Chapter 1

Introduction to the topic

Knowledge management has become a factor that ensures success of the organizations and the
stability of their businesses. Especially today’s 21st century, organizations are opposing to stay
competitive. They must know how to execute & use knowledge management in successful ways.
Knowledge had to be used in the organizational course in order to achieve sustainable
competitive advantage. Knowledge management also creates modernism and idea that are unique
from others. Knowledge management has become a main key to create client value. This had led
to the thought of knowledge as strategic source for organizations. Knowledge management
acquires the knowledge from both inside and outside of the organizations, translates them into
strategies, applies them within organization and protects them.

1.1 Knowledge:
What is knowledge? The answer to this question is not so simple. The word “knowledge” is
normally used in many different meaning (consciousness, familiarity, sympathetic,
comprehension, experience, etc.). To define knowledge, we can use the fact that knowledge is
always knowledge of something, has its object, and knowledge of someone, and has its subject.
The object of knowledge is convinced sequence of symbol that describe elements and matters of
the real world. We usually call this sequence of symbols “data”. The subject of knowledge is a
source of knowledge (he/she/it creates, broadcast and mediate knowledge) or a receiver
of knowledge (he/she/it acquires and use knowledge).
The subject of knowledge is able to reveal his/her/its knowledge in some way. One of the
possible ways of signifying one’s own knowledge is to create and use purpose-built stores of
data that we usually call “database”. A typical subject of knowledge is a human being that
creates and uses various databases in various forms such as documents, periodicals, books,
painting, picture, multimedia presentations, computer systems and also in one's own memory.

1.2 Knowledge Management:

Knowledge management is process of creating, allocation, using and running the knowledge and
information of an organization. It refers to multidisciplinary approach to achieving
organizational goals by making the best use of knowledge.
Knowledge management attempt typically focus on organizational objective such as improved
performance, competitive advantage, modernism, the sharing of lesson learned, mixing and
continuous improvement of the organization. This effort go beyond with organizational learning
and may be eminent from that by a greater focus on the management of knowledge as strategic
asset and on hopeful the sharing of knowledge. Knowledge management is an enabler of
organizational learning.
Many large companies, public institutions and non-profit organization have resource enthusiastic
to internal KM effort, often as a part of their business strategy, IT, or human resource
management department. Several consulting company provide recommendation regarding KM to
these organization.
Knowledge can be of two types, they are tacit and explicit. Tacit knowledge is what people carry
in their mind and we find it difficult to right of entry. Explicit knowledge on the other hand, is
what is documented or codifies and can be transferred easily to other. The process, procedures,
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journals, manual, drawing or any such artifacts come under category of explicit knowledge.
There are times when we are not ourselves aware of the knowledge we hold and also how
valuable it can turn out to be if shared with other. The relocate of tacit knowledge mainly
happens through personal contact and trust. But this is considered to be valuable as it is
considered as a resourceful input when it comes to innovation.
Webster (1961) define knowledge as clear and positive perception of something – the act, the
fact, the state of understanding. Knowledge involves both knowing how, which is generally more
tacit knowledge, and knowing about, which is more explicit knowledge. To put it in other words,
knowledge is fundamentally an understanding of information and their connected patterns.
Therefore, the author believes that knowledge and information are different entities and these
two constructs should not be equated in both letter as well as spirit. Equating information and
knowledge over simply and even confounds the already debatable division among biologists,
cognitive psychologists, sociologists, and organizational researchers regarding data, information
and knowledge. But at the same time, information should be careful as building blocks of
knowledge which in turn is used for creation of knowledge in the organizational lives.
Knowledge as a construct seems to be an unseen entity and at the same time it drives the bottom
line of an organization. The value of knowledge is enlarged when it had a key purpose and
focuses on mission, central part values and strategic priorities. Knowledge assets, like money or
equipment, exist and are worth educating only in the context of the strategy used to apply them.
Knowledge management is a official directed process of formative what information a company
had that could benefit others and then devising ways to making it easily available to all
concerned. Therefore, the steps in this process include how knowledge is captured, evaluated,
cleansed, stored, provided, and used. It is also to be asserted that unluckily very few
organizations handle explicit and tacit knowledge successfully; exceptions are learning
organizations which are skilled at creating, acquiring and transferring knowledge and at
modifying their behavior to reflect new knowledge and insights.
Knowledge management is a process that facilitates knowledge sharing and establishes learning
as nonstop process within an organization. Therefore, knowledge management and learning go
hand in hand in organizations. Davenport et al. (1998) define knowledge management as process
of collection, distribution and efficient use of the knowledge resource during an organization.
O’Dell and Grayson (1998) believes knowledge management is a strategy to be developed in a
firm to ensure that knowledge reaches the right people at the right time, and that these people
should share and use information to recover upon the organization’s performance. In the same
way, Bounfour (2003) define knowledge management as set of procedure, infrastructures,
technical and managerial utensils, designed toward creating, sharing and leveraging information
and knowledge within and around organizations. It is in this circumstance that the author
believed that the management of knowledge is nothing but budgeting education at an
organizational level which could be used by an organization and its members for self-renewal. In
other words, for knowledge creation and management to take place, organizational learning had
to come first.

1.3 Knowledge Management in Organisations:

Organizations focus a lot on the detain of both tacit and explicit types of knowledge. According
to Harman and Brelade (2007): Knowledge management is the achievement & use of resources
to create an environment in which information is reachable to individual and in which
individuals acquire, share and use that information to develop their own knowledge and are
expectant and enabled to apply their knowledge for the benefit of the organization. This stream is
ahead a lot of focus and attention as organizations have realized the power and importance of
knowledge capture.
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1.4 Roots of Knowledge capture in Organisations:

Business
Transformation

Knowledge
Intellectual Innovation
Managemen
assets/capital
t

Knowledge based
system

Fig. 1.1 Source: Murali.A, Krsihnakumar.S (2013)

Intellectual Property & Innovation: Intellectual Property (IP) refers to any inventive idea on
which the owner or creator has restricted authority or copyright. IP is mainly captured by means
of file a patent or a disclosure. Organization tremendously encourage filing of patents mainly
because of the truth that these patents and disclosures serve as rich gold mine of ideas which can
be later productized by these organizations. Many leading organization in the world like IBM,
Microsoft etc file thousands of patents every year. These patents are filed by the organizations
based on the innovativeness of the idea, business value to the organization and support for the
presented business product line of the organization. Many organizations reward a vast sum of
money to the employees who filed patents in an attempt to swallow innovative culture in the
organizations.
Business conversion /Merger & Acquisition: Business transformation involves major change
in the business strategy of organization in order to line up itself to a changing market condition.
This can be achieved in one of the following ways:

1) Change the existing product line

2) Adding up/delete products from the existing product line
3) Acquiring other organization in an effort to either kill competition or add a new product line.
This is referred to as acquisition which had become a very common occurrence for
organizations. After acquisition, the acquired organization need to be complex with the processes
and the put into practice of the parent organization and this is referred to as merger. During
mergers and acquisition, the parent organization gains right to use to a rich wealth of information
about the processes and practice of the acquired organization.

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Knowledge-based systems: Artificial intelligence and Expert systems are another source of
knowledge capture for organization. Artificial intelligence is an attempt to swallow intelligence
to a machine or computer artificially using programming in order to impersonate the capabilities
of human expert. This is typically used in area or domains where availability of skill or expertise
is very limited.

1.5 HR Practices:
HRM practices have been defined in several aspects. Schuler and Jackson (1987) define HRM
practices as system that attracts, develops, motivates, and retains employees to ensure the
effective completion and the survival of the organization and its members. Besides, HRM
practices is also conceptualized as a set of inside consistent policies and practices designed and
implemented to ensure that a firm’s human capital donate to the achievement of its business
objectives. Likewise, Minbaeva (2005) viewed HRM practice a set of practices used by
organization to manage human resource through facilitating the development of competencies
that are firm exact, produce complex social relation and generate organization knowledge to
continue competitive advantage. Against this backdrop, we conclude that HRM practices relate
to specific practices, formal policies, and philosophies that are designed to attract, develop,
motivate, and retain employees who ensure the effective implementation and survival of
organization.

