist as fine-tuned water
craft impelled to harvest and prepare the best catch within their capabilities. That catch -- your
employees -- becomes, in turn, the rod that is motivated by HR’s activities to bring in business.

Human resources practices are strategic in nature. They represent a vital guidance system that
coordinates with your executive business plan. HR practices form the foundation supporting the
way your company’s human capital will operate on your behalf. For example, HR practices include
formulating a method for measuring and analyzing the effects of a particular employee rewards
program. Other examples include the creation of a program to reduce work-related injuries, and
building a framework to ensure employment laws are adhered to.

Leadership Contribution

HR practices are the means through which your human resources personnel can develop the
leadership of your staff. This occurs through the practice of developing extensive training courses
and motivational programs, such as devising systems to direct and assist management in performing
ongoing performance appraisals. Human resources practices also include constructing avenues
through which employees will have opportunities for advancement. For instance, the design of a
mechanism enabling the regular promotion of employees offers an opportunity for your staff
members to grow toward leadership positions.

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HR Activities:

HR activities embody the directives set forth through HR practices. For example, the activity
associated with the practice of providing consistent employee training would be the actual
presentation of the information outlined by your training program. HR activity examples include
engaging in taking competitive surveys to ensure your workers are fairly compensated and
managing employee attendance and overtime. Further HR activity examples include recruitment,
hiring and firing and the administration of health benefits.

2.5 Objective of Hr Practice

The main objective of HR Practices is to differentiate the organization from its competitors by
effective and efficient HR Practices. By following this, the organization does its whole work
process.
 The objective of HR Practices is to increase productivity and quality, and to gain the
competitive advantage of a workforce strategically aligned with the organization’s goals and
objectives.
 As the transparent HR practices can reduce attrition, because Transparent HR practices
ensure continuous business growth in every organization. It gives the suitable working
environment to the employees. The success of company motivates the employees of
organization to continue relationship with it.
 As all the employees Perks chart has been mentioned according to their designation in the
HR practices, it helps the employees to know what their perks charts are. So it creates a
transparency.

HR practices cover the following:

1. Recruitment And Selection

The first point of contact for applicants, potential candidates and prospective employees is HR's
recruitment and selection area. Therefore, making a good impression on job seekers is essential if
you want to become an employer of choice, or a place where people want to work. Best practices for
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recruitment and selection include streamlining the hiring process through tools such as applicant
tracking systems and communicating with applicants and candidates about the selection process.
Best practices like these prevent a company from earning a reputation for keeping job seekers in the
dark, unaware of their status in the hiring process.

2. Training And Development

Training and development is vital part of the human resource development. It is assuming ever
important role in wake of the advancement of technology which has resulted in ever increasing
competition, rise in customer’s expectation of quality and service and a subsequent need to lower
costs. It is also become more important globally in order to prepare workers for new jobs. In the
current write up, we will focus more on the emerging need of training and development, its
implications upon individuals and the employers.

3. Employee Retention
Employee compensation and benefits may be the most important area for best practices. According
to data published in February 2010 by outsource provider and consulting company Ceridian,
companies spent just over one-third of their total budget on human resources. Almost 70 percent of
that amount is for salaries, and a little less than 30 percent is allotted to benefits. Being an employer
of choice doesn't mean your company pays the highest wages or that it offers the trendiest benefits,
though.

4. Performance Management
Of all the HR disciplines, the employee relations discipline has the broadest reach. Human resources
leaders generally have a common goal--to strengthen the employer-employee relationship. An
effective way to strengthen the relationship is through a well-constructed performance management
system. Employees need feedback. They need to understand their employers' expectations, and
employers have an obligation to provide employees with the tools necessary to achieve high
performance.

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5. Health and Wellness
Ideas that employers can use in their wellness programs are as varied as the employees in an
employer’s workforce. It may take some trial and error to find the ones that create an enthusiastic
response and achieve high levels of participation. Some successful programs have included one or
more of the following:

 Voluntary screening to check blood pressure, cholesterol levels, and other risk factors
 Personal finance education and counseling
 Smoking cessation program
 Financial incentives for voluntary participation in healthcare assessment

6. Background Checks
The best practices for employers that are considering criminal record information when making
employment decisions:

Employers should eliminate policies or practices that exclude people from employment based on
any criminal record. In addition, employers should train managers, hiring officials, and decision
makers about Title VII and its prohibition on employment discrimination.:

 Identify essential job requirements and the actual circumstances under which the jobs are
performed.
 Determine the specific offenses that may demonstrate unfitness for performing such jobs.
Identify the criminal offenses based on all available evidence.

2.6 Importance of Hr Practices

Roles

People like to have a clear understanding of their role in a company as well as the roles of others.
Every successful team has well-defined positions for its members: Everyone knows what he or she
is to do, how to do it and how their performance can impact those around them. In business, this
means you need to have clear reporting structures that spell out who's in charge and how tasks are to
be accomplished in the organization.

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This approach applies not only to intradepartmental structures, but also to company-wide or
interdepartmental projects. In addition, role definition is a foundational part of establishing clear
performance expectations for each employee.

Rules

Managers and employees need to share a clear understanding of what is and what is not acceptable
behavior within the company. Unfortunately, in today's workplace, an employer can be held liable
for the bad behavior of an employee, especially when that bad behavior affects other employees,
clients or individuals. Having a clear set of behavioral expectations is critical to establishing that
you're not contributing to that bad behavior as an employer.

Setting clear and specific behavioral standards in the form of rules establishes a framework for
spotting and addressing violations of those standards. If you rely on loosely defined general
standards that aren't properly documented, then violations become subjective and open to
interpretation. The result of such ambiguousness is often litigation.

Consequences

It's important that you clearly state consequences for violations of your behavioral standards so that
employees know what to expect and have fair warning of those expectations. In addition, clear
consequences help to ensure that you aren't limited in your options for dealing with improper
behaviors.

To establish these standards and violation consequences, sit down and think through the over-the-
line behaviors that won't be permitted in your company. It's essential that you know ahead of time
what employee actions require an immediate dismissal. Similarly, you want to know what
performance issues may qualify for a more progressive disciplinary approach, and then define the
steps involved in that approach.

Tools

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Tools address the question of how you support the people in your company who manage other
employees. When faced with a specific personnel issue, what resources are available to them? Do
they have an employee handbook or a policy guide? What about regular training in company
policies and practices, coupled with simple, easy-to-use forms to guide them when dealing with
particular issues? Are you giving them a clear directive on working with your human resources
personnel or legal representatives? Are your resources available online?

2.7 Top Hr Practices

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 2.8 Benefits Of Hr practices

1. Happy employees = Happy organisation

Workplace is an employees’ second home. By providing your employees with a safe, healthy
and a hygienic work area, you ensure your employees are comfortable at all time. This reflects in the
employees’ productivity. A complaining employee would be less interested in his job while a happy
employee is well motivated to do his job well. It also gives the employees, a very positive image of
the company and makes them feel that they are very well cared for thereby boosting their morale.

2. Practice transparent and participative management style

Keep your employees well informed on all the aspects of the company. Be it your sales
figures, losses, new contracts & sign ups, company objectives and policies. This will make the
employees feel t hat they are not working for a faceless employer. Sharing company information,
employee participation and being transparent with the employees makes them think of the company
as their own, for they know everything of the company including it’s health. They would therefore
know what their goals and objectives are without being told. They would be self driven to achieve
organizational goals together. This type of a management style goes a long way building employee
trust, loyalty and helps in keeping them well motivated.

3. Reward good performances

By paying bonuses to employees who’s performance is very good, the company would be
sending a very important message to its employees- that it’s employees are being watched and that a
good performance never goes unnoticed or unrewarded. By rewarding an employee a company
achieves two motives. Firstly, encouraging the good performer to perform even better by positively
reinforcing his performance and secondly, by bringing about a healthy competition amongst other
employees to strive and do better. This way both the company and it’s employees are mutually
benefited.

4. The effective 360 degree performance feedback system

This is a system of feedback ensures that an employee gets his feedback not only from his
superiors but also from his peers and even subordinates! This is a very effective feedback system
and a lot of organizations have embraced it. Now, the employee should not only please his superior

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but also his subordinates in order to prove himself effective. He can use all the feedback that he
receives for self development. This is a more reliable way of judging an employee’s overall
performance, because the feedback that an employee receives is not a biased one that is received
from just one person’s view of him.

5. Employee evaluation
The evaluation system of an organization should b e such that, it directly draws a link
between an employee’s performance to the overall organizational goals and objectives. Job
responsibilities and description should be very clear to all employees and so should be the reporting
structure. Performance appraisal should be done after giving the employees regular counseling and
feedback on their outputs. Comparing their past performances to the current performance helps
bring out the difference or consistency in their productivity.

6. Exchange of knowledge
Have a storehouse of knowledge in your organization in the form of knowledge sharing
portal created either by the company or by the employees themse lves. Having something like this
avoids in recreating the wheel. The knowledge will be ready to look up and is especially a boon for
a new employee. Sharing knowledge after attending a seminar or a skill enhancement training
should be made mandatory for the employees. However, a portal like this should be well organized
to avoid accumulation of clutter. Innovative and constructive ideas can be posted on these platforms
so that the others could benefit out of it too.

7. Identify and appreciate performers

How would it be if good performers and bad ones were both treated alike? Over time, the
good ones would soon cease to be good, because of the lack of motivation in continuing to be so.
Therefore, employees who have been very good performers should be recognized and be made
known to all the other employees too. Posting their achievements and feats with a picture of theirs in
the company’s intranet, display boards helps in giving our performers their much needed motivation.

8. Welcome great ideas and thoughts

Everybody would agree that it’s the people who make for an organization. Each individual is
unique. Therefore, by pooling in all these people together and hearing out their ideas makes a

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company open for innovations. Open house discussions, brain storming, group discussions,
suggestion boxes, meeting with the superiors etc., are all ways of getting those million dollar worth
ideas out of employees. A successful organization always knows how to tap, nurture and execute a
good idea.

2.9 Principles of Hr Practices

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 commensurating
with jobs.

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

7.Principle of dignity of labour 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.

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10. Principle of contribution to national prosperity to provide a higher purpose of work to all
employees and to contribute to national prosperity.