1.6 What Constitutes HR Practices:

Any practice that deal with attractive competencies, satisfaction, promise and culture building
can be considered an HR practice. The practice can take the form of system, a process, an
activity, a norm, rule, or just a way of doing things. Good Human Resource practices to make a
difference in the implementation of the organization. Good Human Resource practices are those
that contribute to one or more of three C’s: Competencies, Commitment and Culture. They need
to be recognized and implemented cost-effectively, reviewing and revising them time to time to
enhance their effectiveness and suitability. (Rao, 1999)

HR Practices can play three major roles, these roles are:

i. Build the serious organizational capabilities
ii. Enhance the employee satisfaction
iii. Improve the customer and shareholders satisfaction
Good HR practices do make a difference in working efficiency of the organization. They
enhance the inner capabilities of an organization to deal with current or future challenge to be
faced by an organization. Good Human Resource practices also promote the well being of
employees of the organization. The promise and motivation built through good Human Resource
practices can lead to hard work and can have very good influence on the organization. This
system, comprising of good HR practices can create sustainable and lasting capability of the
organization to manage itself within and face external challenge.
HR Practices include:

• HR Planning
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 • Recruitment & Selection
• Induction
• Training & Development
• Performance Appraisal
• Career Planning
• Fringe Benefits
• Reward & Recognition
• Welfare Activities as per Statutory Requirement

• Safety, Health and Environment Policy

• Suggestions Scheme
• Promotion & Transfers
• Exit Policy
HR Practices has a ongoing and significant influence on the working output of the employee.
The best practices in the industry should handle with challenge such as an increasing number of
employees, making new working environments, cultures, reformation and the enveloping and
often deleterious effects of technology. The changing Practices in Human Resources will useful
to the organization, as it will reduce the expenses on the employee while increase his
productivity. Therefore it is expected for HR managers to implement these changes effectively
for the betterment of the organization. By implementing some of the innovative HR practices, the
quality of internal organizational processes improves considerably.
There is no single best practice in HR which suit all the organization. Each firm has a
characteristic HR system that is strange to that organization itself. ”Best practices" in HR are
different and changing for different. What is best for one company may not best for another.
"Best practice" is not set of distinct actions but an approach to organizational management.
HR management is no longer engaged in simply filling vacancies; rather they are required to
partner with business leaders to make sure that the HR process and practices are aligned towards
the company growth & productivity. Using human resources successfully in order to give the
company competitive advantage and completing the set targets are some of its priorities.
Organizations need to be more competitive and productive for rapid growth. This want highly
skilled and motivated workforce, with a minimum turnover. The companies are facing new
challenge each day and it is experimental that increasing number of companies all over the world
are implementing their innovative HR practices with greater emphasis on their human resource
well being to increasing productivity and achieve the mission and vision of the organizations .
Leading Indian organization are also recognize that efforts to increase productivity and growth
must attractive the skills of the human resource. Organizations need to be match HR policies and
practices with long-term business strategies and goals required to face competition, and generate
employee pledge and satisfaction in the employees. Firms need to be design long-term strategies
to retain their work force. This could be achieved through more and greater investment by firms
on training and growth of their work force. It will be make the employee more happy and
committed as they will be feel that the organization belongs to them. Many organizations need to
be changing their philosophy to regarding people as assets rather than costs.
Most organizations are trying to cope up with new business reality by redesigning their
organizational structure and process and changing their focus on people management. The
provisions under WTO and connected political, economic, and social factors are propelling
changes and define the contours of the 21st Century organizations.

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During the last ten years many organizations have managed significant increases in the output
area by leveraging a range of systems and technology improvement, strategies aimed at cutting
costs and increasing outputs. In many organizations these efforts have been technologically and
bottom-line driven using increased mechanization and robotics, business process reengineering,
downsizing, shifting manufacturing operations offshore and outsourcing other manufacturing and
service delivery functions. Now many organizations are looking to improving their productivity
and competitive advantage through their people.
Systematic HR Planning must be conniving on all the levels of the organization. Human resource
Planning is essentially the process of receiving the right number of qualified people into the right
job at the right time so that an organization can meet the set objective.
Faced with intensify and complex competitive pressure, firms have closely examined their
organizational structures, and especially how they organize employment. This change of focus to
the human side of the business has necessitate the implementation of continuous improvement
HR programs.

1.7 Human Resource Management and Knowledge Management:

The core business of the HR function is to give confidence the employees in accordance with the
business strategy, select and hire people, train and develop the staff, evaluate their performance,
reward them and create a culture of learning. The next section towards to these issues, and focus
upon their role in attractive Knowledge Management.

1.8 Knowledge Management and HR Strategies:

Hansen, et al (1999) argues that there are two strategies for managing knowledge. They term
these strategies codification and personalization. The former defines to the codification of
explicit knowledge that is formal and objective and can be express in words, numbers and
specifications. Such knowledge tends to be collected in databases where it can be accessed and
used willingly by anyone in the company. Such organizations encourage a lot investing in ICT
for projects like intranets, data warehousing and data mining, knowledge mapping (identifying
where the knowledge is located in the firm) and electronic libraries. This increases effectiveness

and growth. The re-use of knowledge saves work, reduces communications costs and allows a
company to take on more projects. It is thus closely related to unfair learning, which tends to
refine existing capabilities and technologies, forcing through standardization and reutilization
and is risk-averse. Personalization defines to personal development of tacit knowledge

that is depend on insights, intuition and personal skills for solving complex problems. Such
knowledge is shared through direct person-to-person contacts. Dialogues, learning histories and
communities of practice are among the techniques that have to be used in succession to facilitate
tacit knowledge sharing. It is depend on the reason of expert economics, i.e. it is provide mainly
to solve unique problems, where rich, tacit personal knowledge is needed, such as in strategy
consulting. Personalization and explorative learning are related, where explorative learning is
associated with complex search, basic research, innovation, risk-taking and more relaxed
controls. The stress is on flexibility, investment in learning and the creation of new

capabilities.

In the modern business environment, the competitive position of companies is influenced by its
capability to create new knowledge which in turn results in the creation of a competitive
advantage. Organizational learning is an integrative feature of most companies although not all
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of them are able to use it for the creation of better and efficient performance. Organizational
knowledge and knowledge management are consistent and both are widely depend on human
resources.

It is claimed that better learning organizations create an organizational environment that

combines organizational learning with knowledge management. Whereas organizational learning
is mainly concerned with the regularly generation of new knowledge. Knowledge management is
primarily centered on the formalization, storage, sharing and distribution and co-ordination of
presented knowledge assets throughout the organization. An inbuilt feature of both is the sharing
of ideas to generate and develop new knowledge, enhanced by favorable organizational
structures and culture and supported by effective knowledge management systems.

Although human resource management can be approached in various aspects, the fact remains
that it has to do with the employees. On the other hand the role and importance of human
resources in knowledge management is undescribed.

A few ways for human resource management to influence knowledge management are usually
mentioned:

• Help to create an open culture in which the values and norms highlight the
importance of sharing knowledge.
• Generate a climate of commitment and trust.
• Advise on the design and development of organizations which facilitates knowledge
sharing through networks and communities of practice (groups of people who shares
common concerns about aspects of their work), and teamwork.
• Advise on resourcing policies and existing resourcing services which ensure that
valued employees who can donate to knowledge creation and sharing, developing are
attracted and retained.
• Advise on various ways of inspiring people to share knowledge and rewarding those
who do so.
• Help in the development of performance management processes which focus on the
development and sharing of knowledge.
• Create processes of organizational and individual learning which will generate and

assist in disseminate knowledge.

• Locate up and organize workshops, conferences, seminars and symposia which
enhance knowledge to be shared on a person-to-person basis.
• In combination with IT, develop systems for capture and, as far as possible, codifying
explicit and tacit knowledge.

• Encourage the cause of knowledge management with senior managers to encourage

them to apply leadership and support knowledge management initiatives.

1.9 Human Resource Practices and Knowledge Management:

According to Edvardsson knowledge-oriented human resource practices can improve firms’
knowledge sharing processes through two different methods:

• Firstly, firms can use such human resource management practices which can provide a
basis for acquiring and encouraging firms employees.

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 • Secondly, firms can use such sorts of HUMAN RESOURCE MANAGEMENT practices
for generating an organizational culture that support the knowledge capture, transfer, and
use.

Chen and Huang stated that HRM practices and policies are the main sources by which
organizations can pressure on the individuals’ behaviors, attitudes, and skills. In this fast-
growing environment, where transferring of information resources or knowledge transfer

processes are measured as competitive advantage. Trust plays an important role in the transfer of
knowledge or flow of information. Trust could adapt the relationship between HRM practices
and employees’ knowledge sharing. In particular, it arise confirmation that employee
commitment moderates the relationship between HRM practices and knowledge sharing. This
new planned relationship could increase employees’ abilities and motivation to learn and create a
knowledge culture that will foster the concept of sharing.

HR practices can produce an environment wherein employees can interact and which is
favorable to care for relationships among organization members as HRM cannot put pressure on
employees to interrelate and develop relationship. Knowledge sharing can be refers as exchange
of ideas and knowledge between employees, social contact environment, sharing of experiences
and skills in the department and organization. There can a relationship between knowledge
management and human resources of an organization. All employee’s knowledge ability to learn,
their motivation to learn and share their knowledge with their age group is related to the firm’s
capacity to generate new knowledge.

1.10 Integration of Human Resource Functions and KM:

A proper knowledge management system could be developed by capable human resources. The
method in which amount is use on knowledge management system should be based on the
purpose related to it. Knowledge management should be frame in such a way that it is required to
face the real problems in the organization. Identifying the problems and rectifying the errors is
more important than deciding the tools to be used to solve it. Scholars have defined that
knowledge is dependent on people and that HRM issues, such as recruitment and selection,
education and development, performance management, pay and reward, as well as the creation of
a learning culture are essential for managing knowledge within firms.