2.10 Model Of Human Resource Practices

1. Manpower planning: Manpower Planning which is also called as Human Resource

Planning consists of putting right number of people, right kind of people at the right place,
right time, doing the right things for which they are suited for the achievement of goals of
the organization. Human Resource Planning has got an important place in the arena of
industrialization. Human Resource Planning has to be a systems approach and is carried out
in a set procedure. The procedure is as follows:

 Analysing the current manpower inventory

 Making future manpower forecasts
 Developing employment programmes
 Design training programmes

2. Recruitment And Selection

The first point of contact for applicants, potential candidates and prospective employees is HR's
recruitment and selection area. Therefore, making a good impression on job seekers is essential if
you want to become an employer of choice, or a place where people want to work. Best practices for
recruitment and selection include streamlining the hiring process through tools such as applicant
tracking systems and communicating with applicants and candidates about the selection process.
Best practices like these prevent a company from earning a reputation for keeping job seekers in the
dark, unaware of their status in the hiring process.

3. Training And Development

Training and development is vital part of the human resource development. It is assuming ever
important role in wake of the advancement of technology which has resulted in ever increasing
competition, rise in customer’s expectation of quality and service and a subsequent need to lower
costs. It is also become more important globally in order to prepare workers for new jobs. In the
29
current write up, we will focus more on the emerging need of training and development, its
implications upon individuals and the employers.

Performance Appraisal is the systematic evaluation of the performance of employees and to

understand the abilities of a person for further growth and development. Performance appraisal is
generally done in systematic ways which are as follows:

 The supervisors measure the pay of employees and compare it with targets and plans.
 The supervisor analyses the factors behind work performances of employees.
 The employers are in position to guide the employees for a better performance.

4. Promotion, Transfer and Demotion: Promotion in terms of career refers to the

advancement of employees rank or position in a hierarchical structure. A transfer refers to
lateral movement of employees within the same grade from one job to another. Demotion is
a compulsory reduction in an employee’s rank or job title within the organizational
hierarchy of a company, public service department or other body.

5. Administration selection: Administration selection is a part of nearly every public and

private organization. It is a set of rules or system of rules that govern the procedures for
managing an organization. These procedures are meant to establish efficiency, consistency,
responsibility and accountability.

6. Grievance handling: A grievance is any dissatisfaction or feeling of injustice having a

connection with one’s employment situations which is brought to the attention of
management. Grievances are complaints that have been formally registered in accordance
with the grievance procedure. A grievance is any dissatisfaction or feeling of injustice in the
connection with one’s employment situation that is brought to the attention of management.

7. Welfare activities: Welfare means faring or doing well. It is a comprehensive term and
refers to the physical, mental, moral and emotional well being of an individual. The term
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 welfare is a relative concept relative in time and space. A comprehensive list of welfare
activities is given by moorthy in his monumental work on labor welfare, 2 welfare
measures: Welfare measures inside the work place and welfare measures outside the
workplace.

8. Kaizen suggestion: A kaizen refers to activities that improve all functions and involve all
employees from the CEO to the assembly line workers. It also applies to processes such as
purchasing and logistics that cross organizational boundaries into the supply chain. It has
been applied into healthcare, psychotherapy, life-coaching, government, banking, and other
industries.

2.11 Hr Practices Of Sas

HR Practices of SAS cover the following:

1. Recruitment And Selection

The first point of contact for applicants, potential candidates and prospective employees is HR's
recruitment and selection area. Therefore, making a good impression on job seekers is essential if
you want to become an employer of choice, or a place where people want to work. Best practices for
recruitment and selection include streamlining the hiring process through tools such as applicant
tracking systems and communicating with applicants and candidates about the selection process.
Best practices like these prevent a company from earning a reputation for keeping job seekers in the
dark, unaware of their status in the hiring process.

2. Training And Development

Training and development is vital part of the human resource development. It is assuming ever
important role in wake of the advancement of technology which has resulted in ever increasing
competition, rise in customer’s expectation of quality and service and a subsequent need to lower
costs. It is also become more important globally in order to prepare workers for new jobs. In the

31
current write up, we will focus more on the emerging need of training and development, its
implications upon individuals and the employers.
3. Employee Retention
Employee compensation and benefits may be the most important area for best practices. According
to data published in February 2010 by outsource provider and consulting company Ceridian,
companies spent just over one-third of their total budget on human resources. Almost 70 percent of
that amount is for salaries, and a little less than 30 percent is allotted to benefits. Being an employer
of choice doesn't mean your company pays the highest wages or that it offers the trendiest benefits,
though.

4. Performance Management
Of all the HR disciplines, the employee relations discipline has the broadest reach. Human resources
leaders generally have a common goal--to strengthen the employer-employee relationship. An
effective way to strengthen the relationship is through a well-constructed performance management
system. Employees need feedback. They need to understand their employers' expectations, and
employers have an obligation to provide employees with the tools necessary to achieve high
performance.

5. Health and Wellness

Ideas that employers can use in their wellness programs are as varied as the employees in an
employer’s workforce. It may take some trial and error to find the ones that create an enthusiastic
response and achieve high levels of participation. Some successful programs have included one or
more of the following:

2.12 Innovative Practices In Hr Areas

 Recruitment and selection: 
(i) Diversity among employees: Ex – army man to former school teacher in the workforce. 
(ii) For recruitment they expect the person has to be comfortable with technology and be
optimistic about the future. “Like someone who you would find interesting on a long train
32
 journey”. The company’s recruitment process ensures that it gets the people edge it needs.
There is a battery of wiring tests, interviews are rigorous, not in the sense of being a stress
interview, but interviewers try and go deep into what makes the candidate tick. Then the
detailed feedback on the candidate is given to an independent team in charge of hiring. The
company’s credo is to hire someone who is better than you.

 Learning and development: When employees join the company, they have to interact with
functionaries in other regions who assume that the new person in knows the internal systems.
Often the new employee is unfamiliar with the systems and is at sea. The Welcome gateway
lists certain universal systems of the company and helps them get familiar with such things.
A stand – out feature is that if this checklist remains incomplete it sends an automatic notice
to the manager responsible for the employee.
Company follows a training policy to have seven days of training every year is mandatory
for all employees, even this chairman and the directors.

 Rewards and recognition:

1. Smart Work and Smart Reward:

It directed towards improving employees productivity. It rewards those who complete

tasks in fewer working hours than stipulated.” The reward process is well defined and

transparent. It has helped in ensuring better work – life balance.

2. Promotion within

 Career planning:Career Success Centre:

An online portal and a one – stop shop for all career related resources. The portal helps
employees plan and develop their careers according to business needs

 Compensation and benefits:

1.Paternity leave
2. Extra three months maternity leave at half the salary leave
33
 3. No attendance monitoring
4. unlimited sick leave
5. equal privileges for employees across levels: employees at all levels travel in the same
class, stay in similar hotels, work out of standard cubicles, log in their own leave.

 Performance management:
1. 360 degree feedback system
2. “Performance Task Force”: A cross functional team constitutes 20 members and this force
keeps track of what needs to be plugged, and what seems to be working. It goes back to HR
every six months to deliver feedback.

 Leadership and development:

1. Food for thought:
Inviting employees in groups to chat with Managing director over lunch in an informal
environment on various issues and topics.
2. Succession planning
3. Employee empowerment

 Organization structure:

1.The companies allow the employees to shift jobs if they wish to, across its different
functions.

2. Skits: The companies are asking the employees to devise skits to dramatize its values,

design screen savers and even create mascots themed on the values, they would much rather

hunker down and design some more.

34
 CHAPTER III

COMPANY PROFILE

3.1 History

The founder and MD of the company Mr. Mirza an MBA from Paris with working experience in the
countries like, France, Germany, Italy & Canada studied the gap between the buyer (Indian
Companies)and seller(International supplier) in Indian market into the pharmaceutical industry.
Hence decided to launch a company to fill this gap by creating a trading house along with a
Warehouse at Hyderabad International Airport.
 
The companies major business is into to trading and warehousing of Rare and Research chemicals
used in the new drug discoveries and for research for AIDS & Cancer research.
They stock product at the warehouse from different companies around the world. The current stocks
is worth 2,25,000.00 USD.
They have a team of professional managing marketing, Sales and Support of about 40-50people.
Average age of employee is 30-40yrs
Office timing are 10 am to 7 pm Monday to Friday weekend off

3.2 Mission

SASMission is to deliver a logistical and legal platform to foreign pharmaceutical & Trading
companies, providing them with a legal and infrastructure base to conduct business in India and
worldwide.

3.3 Vision

SAS vision isto conduct customs-related operations quickly and efficiently, rendering
maximum support to our partners.

3.4 Objectives
35
  To provide the products according to the budget of the customers.
 To build good relation with the customers.
 To retain the customers and to attract potential customers.
 To maintain good relation with suppliers

3.5 Introduction

SAS is the largest leading authorized distributor and stockist for chemicals, glassware,
surgicals & instruments. We stock and supply wide range of chemical products including laboratory
chemicals, analytical reagents, HPLC and DRY solvents. It now operates as an importer, Exporter
and wholesale distributor of high quality pharmaceutical products. It offers its clients a full spectrum
of services including customs bonded warehouses and specialized storage facilities for
pharmaceuticals, customs brokerage, logistics and delivery of medical supplies across the
World,sas provides a common, shared logistical platform for worldwide producers/Traders, while
also ensuring the legal basis for carrying out business in India and worldwide. It is an independent
enterprise, with interests and activities that do not depend on government bodies. As an Indian legal
entity, the company is capable of carrying out all types of business operations, including
participation in bids and tenders for the supply of pharmaceutical products under government
contracts.

SAS can smoothly cooperate with its Indian partners, taking into account all the peculiarities of
market relations in india .The company built a state-of-the-art warehouse and later extended its
storage facilities to meet the specific logistical requirements of pharmaceutical companies.
Today, SAS operates as a 3PL provider delivering a full range of services to its customers, including
customs clearance, declarations of quality conformity, bonded storage and pharmaceutical
warehousing and acts as an importer and wholesale distributor for manufacturers of high quality
pharmaceuticals market Given its vast experience, the company has become a crucial link in the
pharmaceutical products supply chain, connecting the Russian pharmaceutical market with Western
manufacturers.SASprovides the highest level of services and offers a personalized approach to its
customers.