1.11 Role of HR in KM:

Knowledge management provides an incorporated approach to identifying, capturing, retrieving,

sharing, and evaluating an enterprise information assets. These information assets can contain
databases, documents, policies, and procedures as well as tacit expertise and experience resident
in individual workers. The resource leaning view of the firm suggests that organizations will

need to be combine distinctive, sustainable and superior assets, including sources of knowledge
and information. Balancing competencies in leadership and human resource management and
development to fully understand the value of their knowledge. Issues in HRM include how

organizations should be prearranged to promote knowledge generation and mobilization, and

how to develop a culture and set of HRM policies and practices that improve knowledge and
leverage it to meet strategic objectives. There are quite a few roles that can be played by HR in
developing knowledge management system. This can take the view that in the knowledge
economy, organizations will need HRM that is characterize by a new set of roles that can be
assist in generating and sustaining organizational capabilities. These new HRM roles are those of
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human capital keeper, knowledge catalyst, relationship builder, and rapid operation specialist.
KM has the capacity to mostly broaden the role of the HRM professional:

• HRM helps the organization to clear the purpose of the knowledge management
system. Investing in a knowledge management plan without a clear sense of purpose is
like investing in any luxurious camera that has far more capabilities than you need to take
good pictures of family and friends. Too often, organizations hold technologies to solve
problems before they've even identified the problems they are trying to face. Then, once
they realize the error, they find it tough to discard the original solution and difficult to
collect the resources needed to invest in a solution to the real problem. Effectively border
the knowledge management issue, before deciding on a course of action, is a basic
precondition for success.
• HRM is a knowledge catalyst HRM must ensures arrangement among an organization's
mission, statement of ethics, and policies: These should all be directed regarding creating
an environment of sharing and providing knowledge with full understanding of the
competitive penalty. HRM must nurture a culture that enhance to getting the right
information to the right people at the right time.
• HRM is an knowledge creator HRM should also create the ultimate employee
experience. That is, by transferring tacit knowledge into explicit knowledge through
education, organizations must build employee skills, competencies, and careers,
generating worktable strength. This combines the established training and development
and better coordination in responsibilities of HRM with the new responsibilities of human
capital warden: using all of the organization's resources to create strategic capability.
Organization’s new staff orientation, which pressurizes the firm's mission, values, and
history, is an example of this process of making tacit knowledge more visible.

Introduction to the company:

Surya Roshni Limited ( formerly Prakash Surya Roshni limited) :-

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 It is an Indian multinational Fans, Steel, Lighting, LED and PVC Pipes manufacturing company
headquartered in Delhi, India. Surya exports its products over 44 countries and has a turnover
close to Rs. 4,000 crore(US$650 Million).

Surya Roshni Limited was established by B D Agarwal in 1973 as a tube making unit. Today it
also manufactures LEDs, Lighting, PVC Fans.

Manufacturing Plants:

Surya Roshni's Steel division is called Surya Steel Pipes with steel manufacturing plants
in Bhuj (Gujarat), Gwalior (Madhya Pradesh) and its primary steel plan
in Bahadurgarh, Haryana. Surya started Commercial Production on 1 March 2017 at their new
steel pipe plant with an investment of 70cr at Hindupur Industrial area, Dist Anantapur, which is
100 km away from Bangalore.[4] Surya's lighting plant is in Kashipur,
Uttarakhand[5] and Gwalior (Madhya Pradesh)
Chairman

Mr. J.P. Agarwal

With the right associates, partners, technology and commitment, we at Surya, have shaped every
venture into a success and this fills me up with immense pride, not just for this organization but,
for everyone associated with it. It is indeed an honor to lead one of the leading Lighting & Steel
Pipe Companies in India as its Chairman.
Driven by dynamism and empowered by dedicated performance, we at Surya Group, offer
energy efficient and environment-friendly products because it is our belief that responsible
growth also emanates from being a credible corporate.
Since our inception, our consistent efforts were directed towards the strengthening of the
corporate governance so that we can challenge our limits at every step and make our foundation
stronger than ever, envisioning a brighter future as it unfolds.

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Vision:
Committed towards a better tomorrow.
“To be a largest global enterprise which delivers optimized solutions to its consumers, suppliers
and profit to its stakeholders. To introduce innovative products that provide the best lighting &
electrical solutions and technology for markets across the world”.
Mission:
Energizing lives and beyond.
To be a global leader by consistently exceeding the consumer demands, upgrading technology,
making quality products, building long-term relationships with all our customers, partners,
associates, and employees.

Managing Director:

Mr. B. Raju

Surya, a dream that was envisioned by Mr. Agarwal has over the years taken a colossal stature
and it is one my greatest achievements to be the one with the responsibility of taking forward this
vision to newer heights of success.
Each and every one of us at Surya is driven by a burning ambition of making a difference to
every life we touch all across the world. We do this with not only innovation and superior
technology, but also, with the best of lighting and electrical solutions that one can get.

About Surya Roshni Limited:

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Amidst the journey from a subtle beginning to spearheading the technological revolution in the
21st century, Surya has exceedingly come a long way from being just another steel tube making
unit back in 1973. Today, Surya Group has emerged into a colossal of over Rs. 5,000 Crore (US$
800 million) Indian manufacturing company, exporting products to over 50 countries across the
globe. It has manifested, not just a strong brand image, but also an irreplaceable mark onto the
minds and consideration of customers.
In the year 1984, Surya’s lighting division was initiated with the dream of ‘Lighting Every City
Every Home’. Three decades down the line, it is appraised as one of the leading brands in the
Lighting industry. The LED technology has opened up a new frontier and is potentially
acknowledged as the future of lighting technology. At Surya, we not only understand the
significance of this fact, but also ensure that the LEDs manufactured by us are energy efficient
with extremely lower maintenance cost and comes with the facilitation of a remarkable life span.
All these factors add to the advantages of LED lighting that will ensure that the revolution in the
lighting industry is propelled forward.
All the Surya LED products are specially manufactured in-house at the fully integrated plants in
Kashipur (Uttarakhand) and Gwalior (M.P), supported by Surya Technology & Innovation
Centre (STIC) at Noida – an advance state-of-the-art lighting laboratory and research centre with
the specific focus on energy-efficient lighting products such as LED and its luminaires. This
ensures the production of only the best cutting-edge products at all times.
With ISO 9001:2008, ISO 14001:2004 & OHSAS 18001:2007 certifications under its belt, and
products that are accredited with an international performance of safety standards, Surya stands
tall on its commitment to deliver eco-friendly and quality products. Surya is also known for
being one of the most trusted and preferred brands with various Govt. departments, institutions
and international buyers. With strong dedication and utmost quality of products, Surya has
attained a CAGR (Compound Annual Growth Rate) of 14.14% for total Lighting, Fans &
Appliances in the last 5 years.
One of the potential market leaders in the Steel Tube industry in India, Surya manufactures steel
pipe products for agriculture, infrastructure, oil & gas and construction sectors, out of which the
products for oil & gas sector are approved by API (American Petroleum Institute).
Surya has carved a niche of its own by advancing in a very commendable manner in other
segments such as Fans & Home Appliances. Driving towards a bright future with government
initiatives like building smart cities across India and also with increasing popularity and
structural shift towards LEDs, Surya is all set to rise like a rainbow in the spectrum.
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Products manufactured in Surya Roshni Limited:
1. Lighting: It includes LED lamps, CFL, solar lighting series, Roadway lighting series etc;
all sorts of lighting facilities. Total Lighting Solution is what we are aiming for at Surya.
With our state-of-the-art facilities we ensure that at every step of manufacturing all our
products are comprehensively checked for an impressive lifespan and energy saving
quality along with lower maintenance cost factor. To ensure the most cutting-edge
products at all times, all the Surya LED products are manufactured in-house at the fully
integrated plants in Kashipur (Uttarakhand) and Gwalior (M.P), supported by Surya
Technology & Innovation Centre (STIC) at Noida – an advanced state-of-the-art lighting
laboratory and research center with specific focus on LED.

2.Steel pipes: Surya over four decades stands as a very robust brand in steel pipes and it is one
of India’s largest GI pipe manufacturers. The Bahadurgarh plant has a capacity of producing
2,25,000 MT of ERW pipes and 1,15,000 of CR sheets per annum. The Malanpur (Gwalior)
plant has a capacity of producing 1,50,000 MT of ERW pipes per annum.
Surya Global Steel Tubes Ltd., an ultra-modern manufacturing plant located in Bhuj, Gujarat and
operating under the parent brand Surya Group, spreads over an enormous area of 100 acres.
Located just by the national highway at the Bhuvad village (Anjar) in Kutch, within a close
proximity to the Kandla/Mundra port, this plant has a capacity of producing ERW pipes with
2,30,000 MT and Spiral pipes of 60,000 MT per annum. Spiral Welded pipes are manufactured
here that comes in the range of 18” to 100” with a maximum wall thickness of 1” (25.4mm)
conforming to API/ASTM specifications.
Along with that, the under commissioned Steel Pipe plant at Hindupur (A.P) for manufacturing
of ERW Black and GI pipes with proposed production capacity of 90,000 MT per annum is also
progressing ahead of schedule and commercial production is expected to be in the FY 16-17.
With this, we will be able to further leverage and strengthen the presence of the company in the
premium markets of South India as we will be able to ensure substantial savings by minimizing
logistic costs.