Custom Bounded Warehouse

In order to ensure and guarantee the quality of pharmaceutical products throughout the supply chain
from the International producer to the final customer, SAS built its own customs bonded warehouse,
36
which fully complied with international GDP standards and storage requirements for licensed
pharmaceutical websites .The customs bonded warehouse provides benefits to both Indian
customers and foreign manufacturers in terms of optimizing the flow of goods, minimizing costs
associated with VAT and customs duties, as well as mitigating credit risks. This is achieved through
customs clearance of goods in the quantities required for expected sales.
The bonded warehouse can also be used to consolidate goods and optimize the costs of logistics
abroad. It is especially important for manufacturers with geographically distributed production units
and for local partners purchasing pharmaceutical products from different suppliers. A customs
bonded warehouse operates in strict compliance with Indian customs laws. Itis included as the
registered company engaged in foreign trade.

SAS is a long time member of Export Promotion Council Introduction of the electronic declaration
system has reduced Customs clearance times. The optimal movement of goods to and from the
warehouse is ensured, which is crucial for maintaining inventories, required temperature condition
and the preservation of products .Specialists performing customs clearance of goods have the skills
and experience required to enable it to conduct customs-related operations quickly and efficiently,
rendering maximum support to our partners.

3.6 Products & Services

(±)-2-PHENYLBUTYRIC ACID 

(±)-2-PHENYLPROPIONIC ACID 

(1S)-1-PHENYL-1,2,3,4-TETRAHYDROISOQUINOLINE 

(2S)-BORNANE-10,2-SULTAM 

(3S)-3-METHYLMORPHOLINE 

(4-METHOXYBENZYL)HYDRAZINE DIHYDROCHLORIDE

37
(E)-2-(AMINOMETHYL)-N,N-DIETHYL-1-PHENYLCYCLOPROPANECARBOXAMIDE
HYDROCHLORIDE 

(IR,2R)-(+)-1,2-DIPHENYLETHYLENEDIAMINE 

(IS)-(+)-10-CAMPHORSULFONIC ACID 

(IS,2S)-(+)-1,2-DIPHENYLETHYLENEDIAMINE 

(R)-(-)-4-PHENYL-2-OXAZOLIDINONE 

(R)-(+)-1-PHENYLETHYLAMINE 

(R)-4-BENZYL-2-OXAZOLIDINONE 

(R,R)-(-)-1,2-DIAMINOCYCLOHEXANE 

(S)-(-)-1-PHENYLETHYLAMINE 

(S)-(+)-4-PHENYL-2-OXAZOLIDIONE 

(S)-(+)-EPICHLOROHYDRIN 

(S)-1-BOC-2-ETHYLPIPERAZINE 

(S)-2,5-DIHYDRO-3,6-DIMETHOXY-2-ISOPROPYLPYRAZINE 

(TRIISOPROPYLSILY)ACETYLENE 

(TRIISOPROPYLSILYL)ACETYLENE 

(TRIMETHYLSILYL)ACETYLENE 

38
1-(2,2,2-TRIFLUOROACETYL)-3-AZETIDINECARBOXYLIC ACID 

1-(2,3-DICHLOROPHENYL)PIPERAZINE MONOHYDROCHLORIDE 

1-(2-AMINOPHENYL)ETHAN-1-ONE 

1-(2-CHLOROETHYL)PIPERIDINE HYDROCHLORIDE 

1-(2-HYDROXYETHYL)PIPERAZINE 

1-(2-METHOXYPHENYL)PIPERAZINE HYDROBROMIDE 

1-(4-CHLOROPHENYL)PIPERAZINE DIHYDROCHLORIDE 

1-(4-HYDROXY-3-METHOXYPHENYL)PROPAN-1-ONE 

1-(6-BROMOPYRID-3-YL)ETHANONE 

1-(AZETIDIN-3-YL)-3,3-DIFLUOROPYRROLIDINE DITRIFLUOROACETATE 

1-(AZETIDIN-3-YL)-4-FLUORO-PIPERIDINE DITRIFLUOROACETATE 

1-(AZETIDIN-3-YL)PIPERIDIN-4-OL DI-TRIFLUOROACETATE 

1-(CHLORO-1-PYRROLIDINYLMETHYLENE)PYRROL 

1-(N-METHOXYCARBONYL)INDOLE-2-BORONIC ACID 

1-(PHENYLSULFONYL)-2-INDOLEBORONIC ACID 

3.7 Turnover:

39
2013-14 turnover is of 3.14 Cr

2014-15 turnover is of 4.28 Cr

2015-16 turnovers is of 5.50 Cr

3.8 Major supplier from China

 
1.       ARK Pharma

2.       Bide Pharmaceuticals

3.       Nanjing Chemlin

4.       IS Pharm

5.       I Chemical Technology

Major Clients in India

1.       Dr. Reddy’s Lab

2.       Lupin Pharmaceuticals

3.       EI Dupont India Pvt Ltd

4.       Syngenta Inc

5.       GVK Biosciences

6.       Biological E Ltd

40
3.9 Company’s Structure

3.10 Achievements

Awarded young entrepreneur by GMR group in the year 2014.

41
42
43
 A. RECRUITMENT AND SELECTION

1. satisfied with the external recruitment sources performed in your organization

TABLE 4.1 External recruitment satisfaction

OPTIONS NO. OF RESPONDENTS PERCENTAGE

Highly satisfied 15 30
Satisfied 22 44
Neither satisfied nor dissatisfied 7 14
Partial dissatisfied 4 8
Fully dissatisfied 2 4
Total 50 100%

GRAPH 4.1 External Recruitment Satisfaction

50
45 44
40
35
30 30
25
20
15 14
10 8
5 4
0

Data Analysis & Interpretation: from the above graph and table it can be interpreted that , 30% of
respondents are highly satisfied, 44% are satisfied, 14% are neither satisfied nor dissatisfied, 8% are
partially dissatisfied and 4% are fully dissatisfied. Majority of employees are satisfied with the
external sources of recruitment.