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 3. Home Appliances: At Surya, we use technology and innovation to make life simpler.
Form and function interweave themselves into a seamless solutions cluster in Surya’s
range of Home Appliances, which is the delight for every value-conscious
homemaker. The Indian-specific home appliances range of Surya includes Mixer
Grinder, Juicer Mixer Grinder, Dry Iron, Steam Iron, Induction Cooktop, Sandwich
Maker, Pop-Up Toaster, Storage Water Heater, Instant Water Heater, Immersion
Water Heater, Air Cooler, Oil Filled Radiator, Heat Convector, Halogen Heater and
Quartz Heater. With Surya’s range of home appliances, we promise a complete peace
of mind, by managing your home in the easiest, simplest and smartest way possible.

4. PVC pipes: Surya, a name that’s synonymous with quality and innovation is also one
of the leading PVC Plastic Pipe Manufacturers in India. Manufactured in state-of-the-
art plant which has been introduced all the way from Europe, we ensure to produce
the highest quality plastic pipes along with our endeavor for continuous product
excellence.
With a specially developed high-performance piping system that’s user-friendly,
simple and easy to fit along with the plethora of outstanding features that assures
long-term performance and low maintenance cost, we strive to meet the growing
needs of our valued customers in water management and housing sectors.

14
 5. Fans: Surya entered the fans category in mid- 2012 and since then, has never looked
back. Innovative designs and maximum energy savings being the key feature, Surya
has successfully delivered quality to its customers. From exhaust fans to keep your
bathroom free from odor to ceiling fans that adds a touch of style and elegance to
your room. Our variety of fans suits the multiple and dynamic needs, whether it’s the
Disney characters or BLDC Fans we have got it covered for you! With Surya the
breeze is just a switch away.

Knowledge Management and Human Resource Practices in Surya

Kn ow l ed ge Man agemen t :

When you look at where your organizational struggles are coming from, consider this: are
departmental silo fragmenting your work environment? Moving quickly can mean growing
where you need it, when you need it, resulting in a fragmented workplace. With separate
departments focused solely on their given roles — be it sales, marketing, customer support, IT,
or any other number of responsibilities — communication and knowledge sharing can feel
impossible.

A knowledge management strategy is a plan of action that outlines how your organization will
manage company information, data, and knowledge to improve your productivity and
efficiencies. The most successful of these strategies are closely aligned with individual
department and company-wide objectives.

15
 Co mmon Prac ti ces of Inf ormati on a n d Kn ow l ed ge Man age men t S tra tegi es

When setting out to form a comprehensive knowledge management strategy, every organization
is unique. There are, however, common practices that span organizations and industries,
including:

• Increasing awareness and understanding of knowledge management in your company

• Identifying potential benefits to build a use case for your organization
• Attracting resources for implementation
• Communicating best practices
• Providing a communicable plan about where your organization is now, where you want to be,
how knowledge management will get you there, and how you will measure that

Knowledge Management Strategies used in Surya Roshni Limited

Although culture eats strategy for breakfast, defining a strategy is a requirement for implementing
a successful knowledge management (KM) program. From Implementing a Successful KM
Program, the first three steps to follow for starting a KM program are:

1. Create a Top 3 Objectives List of challenges and opportunities which your KM program will
address. These objectives align business direction with program goals.

2. Provide 9 Answers to questions about people, process, and technology. This information
defines who will participate, which processes will be required, and how tools will support the
people and processes.

3. Define the KM Strategy for your KM program. These are specific steps which will be taken
to implement the program, thus translating the Top 3 Objectives into action.

For each of the Top 3 Objectives, list the specific actions which can be readily communicated to
the organization. This will allow everyone to understand exactly what will be done, what they are
expected to do, and what’s in it for them.

There are ten basic categories of KM strategy: motivate, network, supply, analyze, codify,
disseminate, demand, act, invent, and augment. Use these as a guide for formulating your list of

16
actions.

1. Motivate

To enable knowledge-related actions, it is usually necessary to provide incentives and rewards to

your targeted users to encourage the desired behaviors. Often, the first step will be a management
of change program to align the culture and values of the organization to knowledge management.
Setting goals and measurements which individuals and managers must achieve is also important.
And establishing formal incentives and rewards will reinforce the goals and measurements.

Examples include town hall and coffee talk sessions conducted by senior leaders, notes from
senior leaders to employees who contribute reusable content, standardized performance goals,
monthly progress reports, and awards for those who set the best example of sharing their
knowledge.

2. Network

A fundamental way for knowledge to be shared is through direct contact between people.
Connecting to others who can provide assistance or who can benefit from knowledge sharing is a
powerful way to leverage each person’s individual knowledge. Communicating across
organizational silos allows good ideas to be exchanged between groups who might otherwise be
unaware of each other. Collaborating within communities allows the members to learn together,
which is enabled by community events, threaded discussions, and team spaces.

Building and expanding social networks creates valuable links between individuals and groups.
Emerging social software supports these networks through adding friends, identifying shared
interests, and tagging resources.

Conversations between people are the basis of building trust, gaining insights, and sparking new
ideas. Storytelling ignites action, builds trust, instills values, fosters collaboration, and transmits
understanding. The World Café method “helps us appreciate the importance and connectedness of
the informal webs of conversation and social learning through which we discover shared meaning,
access collective intelligence, and bring forth the future.”

3. Supply

There must be a supply of knowledge in order for it to be reused. Supply-side knowledge

management includes collecting documents and files, capturing information and work products,
and storing these forms of explicit knowledge in repositories. Tacit knowledge can also be
captured and converted to explicit knowledge by recording conversations and presentations,
writing down what people do and say, and collecting stories.

Examples of supply strategies include project databases, skills inventories, and document
repositories. The content which is captured represents the raw materials. These can then be
analyzed, codified, disseminated, queried, searched for, retrieved, and reused.

17
4. Analyze

Once there is a supply of captured knowledge, it is then possible to analyze it so that it can be
applied in useful ways. Before drawing any conclusions from what has been collected, the content
should be scoured to verify that it is valid. Confidential data may need to be scrubbed, or the
content may need to be further secured. Lengthy documents may need to be summarized,
encapsulated, or condensed.

5. Codify

After collected knowledge has been analyzed, it can be codified to produce standard
methodologies, reusable material, and repeatable processes. Data can be consolidated, content can
be collated, and processes can be integrated to yield improved business results.

Codifying knowledge also involves establishing the value of intellectual property, adding
metadata to documents stored in repositories so that they can be easily found, and tagging content
so that users can discover useful views, connections, and collections.

Examples include designating documents as standard templates, identifying processes and proven
practices, and producing a catalogue of official methods. Refining knowledge after it has been
captured so that it can more readily be reused renders it in a more valuable state.

6. Disseminate

Even if captured knowledge has been analyzed and codified, it will not be of value unless
potential users are aware of its availability. Thus, its existence must be disseminated, both widely
to inform all potential users and narrowly to inform targeted consumers.

Examples of knowledge dissemination strategies include providing customized notifications of

new or changed content, weekly newsletters featuring new submissions to repositories, and a KM
corner on the organization’s home intranet page listing the top 10 most-reused documents for the
current month. Monthly podcasts featuring interviews with thought leaders, weekly con calls
featuring conversations about lessons learned, and email messages sharing proven practices are
also good ways of increasing awareness.

7. Demand

Demand is the other side of supply. It involves searching for people and content, retrieving
information, asking questions, and submitting queries.

Demand-driven knowledge management takes advantage of networks, supply, analysis and

codification. It is stimulated by dissemination and enabled by making it easy to find resources.

18
Examples of demand strategies are expertise locators, ask the expert processes, and search
engines. User assistance and knowledge help desks can help connect supply and demand by
answering questions, providing support, and searching for content. Specific tools and techniques
which enable demand for knowledge include e-learning systems, threaded discussions,
and Appreciative Inquiry.

8. Act

Peter Drucker is widely quoted as saying “The knowledge that we consider knowledge proves
itself in action. What we now mean by knowledge is information in action, information focused
on results.” The payoff for motivating, networking, supplying, analyzing, codifying,
disseminating, and demanding knowledge is results through action.

Incorporating knowledge into routine workflow and utilizing processes and procedures can be
done as a result of codification. Disseminating what has been learned allows it to be applied to
new situations. Responding to requests, answering questions, and using and reusing content are
actions which result from demand.

9. Invent

A special kind of action is invention. Creating new products and services, coming up with new
ideas to try out, and developing innovative methods and processes can help transform an
organization, industry, or a nation.

Generating new sources of customer demand, stimulating personal and organizational growth, and
rethinking the existing rules of the road can help an organization develop, thrive, and endure.
Failure to do so may lead to stagnation, decay, or death.