44
2. Are you satisfied with the financial reward offered to you after hiring?

TABLE 4.2 Financial reward satisfaction

OPTIONS NO. OF RESPONDENTS PERCENTAGE

Highly satisfied 27 54
Satisfied 15 30
Neither satisfied nor 3 6
dissatisfied
Partial dissatisfied 3 6
Fully dissatisfied 2 4
Total 50 100%

GRAPH 4.2 Financial reward satisfaction

60
54
50

40
30
30

20

10 6 6
4
0
Highly satisfied Satisfied Neither satisfied nor Partial dissatisfied Fully dissatisfied
dissatisfied

Data Analysis & Interpretation: from the above graph and table it can be interpreted that,
54% of respondents are highly satisfied, 30% are satisfied, 6% are neither satisfied nor
dissatisfied, 6% are partially dissatisfied and 4% are fully dissatisfied. Majority of the
employees are highly satisfied with the financial reward.

45
3. Are you satisfied with the background checks conduct for employees?

TABLE 4.3 Background checks satisfaction

OPTIONS NO. OF RESPONDENTS PERCENTAGE

Highly satisfied 16 32
Satisfied 21 42
Neither satisfied nor 7 14
dissatisfied
Partial dissatisfied 3 6
Fully dissatisfied 3 6
Total 50 100%

GRAPH 4.3 Background checks satisfaction

45
42
40
35 32
30
25
20
15 14
10 6
6
5
0
Highly satisfied Satisfied Neither satisfied Partial dissatisfied Fully dissatisfied
nor dissatisfied

Data Analysis & Interpretation: from the above graph and table it can be interpreted that,
32% respondents are highly satisfied, 42% are satisfied, 14% are neither satisfied nor
dissatisfied, 6% are partially dissatisfied and 6% are fully dissatisfied. Majority of the
employees are satisfied with the background checks.

46
 4. Are you satisfied with the monetary limits given to you for the expenses?

TABLE 4.4 Monetary limits satisfaction

OPTIONS NO. OF RESPONDENTS PERCENTAGE

Highly satisfied 25 50
Satisfied 16 32
Neither satisfied nor 7 14
dissatisfied
Partial dissatisfied 2 4
Fully dissatisfied - -
Total 50 100%

GRAPH 4.4 Monetary limits satisfaction

60
50
50

40
32
30

14
20

4
10

0
Highly satisfied Satisfied Neither satisfied Partial dissatisfied Fully dissatisfied
nor dissatisfied

Data Analysis & Interpretation: from the above graph and table it can be interpreted that, 50%
respondents are highly satisfied, 32% are satisfied, 14% are neither satisfied nor dissatisfied and 4%
are partially dissatisfied. Majority of the employees are highly satisfied with the monetary limits for
the expesnes.

47
A. INDUCTION

1. The induction programme of your organization is informal type

TABLE 4.5 Induction programme

OPTIONS NO. OF RESPONDENTS PERCENTAGE

Highly satisfied 10 20
Satisfied 15 30
Neither satisfied nor 21 42
dissatisfied
Partial dissatisfied 2 4

Fully dissatisfied 2 4
Total 50 100%

GRAPH 4.5 Induction programme

45 42
40
35 30
30
25 20
20
15
10 4
5 4
0
Highly satisfied Satisfied Neither satisfied Partial dissatisfied Fully dissatisfied
nor dissatisfied

Data Analysis & Interpretation: from the above graph and table it can be interpreted that, 20%
respondents are highly satisfied, 30% are satisfied, 42% are neither satisfied nor dissatisfied, 4% are
partially dissatisfied and 4% are fully dissatisfied. Majority of the employees are neither satisfied
nor dissatisfied with the induction program being informal.
48
2. The induction of your organization covers organizational structure and policies

TABLE 4.6 Induction of the organiztion

OPTIONS NO. OF RESPONDENTS PERCENTAGE

Highly satisfied 37 74
Satisfied 9 18
Neither satisfied nor 2 4
dissatisfied
Partial dissatisfied 2 4
Highly dissatisfied - -
Total 50 100%

GRAPH 4.6 Induction of the organiztion

80
74
70

60

50

40

30 18

20 4 4
10

0
Highly satisfied Satisfied Neither satisfied Partial dissatisfied Fully dissatisfied
nor dissatisfied

Data Analysis & Interpretation: from the above graph and table it can be interpreted
that 74% respondents are highly satisfied, 18% are satisfied, 4% are neither satisfied nor
dissatisfied and 4% are partially dissatisfied. Majority of the employees are highly
satisfied with the induction of the organization.