Knowledge management can help trigger the imagination by providing a continually replenished
source of ideas and experiences. People help bring out the best ideas in each other through their
interaction as a part of networks. Publishing white papers stimulates creative thinking. Analyzing
collected knowledge reveals patterns and opportunities for new developments.

10. Augment

Cognitive computing can simulate human thought processes and mimic the way the human brain
works, addressing complex situations that are characterized by ambiguity and uncertainty.
Artificial intelligence can perform operations analogous to learning and decision making in
humans. Intelligent personal assistants can recognize voice commands and queries, respond with
information, or take desired actions quickly, efficiently, and effectively.

Using these approaches can enhance the capabilities of humans by augmenting their powers of
observation, analysis, decision making, processing, and responding to other people and to routine
or challenging situations. Cognitive computing tools such as IBM Watson, artificial intelligence
tools such as expert systems, and intelligent personal assistant tools such as Amazon Echo, Apple

19
Siri, Google Now, and Microsoft Cortana can be used to extend the ability of humans to
understand, decide, act, learn, and avoid problems.

Human Resource Practices in Surya Roshni Limited

The first question is: what are HR best practices?

Best practices are a set of Human Resources Management processes and actions that work
universally. In HRM research, there are two schools of thought on how to manage people. The
first one is best fit, the second is best practices.
• The best fit school states that in order to add value, human resource policies should align
with business strategy. This means that HR should focus on both the needs of the
organization and the ones of its employees.
• The best practice school argues that there is a set of universal HR processes that lead to
superior business performance. According to its proponents, there are certain bundles of
HR activities that support companies in reaching a competitive advantage regardless of
the organizational setting or industry (Redman & Wilkinson, 2009).
Seven HR practices in Surya Roshni Limited
The 7 Human Resource best practices presented below have been proposed by Jeffrey Pfeffer.
Pfeffer wrote two books on this topic:

• Competitive Advantage through People (1994), and

• The Human Equation: Building Profits by Putting People First (1998)
In these books, he proposes a set of best practices that can increase a company’s profit. When
these best practices are combined (or bundled), their impact is even more profound.

These are adopted by Surya Roshni Limited; practices are:

1. Employment security
2. Selective hiring
3. Self-managed and effective teams
4. Contingent compensation
5. Extensive training
6. Reduction of status difference
7. Information sharing
1. Employment Security
The first Human Resource best practice used in Surya Roshni Limited is employment security.
There is a social contract between the organization and its employees. The organization asks
employees to work, commit to the organization, and offer up their ideas.

Employees will only do this if they get something in return, like employment security. It enables
employees to go home and provide for themselves and their families. This concept of security is
essential and underpins almost everything HR does. Employment security also benefits
organizations because it helps them retain their people. When employees are laid off, for
example, it’s usually the organization that pays the price. They are the ones who have invested in
the selection, training, and development of these employees. This is a costly process. If the

20
organization doesn’t work on retaining its people, they are more likely to leave and work for the
competition

2. Selective hiring
The second HR best practice adopted by Surya Roshni Limited is selective hiring. This enables
an organization to bring in employees who add value.

Research shows that the difference in performance between an average performer and a high
performer can be as high as 400%! This holds true for different industries and job types,
including researchers, entertainers, and athletes.

Bringing in the right people is, therefore, a key to building a competitive advantage.

In today’s digital world, there are a lot of different recruitment tools we can use to make the right
selection. More and more companies vigorously keep track of their recruitment metrics to see
how well they are doing in this regard.

You can’t just hire anyone; you want people who are fit for the job. Companies do their utmost
best to hire exceptional people because they add the most value to the business.

Commonly used selection instruments in Surya Roshni Limited are structured and unstructured
interviews, IQ tests, personality assessments, work tests, peer assessments, and reference checks.
These (pre-employment) assessments are used to uncover three key candidate characteristics.

1. Ability
is the person able to do the job? Does the person have the right technical and soft skills?
Is the person smart enough to do the job well?
2. Trainability
can we train this person to improve his/her skills? Has the person the aptitude to learn
and keep developing?
3. Commitment
will the person commit to his/her work and to the organization? Will we be able to retain
this person once he/she is up to speed and fully productive?
3. Self-managed and effective teams
We all know that teamwork is crucial in achieving goals. High-performance teams are crucial for
any company when it comes to achieving success.

Teams provide value because they consist of people who are and think differently but are
working towards a common goal. This means that different ideas are generated to help achieve
the goal. These ideas are then processed and combined, resulting in the best ones being selected.

The best teams are cognitively diverse and psychologically safe. This means that team members
can generate ideas that are different while feeling comfortable bringing these up and discussing
them.

21
Creating and nurturing high-performance teams is one of HRs key responsibilities. Belbin’s
Team Role Inventory is a commonly used tool for team creation and cooperation.
Individual personality assessments are also often used as they help to understand how other team
members think and behave. Understanding these processes is one of the main responsibilities of
a manager. This is the reason why a lot of management courses focus on it.

There are different tools that facilitate teamwork. Examples include communication software,
feedback tools, project management tools, and other task and goal setting software. These can
facilitate communication and help teams be more efficient.

4. Contingent compensation
Contingent compensation is the fourth Human Resource best practice in Surya Roshni Limited. It
has everything to do with compensation and benefits.

First of all, if you hire the right people, you want to compensate them above average. These are
the people that will add the most value to your company so you want to retain them and pay
them fairly. This is an example that shows how different best practices work together to provide
more value than they would alone, in this case, selective hiring, contingent compensation, and
employment security.

As an organization, you want to specifically retain your “Criticals”. They are people with unique
skills (i.e. hard to replace) who are very valuable to the business. That’s why senior managers,
most of which fit this category, are often offered these benefits.

5. Extensive training
This HR best practice states that companies should invest heavily in training time and budget for
its employees.

After recruiting the best people, you need to ensure that they remain the frontrunners in the field.
This has become even more relevant today as the rate at which technology is developing is
growing exponentially. This is where learning and development come in.

22
How do we create an organization in which the rate of learning matches the pace of change?
Learning has become a way to stay innovative, grow faster, and sustain a competitive advantage.

.The next generation of workers is actively looking for development opportunities and sees these
as a way to grow in their profession. Not offering these opportunities is related to higher levels of
employee turnover.

6. Reduction of status difference

This best practice in HR is rooted in the egalitarian practices of Japanese management. Although
we just saw that some employees are more critical than others for the organization’s success, this
shouldn’t be communicated in such a way. Every employee is a valuable member of the
organization and should be treated as such.

In Japanese organizations, this is expressed with common canteens, company uniforms, and
similar sickness and holiday entitlement. Such an egalitarian culture shows that everyone
deserves equal respect and could help in promoting the sharing of ideas.

7. Sharing information
Information sharing is essential. This is an area where a lot of large companies struggle: How do
you keep track of who knows what, so you know where to go to with your questions?

According to Pfeffer, there are two reasons why information sharing is so important.

Firstly, open communication about strategy, financials, and operations creates a culture in which
people feel they are trusted. It truly involves employees in the business. As an additional effect,
it discourages hear-say and negative informal chatter.

Secondly, if you want your people to share their ideas, they need to have an informed
understanding of what’s going on in the business.

23
Being informed about the business is also something that employees often mention as something
they find important in attitude surveys, as well as having a chance to contribute to and influence
decisions affecting their working life.

24
Chapter 2
Literature Review
Source1: Journal of Knowledge Management.
Article: Focus on the enhancement of Knowledge Management.
Author: Christina Ling- Hsing Chang (2016)
Knowledge management, distant from being a management craze, is broad, multi-dimensional
and covers most methods of the enterprise’s activities. To be competitive and victorious,
experience defines that enterprises must create and maintain a balanced intellectual capital
portfolio. They need setting broad priorities and integrate the goals of managing intellectual
capital and the matching effective knowledge processes. This requires well-organized
Knowledge Management. With knowledge as the major driving force behind the economics of
ideas, we can expect that the importance on knowledge creation, development, organization and
power will continue to be the prime focus for improving society. Everyday disappointment with
past management initiatives have forced managers to obtain new understandings of the
underlying but complex mechanisms – such as knowledge – that govern enterprise efficiency and
present-day markets.
The purpose of the study is to focus on the enhancement of knowledge management (KM)
performance and the relationship between organizational culture and KM process intention
of individuals because of the diversity of organizational cultures (which include results -
oriented, tightly controlled, job-oriented, closed system and professional-oriented cultures).
Knowledge is a primary resource in organizations. If firms are able to effectively manage
their knowledge resources, then a wide range of benefits can be reaped such as improved
corporate efficiency, effectiveness, innovation and customer service. . Our final goal is the
development of a meta model that not only places the field on a more sure-footed intellectual
basis, but also helps to equip it with more successful tools for practitioners.
Source2: Industrial Management and Data Systems.
Article: Knowledge Management as a separate field of work.
Author: Chin Fu Ho et al., (2017)
The middle point of this article is that knowledge management is the chart is knowledge
management. It seems clear that knowledge management as a separate field of work is now and
has always been entrenched in the individual and his or her behavior. With the formalization of
this field, attention has shift upward in the Map towards the systems and structures that support
the generation, transfer, application and re-invention of knowledge in a company. Much of this
movement has been occasion by the information technologies that facilitate one-to-one, one-to-
many, and many-to-one communication. It also imply that successful KM programs are
conceptualized as process-based rather than fixed structures. The Map appears to be a helpful
idea of the types of activities required in different areas and at different levels. One program of
work is address its scholarly basics while another is testing the usefulness and applicability of the
Map with working managers. Our final goal is the development of a meta model not only places
the field on a more sure-footed intellectual basis, but also helps to equip it with more successful
tools for practitioners. . As a result, efforts taken to improve knowledge management efficiency
in the manufacturing firms will be practical in ornamental the organizational innovation
performance. Performance evaluation, on the other hand, was found to have both direct and
indirect effect on managerial innovation, but not on product improvement and process
innovation. One of the possible explanation may due to organizational innovation is usually done
25
within a shorter period of time since secretarial processes and systems can be adjusted according
to the needs of the organization. Hence, reaction obtained from performance appraisal activities,
usually conducted at least once annually can help organization further improve administrative
process.