49
B. TRAINNIG AND DEVELOPMENT
1. For employee performance is the training need analyzed in your organization

TABLE 4.7 Training need of employee

OPTIONS NO. OF RESPONDENTS PERCENTAGE

Highly satisfied 40 80
Satisfied 6 12
Neither satisfied nor 4 8
dissatisfied

Partial dissatisfied - -
Fully dissatisfied - -
Total 50 100%

GRAPH 4.7 Training need of employee

90
80
80
70
60
50
40
30
20 12
8
10
0
Highly satisfied Satisfied Neither satisfied Partial dissatisfied Fully dissatisfied
nor dissatisfied

Data Analysis & Interpretation: from the above graph and table it can be interpreted that, 80%
respondents are highly satisfied, 12% are satisfied and 8% are neither satisfied nor dissatisfied.
Majority of the employees are highly satisfied with performance being training need of employee.

50
2. Are you satisfied with the classroom method adopted by your organization to train the
employees?

TABLE 4.8 Classroom method

OPTIONS NO. OF RESPONDENTS PERCENTAGE

Highly satisfied 18 36
Satisfied 22 44
Neither satisfied nor 7 14
dissatisfied
Partial dissatisfied 3 6
Fully dissatisfied - -
Total 50 100%

GRAPH 4.8 Classroom method

50
44
45
40 36
35
30
25
20 14
15 6
10
5
0
Highly satisfied Satisfied Neither satisfied Partial dissatisfied Fully dissatified
nor dissatisfied

Data Analysis & Interpretation: from the above graph and table it can be interpreted that,
36% respondents are highly satisfied, 44% are satisfied, 14% are neither satisfied nor
dissatisfied and 6% are partially dissatisfied. Majority of the employees are satisfied with the
classroom method adopted by organization.
51
3. Effectiveness of training program in your organization is evaluated by observing the post
training performance of employees?

TABLE 4.9 Evaluation of post training performance

OPTIONS NO. OF RESPONDENTS PERCENTAGE

Highly satisfied 35 70
Satisfied 13 26
Neither satisfied nor 1 2
dissatisfied
Partial dissatisfied -
Fully dissatisfied 1 2
Total 50 100%

GRAPH 4.9 Evaluation of post training performance

80
70
70
60
50
40
26
30
20
10 2 2
0
Highly satisfied Satisfied Neither satisfied Partial dissatisfied Fully dissatisfied
nor dissatisfied

Data Analysis & Interpretation: from the above graph and table it can be interpreted that,
69% respondents are Highly satisfied, 26% are satisfied, 2% are neither satisfied nor
dissatisfied and 2% are fully dissatisfied. Majority of the employees are highly satisfied with
the evaluation of post training performance.

52
C. PERFORMANCE APPRAISAL
1. Are you satisfied with the balance scorecard method?

TABLE 4.10 Balance scorecard method

OPTIONS NO. OF RESPONDENTS PERCENTAGE

Highly satisfied 3 6
Satisfied 19 38
Neither satisfied nor 24 48
dissatisfied
Partial dissatisfied 2 4
Fully dissatisfied 2 4
Total 50 100%

GRAPH 4.10 Balance scorecard method

60

48
50
38
40

30

20
6
4 4
10

0
Highly satisfied Satisfied Neither satisfied Partial dissatisfied Fully dissatisfied
nor dissatisfied

Data Analysis & Interpretation: from the above graph and table it can be interpreted that 6%
respondents are Highly satisfied, 38% are satisfied, 48% are neither satisfied nor dissatisfied, 4%
are partially dissatisfied and 4% are fully dissatisfied. Majority of the employees are neither satisfied
nor dissatisfied with the balance scorecard method.
53
2. Are you satisfied with the feedback given to you by organization?

TABLE 4.11 Feedback satisfaction

OPTIONS NO. OF RESPONDENTS PERCENTAGE

Highly satisfied 44 88
Satisfied
Neither satisfied nor 4 8
dissatisfied
Partial dissatisfied 1 2
Fully dissatisfied 1 2
Total 50 100%

GRAPH 4.11 Feedback satisfaction

100
88
90
80
70
60
50
40
30
20 8
2 2
10
0
Highly satisfied Satisfied Neither satisfied Partial dissatisfied Fully dissatisfied
nor dissatisfied

Data Analysis & Interpretation: from the above graph and table it can be interpreted that
88% respondents are highly satisfied, 8% are neither satisfied nor dissatisfied, 2% are
partially dissatisfied and 2% are fully dissatisfied. Majority of the employees are highly
satisfied with the feedback provided by the organization.

54
D. CAREER PROGRESSION

1. Are you satisfied with the mentor system followed for career progression?

TABLE 4.12 Mentor system satisfaction

OPTIONS NO. OF RESPONDENTS PERCENTAGE

Highly satisfied 27 54
Satisfied 11 22
Neither satisfied nor 10 20
dissatisfied
Partial dissatisfied 2 4
Fully dissatisfied - -
Total 50 100%

GRAPH 4.12 Mentor system satisfaction

60
54
50

40

30 22
20
20

4
10

0
Highly satisfied Satisified Neither satisfied Partial dissatisfied Fully dissatisfied
nor dissatisfied

Data Analysis & Interpretation: from the above graph and table it can be interpreted that, 54%
respondents are highly satisfied, 22% are satisfied, 19% are neither satisfied nor dissatisfied, 4% are
partially dissatisfied. Majority of the employees are highly satisfied with the mentor system.

55
 2. Are you satisfied with the competence analysis and feedback from Manager?