Source3: International Journal Bank of Marketing.

Article: Nature of KM has significant implication for the development of HRM strategy and its
linked functions due to invasive nature of knowledge within an organization
Author: Aditi Sarkar Sengupta et at., (2015)
The dual example nature of KM has significant implication for the development of HRM
strategy and its linked functions due to invasive nature of knowledge within an organization. It is
primary that HRM practitioners demonstrate an awareness of the probable impact of the dual
paradigm nature of KM and HRM strategy and functions. This alertness of the scope of KM
provides HRM practitioners with opportunities to build linkage and relationships between overall
business strategy, KM approach, and HRM strategy. Since the interface between overall
strategy, KM strategy and HRM strategy are often the location of competing ideologies, or the
site where contradictory discourses smash together, without an understanding and awareness of
the delicate relationship between various strategic initiatives, overall organizational performance
may be seriously delayed. Developing an consciousness of the tension and stresses that may
result at the connection of competing discourses, and encouraging a dialogue based on
understanding and awareness of these processes can certainly and value.
Source4: Medscape.
Article: The results of this study reveal a detailed, analytical model of HR’s impact on
profitability.
Author: Maria R. Shirey(2017)
The measures of HR practices were established to be highly reliable. In addition, these measures
were assessed prior to the later performance actions, thus providing a crumb more weight to the
(albeit not perfect) drawing of underlying inferences. The study also confirmed the relationships
between both HR practices and organizational commitment, with a number of operational and
financial performance measures. Finally, the unique nature of the company deliberate enabled us
to control for a number of sources of unconnected variance that would survive in cross-company,
and particularly cross-industry, studies to provide a much cleaner test of the impact HR has on
financial performance. The results exposed that HR practices were strongly related to
organizational pledge. While the observed relationship’s dependence on cross-sectional data
precludes making any causal attributions, it is important to note that using disconnect samples
for each of the two measures eliminates common method variance as an clarification. It should
also be noted that using employees as the source of the HR practice actions ensures that the
measure represents the actual practices rather than the espouse policies of the business.
Performance has to be appraising on a continuous foundation and be transparent. A regular
feedback should be a inspiration for them to improve for the better. Those who performed well to
acquire more knowledge, expand skill or create new ideas should be award more compare to
others. The narrative ideas created has to be shared for developing into an innovative and
positive feature for the future. A fair and inspirational rewards, both monetary and non
monetary, can allow them to reach the height of performance.

26
 Training and development programmers help to get better and improve the existing knowledge,
skills and ability. These will result in competitive advantage for the organization. The support
and serious control from the top level management is another important measure for the proper
completion of knowledge management. The role of knowledge facilitators is wide and should put
together well with the function of human resource management.
Source5: International Journal of Digital Earth.
Article: Classification of knowledge.
Author: Galup et al (2016)

Knowledge is classified into following tiers: individual, facts, influence, solutions and
innovation. The study found that knowledge management system is still only as good as the
excellence of knowledge. The personal knowledge class consisting of the two tiers, the
individual tier and the innovation tier, creates new knowledge. The codified tiers of facts,
influence and solutions are the set of software solutions responsible for codified knowledge
storage space and knowledge mixing. The 5TKMH includes all of the types of KM identified in
the literature, provides a tool for evaluating the KM effort in a firm, identifies the relationships
between knowledge sources, and provides a lane of least resistance for KM efforts within the
firm. Even with the new viewpoint of this expanded ladder, a KM system is still only as good as
the excellence of the knowledge and the usefulness of the knowledge incorporation in the
organization. The quality of the knowledge is based on the overall quality of the knowledge
reside in the five tiers. Knowledge incorporation entails distribution, searching, teaching, and
sharing. This study differentiates first-generation KM systems as focus on knowledge integration
or supply-side KM while second-generation KM systems focus on knowledge production or
demand-side KM. Since the 5TKMH considers both knowledge combination and knowledge
production or innovation, the 5TKMH can also aid in the study of both first-generation and
second-generation KM systems.

Source6: Industrial Management and Data Systems.

Article: examine the connection between human resource management practices and knowledge
sharing.

Author: Hassan (2016)

The results point out that recruitment and selection, teamwork, training and development and

performance assessment showed a positive relationship with knowledge sharing.

These results should be valuable for human resource managers in developing countries, who
plan to develop forceful knowledge sharing competencies through the reception of human
resource management practices. This study mainly familiarizes itself in the HRM area and has
inference effects on both theoretical and managerial perception. One of the major donations of
this paper from the theoretical point of view is the creation of a theoretically based model, which
incorporate the various constructs of HRM and knowledge sharing, and is applicable to both
manufacturing and service sectors. By using structural equation modeling in this study, it offers
numerous fit indices to establish whether the model was properly specified. As the model reveals
a good fit to the data, the relative relationships between HRM practices and knowledge
distribution activity have been identified in this study. In terms of managerial implication, this
study has established the significance of HRM practices are positively related to knowledge
sharing. Another valuable finding is that reward, a HRM practice, although not significantly
27
related to knowledge sharing behavior, is a provider of long-term, infrastructural benefits,
important for the continuous improvement of firms over time. It provide a clear
conceptualization of the build, and then expand a theoretical model with the six policies most
cite in the literature, namely, recruitment and selection; involvement; training, development and
education; work circumstances; competency-based performance assessment; compensation and
rewards. Second, we provide observed facts for the testable scales that are both dependable and
valid. This gives a new academic imminent into how HRM policies and practices can be
managed to provide higher organizational outcomes. Third, the research contribute to scientific
production in HRM, Organizational Psychology and Management and Organizations field since
HRMPPS or its 6 subscales can be used unconnectedly in relational studies.

28
Chapter 3
Research Methodology

Research:
Research simply means ‘search for knowledge’. According to Rodman and Mory, research
is ‘systematized effort to gain new knowledge’. Some people consider research as a
movement from the known to unknown; it is actually a voyage of discovery. According to
Clifford Woody, research includes defining and redefining problems, formulating
hypothesis or the suggested solutions, collecting organizing and evaluating data, reaching
conclusions and at last carefully testing the conclusions to determine whether they fit to the
formulated hypothesis or not.
The research work for my project “Understanding of H.R Practices at “Multiwal pulp and
Board Mills Ltd.” Includes collection of data from different sources related to the existing
performance appraisal system of the organization; collecting information from the
employees to know the usefulness and the effectiveness of the system, to know their
problems; analysis of the collected information to find out the effectiveness of existing
P.A.S. and suggesting some new techniques of the performance appraisal system which can
be introduced to the existing P.A.S., to make it more effective, acceptable and useful.
The nature of the research study used for the project at “Multiwal Pulp and Board Mills Ltd” is
descriptive and analytical. The study is descriptive because it includes surveys, fact-findings. It
includes description of the state of affairs, as it exists at present. ‘Ex Post Facto’ is the term,
which is quite often used for the descriptive research study.
The process of the descriptive research study involves:

Formulating the objectives of study.

Designing the method of data collection.
Selecting the samples.

Collecting the data.

Analyzing the data
Reporting the finding.
And the nature of the research study is analytical because the already available information
is used and analyzed to make a critical evaluation of the collected data.

3.1. Research Design

Research design used in the study is exploratory cum descriptive.
As a descriptive research, it will ensure the minimization of biasness and maximization of
reliability of data collected. For this survey is conducted.
Survey is an extensive cross sectional approach, where a number of cases are considered at a
particular time and the data is gathered to study the opinions, behavior, attitudes, habits, desires,
values and beliefs i.e., the characteristics of certain population are studied
29
As an exploratory study, it will explore the problems and solutions for that in the health
insurance sector. Decisions regarding what, where, when, how much, by what means,
concerning an inquiry or a research study constitute a research design. A research design is
the management of conditions for the collection and analysis of data in a manner that aims
to combine relevance to the research purpose with economy in procedure.

3.2. Sampling
Decisions regarding what, where, when, how much, by what means, concerning an
inquiry or a research study constitute a research design. A research design is the
management of conditions for the collection and analysis of data in a manner that aims
to combine relevance to the research purpose with economy in procedure.

• Sample design
Here non- probability method has been used i.e., convenience sampling.
• Sample universe
Sampling universe includes employees working in organizations (manufacturing, service
sector) (57 service companies and 43 manufacturing companies) which faces human
resource and knowledge management practices.
• Sampling unit
Sampling unit is the employees working in (manufacturing, service sector) 57 service
companies and 43 manufacturing companies have been taken for research.
• Sample size
Total 100 samples have been taken for purpose of analysis and interpretation.
• Sampling area
Sampling area for this research will be Delhi NCR.

Sampling Techniques

For describing or testing hypotheses about a population, sampling a small portion of the
population is often preferable to taking a census of the entire population. Taking a sample is
usually less expensive and less time-consuming than taking a census and more accurate because
more effort and care can be spent ensuring that the right data are gathered in the right way. Data
collected appropriately can be used to make inferences about the entire population.

Sampling techniques can be categorized into non-probability samples and probability samples. A
probability sample is selected in a way such that virtually all members of a population have a
nonzero probability of being included, and that probability is known or calculable. A non

probability sample is gathered in a way that does not depend on chance. This means that it is

30
difficult or impossible to estimate the probability that a particular unit of the population will be
included. Moreover, a substantial proportion of the population is typically excluded. The quality
of the sample, therefore, depends on the knowledge and skill of the researcher.

3.3. Data collection method

OBSERVATI
ON
PRIMARY
DATA
QUESTIONN
AIRE
DATA NEWS,
INSIDE THE
LETTERS,
ORGANIZAT
DOCUMENT
SECONDAR ION
S
Y DATA OUTSIDE
LIBRARIES,
THE
MAGAZINES
ORGANIZAT
, ETC.
ION

For making analysis and interpretation of data, both primary and secondary methods
have been used for collection of data. As a data collection instrument “structured
instruments” i.e. structured & well prepared questionnaire has been used. Questions in
the questionnaire have been arranged in the proper sequence and almost all the
questions are of close-ended type providing only yes/no/neutral response.
As a data collection instrument “structured instruments” i.e. structured & well prepared
questionnaire has been used. Questions in the questionnaire have been arranged in the
proper sequence and almost all the questions are of close-ended type providing only
yes/no/neutral response.

Primary Tools
Survey and questionnaire is main tool of data collection.
Secondary Tools

• Journals
• Research papers
• Annual reports of the company
• Websites of the company
Sample Size 50
Target Population Employees of Surya Roshni Limited
Sample Area Human Resource Department
Research Type Descriptive Research
Sampling Random Sampling
Types of Questionnaire Structure
Tools used Table, Pie Chart

31
Chapter4

Data Analysis and Interpretation

1. What is Gender of the sample unit?
Table4.1

Frequency Percentage
Gender
Male 60 60.00
Female 40 40.00
Total 100 100.0

Figure4.1

INTERPRETATION:

Above chart and table shows that 60% of the respondents are male. Only 40% females are
working in organizations of sample unit. Thus study shows that most of working employees are
male.

32
 2. What is Age of sample unit?

Table 4.2

Frequency Percentage
Age (in years)
18 – 25 60 60.00
26 – 35 33 30.00
36 – 45 4 4.0
Above 45 3 3.0
Total 100 100.0

Figure 4.2

INTERPRETATION:

Above table and chart shown that 60% of respondents have age group 18-25. 33% of respondents
have age group 26-35. 4% of respondents have age group 35-45 and remaining 3% of
respondents belong to age group above 45.

Here conclusion is that most of the respondents are belong to age group 18-25 and lesser
respondents belong to above 45 age group. It means that young talent is using by organizations.

33
 3. What is Qualifications of sample unit?
Table 4.3

Frequency Percentage
Qualification
U.G. 5 5.00
Graduate 30 30.00
P.G. 64 64.00
Others 1 1.0
Total 100 100.0

Figure 4.3

INTERPRETATION:

Above table and chart shown that 5% of respondents were under graduate whose working in
organizations. 30% of respondents had done graduation. 64% of respondents had done post
graduation and remaining 1% of respondents belongs to other qualification.

Here conclusion is that most of the respondents had done P.G. programme and lesser respondents
belongs to other qualifications. It means that organizations are most focusing on qualifications of
employees.

34
 4. What was working Experience of sample unit?
Table 4.4

Frequency Percentage
Working Experience(in years)
0–5 78 78.00
6 – 10 8 8.00
11-15 12 12.00
More than 15 2 2.0
Total 100 100.0

Figure 4.4

INTERPRETATION:

Above table and chart shows that 78% of respondent have 0-5 years of experience whose
working in organizations. 8% of respondents have experience from 6-10 years. 12% of
respondents have experience of 11-15 years and remaining 2% of respondents have experience
above 15 years.

35
 5. Type of organization preferred by the sample unit?

Table 5.5

Frequency Percentage
Type of Organization
Private 94 94.00
Public 6 6.00
Total 100 100.00

Figure 5.5

INTERPRETATION:

Above table and chart shows that 94% of respondents preferred private organizations and rest
6% preferred public organization.

Here conclusion is that most of the respondents would prefer working in private sector
organizations so this study mainly focused KM and HR practices of private sector organization
Surya Roshni limited.

36
 6. What is Monthly Income of Sample Unit?
Table 4.6

Frequency Percentage
Monthly Income(in Rs.)
Below 20000 38 38.00
20001- 30000 42 42.00
30001 – 40000 11 11.00
Above 40000 9 9.0
Total 100 100.0

Figure4.6

INTERPRETATION:

Above table and chart shows that 38% of respondent had taken below 20000 monthly income
whose working in organizations. 42% of respondents had taken 20001-30000 monthly income.
11% of respondents had taken 30001-40000 monthly income and remaining 9% of respondents
had taken above 40000 as monthly income.

Here conclusion is that most of the respondents had taken 20001-30000 monthly income and
lesser respondents had taken above 40000 monthly income.

37
 7. How familiar are you with brand name Surya products?
Table 4.7

S. No. Opinion No. of Retailers % of Retailers

1 I have never heard of them 21 21%
2 I have heard of them, but never keep 19 19%
their products
3 I keep their products occasionally 35 35%
4 I keep their products on a regular 25 25%
basis
Total 100 100%

Figure 4.7

Familiar are you with brand name Surya steel pipes

21%
25%

19%

35%

INTERPRETATION:
The above chart shows that out of 100 samples of the study, 35% of retailer are familiar with the
brand name Surya steel pipe and keep their products occasionally, 25% of retailer keep their
products on a regular basis, 21% of retailer never heard the name of the brand & 19% of retailer
heard the name but never keep their products.

38
 8. Kindly give your opinion regarding Surya brand awareness campaign?
Table 4.8

Excellent Very good Good Very poor Poor Total

Television Broadcasting 24 21 32 18 5 100

Newspapers 22 33 28 10 7 100

Banners & Hoardings 25 23 15 17 20 100

Mouth Publicity 17 19 23 21 20 100

Pamphlets 18 15 20 25 22 100

Figure 4.8

35
30
25
20 Television Broadcasting
15 Newspapers
10 Banners & Hoardings
5 Mouth Publicity
0

INTERPRETATION:
From above chart, we can understand that out of 100 samples, the Television Broadcasting and
Mouth Publicity is a Good promotional tool in brand awareness campaign. The Newspaper is
also a Very good promotional tool in brand awareness campaign. Banners and Hoardings are the
Excellent in brand awareness campaign but Pamphlets are the Very poor promotional tool in
brand awareness campaign.

39
 9. Are you satisfied by the schemes which Surya gives you?
Table4.8

S. No. Opinion No. of Retailers % of Retailers

1 Very satisfied 22 22%
2 Satisfied 30 30%
3 Neutral 15 15%
4 Less satisfied 13 13%
5 Not at all satisfied 20 20%
Total 100 100%

Figure 4.8

Satisfied by the schemes which surya gives

you
Not at all Very
satisfied satisfied
20% 22% Very satisfied
Satisfied
Less
Neutral
satisfied
13% Less satisfied

Satisfied Not at all satisfied

Neutral
15% 30%

INTERPRETATION:
From above chart, we can understand that out of 100 samples, 22% of retailers are very satisfied
with the schemes which Surya gives to the retailer, 30% are satisfied, 15% are neutral, 13% are
less satisfied and 20% are not at all satisfied with the schemes.