TABLE 4.13 Competence analysis and feedback satisfaction

OPTIONS NO. OF RESPONDENTS PERCENTAGE

Highly satisfied 22 44
Satisfied 9 18
Neither satisfied nor 16 32
dissatisfied
Partial dissatisfied 1 2
Fully dissatisfied 2 4
Total 50 100%

GRAPH 4.13 Competence analysis and feedback satisfaction

50
45 44
40
35 32
30
25 18
20
15
2 4
10
5
0
Highly satisfied Satisfied Neither satisfied Partial dissatisfied Fully dissatisfied
nor dissatisfied

Data Analysis & Interpretation: from the above graph and table it can be interpreted
that, 44% respondents are highly satisfied, 18% are satisfied, 32% are neither satisfied
nor dissatisfied, 2% are partially dissatisfied and 4% are fully dissatisfied. Majority of
the employees are highly satisfied with the competence analysis and feedback provided
by manager.

56
E. REWARDS AND RECOGNITION

1. Are you satisfied with the monetary rewards?

TABLE 4.14 Monetary rewards satisfaction

OPTIONS NO. OF RESPONDENTS PERCENTAGE

Highly satisfied 5 10
Satisfied 12 24
Neither satisfied nor 16 32
dissatisfied
Partial dissatisfied 14 28
Fully dissatisfied 3 6
Total 50 100%

GRAPH 4.14 Monetary rewards satisfaction

35
32
30 28
25 24
20
15
10
6
5 10
0

Data Analysis & Interpretation: from the above graph and table it can be interpreted that
10% respondents are highly satisfied, 24% are satisfied, 32% are neither satisfied nor

57
 dissatisfied, 28% are partially dissatisfied and 6% are fully dissatisfied. Majority of the
employees are neither satisfied nor dissatisfied with the monetary rewards.
F. COMMUNICATION AND DECISION MAKING PROCESS

1. Are you satisfied with the informal communication pattern?

TABLE 4.15 Informal communication satisfaction

OPTIONS NO. OF RESPONDENTS PERCENTAGE

Highly satisfied 31 64
Satisfied 14 28
Neither satisfied nor 2 4
dissatisfied
Partial dissatisfied - -
Fully dissatisfied 2 4
Total 50 100%

GRAPH 4.15 Informal communication satisfaction

70
64
60

50

40
28
30

20

10 4 4
0
Highly satisfied Satisfied Neither satisfied Partial dissatisfied Fully dissatisfied
nor dissatisfied

Data Analysis & Interpretation: from the above graph and table it can be interpreted that, 64%
respondents are highly satisfied, 28% are satisfied, 4% are neither satisfied nor dissatisfied and 4%
are fully dissatisfied. Majority of the employees are highly satisfied with the informal
communication pattern.
58
 2. Are you satisfied with the opinion survey and Department meeting?

TABLE 4.16 Opinion survey and department meeting satisfaction

OPTIONS NO. OF RESPONDENTS PERCENTAGE

Highly satisfied 20 40
Satisfied 14 28
Neither satisfied nor 6 12
dissatisfied
Partial dissatisfied 10 20
Fully dissatisfied - -
Total 50 100%

GRAPH 4.16 Opinion survey and department meeting satisfaction

45
40
40

35
28
30

25
20
20
12
15

10

0
Highly satisfied Satisfied Neither satisfied Partial dissatisfied Fully dissatisfied
nor dissatisfied

Data Analysis & Interpretation: from the above graph and table it can be interpreted that 40%
respondents are highly satisfied, 28% are satisfied, 12% are neither satisfied nor dissatisfied and
20% are partially dissatisfied. Majority of the employees are satisfied with the opinion survey and
department meeting.

59
 CHAPTER V

FINDINGS, RECOMMENDATIONS, CONCLUSION &

LIMITATIONS

5.1 Findings

1. The practice grooms every individual to realize his potential in all facets while contributing to
attain higher organizational and personal goals.

2. Majority of employees are satisfied from the external recruitment sources performed in the
organization.

3. Majority of employees are satisfied with the financial rewards offered to them

4.Majority of employees are satisfied with the background checks conducted for the employees .

5. Majority of employees are satisfied with the monetary benefits provided to them.

6. Employees are fully satisfied with the induction programme.

7. Employees do not receive the appropriate recognition and rewards for their contributions and
accomplishments.

8. Employees feel that they are not paid fairly for the contribution they make to company’s success.

9. Majority of employees are satisfied with the training conducted after performance appraisal.

10.Employees are highly satisfied with the mentor system provided to them for career progression.

60
5.2 Recommendations

1. The performance appraisal of employee should on the basis of 360 degree feedback or 180 degree
feedback method.

2. The organization should focus on mentor system intend to help employees in their career
progression.

3. The organization should conduct Psychometric test for employees during recruitment and
selection process.

4. Company should give the appropriate recognition for the contributions and accomplishment made
by the employees.

5.3 Conclusion

The practices of the company provide facilities for all round growth of individuals by training in-
house and outside the organization, reorientation, lateral mobility and self-development through
self-motivation. The practice builds teams and foster team-work as the primary instrument in all
activities. Majority of the employees are highly satisfied with the financial rewards, monetary limits
that are provided for their expenses, evaluation of post training performance and feedback given by
organization.

5.4 Limitations
1. The study is limited to 50 employees.
2. There was limitation of employee’s perception while collecting the data as different
employee carried different moods.

61