40
10. Which promotional tool do you recommend to Surya products, which will help into
generate brand awareness and sales in your region?
Table 4.10

Promotional Tool Rates (Retailers) Total Average

Television Broadcasting 9(23)+7(39)+8(21)+6(17) 750 7.50
Newspapers 5(16)+6(24)+7(15)+8(18)+9(15)+4(12) 656 6.56
Banners & Hoardings 6(11)+7(25)+8(28)+4(22)+3(14) 595 5.95
Mouth Publicity 3(25)+4(10)+5(21)+6(15)+7(14)+8(15) 528 5.28
Pamphlets 2(19)+3(26)+4(24)+5(22)+6(09) 376 3.76

Figure4.10

To generate brand awareness and sales in your region

Pamphlets, 3.76,
13% Television
Broadcasting,
7.5, 26%
Mouth Television Broadcasting
Publicity, 5.28, Newspapers
18%
Banners & Hoardings
Mouth Publicity
Pamphlets
Newspapers,
Banners & 6.56, 23%
Hoardings, 5.95,
20%

INTERPRETATION:
From above chart, we can understand that out of 100 samples, 26% of retailer recommend
Television Broadcasting as a promotional tool by which it helps in generating brand awareness
and sales in our region, 23% by Newspapers, 20% by Banners & Hoardings, 18% by Mouth
Publicity, 13% by Pamphlets.

41
 11. Is Surya roshni limited providing you sufficient promotional material?
Table 4.11

S. No. Opinion No. of Retailers % of Retailers

1 Yes 64 64%
2 No 36 36%
Total 100 100%

Figure4.11

Providing you sufficient promotional material

80%
60%
40%
20%
0%
Yes No

INTERPRETATION:

From the table, we can observe that 64% of the retailers are satisfied with the promotional
material which Surya providing to the retailers and 36% of the retailers are not satisfied with
Surya promotional material.

42
12. Do you like our products in comparison with other brands?

Table 4.12: Comparison with other brands

Responses No of Respondents In Percentage (%)

Yes 80 80

No 20 20

Total No. of Respondents 100 100

Figure 4.12:

Comparison with other Brands

20%

Yes
No

80%

Interpretation
More than 50% of customers shows interest in our product as compare to other brands.

44
13. Based on your experience with Surya, would you recommend this product to a
friend?

Table 4.13: Recommendation of Product

Responses No. of respondents In percentage (%)
Definitely well 40 40
Probably well 30 30
Probably will not 20 20
Definitely will not 10 10
Total No. of Respondents 100 100

Figure 4.13:

Recommendation of Product

10%
Definitely well
20% 40%
Probably well
Probably will not
Definitely will not
30%

Interpretation
According to the data, customer found Umachi a preferable company for recommendation to
their friends.

45
14. If you contacted Surya customer service, have our problem been resolved to your
complete satisfaction?

Table 4.14: Problem Resolved

Responses No. of Respondents In Percentage(%)
Yes,by the company or its 50 50
representative
Yes,by me or someone outside 40 40
the company
No,the problem was not 10 10
resolved
Total No. of Respondents 100 100

Figure4.14:

Problem Resolved

10%

Yes,by the company or its

representative
Yes,by me or someone outside
50%
the company
40% No,the problem was not
resolved

Interpretation
According to above data customer found Surya well problem solved Company for the
customer satisfaction.

46
Surya Roshni SWOT Analysis
Strengths:
❖ Nationality and Internationally accepted “SURYA” Brand.

❖ Well focused vision of the Management.

❖ Complete backward integration.

❖ High quality of products.

❖ Nation wide marketing network.

Weaknesses:
❖ Low margin due to cut throat competition.

❖ Uncertainties of external market forces.

Opportunities:
❖ Potential increase in demand of energy efficient products.

❖ Untapped potential in outsourcing and marketing of steel pipes.

❖ Increase in demand of regular lighting products with a general improvement in the power
condition in urban as well as rural sectors and increase in spending on infrastructure
development.

❖ Area of High Mast Tower and Street light Poles.

❖ Area of Luminaries and Light fittings.

❖ Liberalization at geographical markets.

Threats:
❖ Tough competition from multi-national companies.
❖ Unbranded products from the unorganized sector.

47
 Chapter-5
Findings and Conclusion
Findings of the study
As per the research it can be concluded that there are various gaps in applying HR practices
and KM practices in organizations.

• 60% of respondents belongs to 18-25 years age group that shows that most of the
organization focuses on the hiring young talent for innovative ideas.
• 64% of the respondents had done post graduation for their performance.
• 78% of the respondents have 0-5 years of experience in their working field.
• Buying behavior is dependent on brand awareness.

• A successful retailing strategy will be embedded within a customer-driven general

business strategy.

• 35% of retailer are familiar with the brand name Surya Roshni Limited and keep their
products occasionally, 21% of retailer never heard the name of the brand.

• The Television Broadcasting is a good for brand awareness campaign, Newspapers is

also a very good for brand awareness, Banners & Hoardings are the excellent, Mouth
Publicity and Pamphlets are not so good for brand awareness campaign.

• 30% of retailers are satisfied with the schemes which Surya gives to the retailers.

• 44% of retailers rate the quality of Surya Roshni Limited is very high.

• The favorable attitude of retailers is towards Tata steel pipe which is 3.54

• 29% of retailers rate the advertising or tagline for brand that it is very memorable or
distinct, it is not unique.

• According to retailer’s opinion, they rate the quality of Surya Roshni Limited which is
7.19

48
Conclusion
There are so many gaps in the linkage of HR and KM practices which are following by the
organizations to improve the performance of the employees and organization. Basically many
models and tiers were given for analyzing these practices on a particular scale by various
researchers.
If we apply these practices with best evaluation method then that will create a good
opportunities for businesses to grow in competitive market. HR practices involves a large
scale of activities and these also consider KM practices under this. After many gaps or no
perfect implications of these practices in most of the organizations, employee’s retention is
difficult task.
As there exist many gaps, these practices are beneficial for every organizations to improve
their profitability and innovation.

49
Chapter-6
Limitations and Recommendations
Recommendations
As HR practices becomes the need of every organizations which are using to cope with HR
issues, their satisfaction level, their retention etc. Various factors considers while we manage
all HR issues. Knowledge management is also a part of HRM activities and in today’s
scenario most of the respondents unaware about knowledge management practices. This will
impact on performance of employees. Some steps we should take regarding this:

• Give proper education regarding knowledge management

• Give professional training to enhance knowledge of employees.
• Models regarding HR and KM practices should be used in a procedural manner.
• HR practices linked to Knowledge management that will create a structure for
performance measurement.
• New technologies should adopt for efficiency of performance.
These both practices are beneficial for organizations, if we will done in right manner will
give positive impact on profitability.

50
Limitations

• Time available for research was limited.

• Employees of organizations were not willing to fill the questionnaire.
• As sample size is 100, it is not necessary that it truly represents the population/
universe. So the Sample size of customers of research is very small.
• Some employees may not have given accurate responses, which affected the results of
the study.
• Some respondents did not take the schedule seriously.
• This study will be based on primary data collected from sample employees by survey
method. As many of the employees were not properly aware about all KM practices
of their organizations.

51
Chapter-7
References
Websites:
www.suryasteelpipes.com
www.suryaglobal.com
http://www.moneycontrol.com/company-facts/suryaroshni/management/SR01
http://www.researchandmarkets.com/reports/605557
http://www.bharatbook.com/detail.asp?id=71529
http://www.suryaroshnilighting.com/
Catalogues
Annual Report of Company
Rajagopal, Marketing Management, 2004, Vikas publishing House Ltd, New Delhi
Journal of Marketing, Volume 49, winter 1995
Philip kotler, Marketing Management, 2003, Pearson Education Inc, New Delhi
Kothari C.R, Research Methodology, 1998, Vishwaprakashan, New Delhi
Kotler Philip and Armstrong Gary, Principles of Marketing, 2003, Prentice Hall of India
Private Ltd, New Delhi

52
Chapter-8
Annexure
QUESTIONNAIRE
Respected Sir/ Madam I am a student of MBA 2 year at Deenbandhu Chhotu Ram University
of Science and Technology,Murthal pursuing a project titled “Knowledge Management And
Human Resource Practices in Surya Roshni limited”. Request you to provide information in
the specified format, I assure you that the provided information will be used for educational
purpose only and it will remain confidential.

1. What is the Gender of sample unit?

a) Male
b) Female
2.What is the Age (in years)?
a) 18-25 b) 26-35
c) 36-45 d) above 45
3. What are the Qualifications?
a) U.G b) Gaduate
c) P.G. d) Others
4.What is the Working Experience (in years) of most employees?
a) 0-5 b) 6-10
c) 11-15 d) more than 15

5)What type of organization most preferred?

a) Private
b) Public
6) What is montly income of the employees?

53
 a) Below 20000 b) 20001-30000
c) 30001- 40000 d) Above 40000
7) How familiar are you with brand name Surya Roshni Limited?
a) Never heard b) Heard but not used
c) keep their products occasionally d) keep their products regularly

8) Kindly give your opinion on Surya brand awareness campaign?

a) Telivision broadcasting b) Newspapers
c) Mouth Publicity d) Banners and hoardings

9) Are you satisfied by the schemes which Surya gives you?

a) Very satisfied b) Satisfied
c) Neutral d) Not at all satisfied

10) Which promotional tool do you recommend to Surya ?

a) Telivision b) Newspapers
c) Mouth Publicity d) Banners and Hoardings

11) Do you like our products in comparison with other brands ?

a) Yes
b) No

12) Based on your experience with Surya, would you recommend the products to others?
a) Definitely b) Probably
c) Probably not d) Definitely not

54