A

PROJECT REPORT

ON

“PERCEPTION OF EMPLOYEES TOWARDS HR

POLICIES ”

AT

“THE SOCIAL OCEAN”

SUBMITTED TO
UNIVERSITY OF PUNE

SUBMITTED BY
SHRADDHA JAMDAR

UNDER THE GUIDANCE OF

PROF. PRANITA SONAR MA’AM

HIRABEN NANAVATI INSTITUTE OF

MANAGEMENT AND RESEARCH FOR WOMEN
OCTOBER 2019

1
 SMT. HIRABEN NANAVATI INSTITUTE OF
MANAGEMENT AND RESEARCH FOR WOMEN,
PUNE “

“PERCEPTION OF EMPLOYEES TOWARDS HR

POLICIES ”

AT

“THE SOCIAL OCEAN”

A PROJECT REPORT

SUBMITTED IN PARTIAL FULFILLMENT OF THE

REQUIREMENTS FOR THE AWARD OF THE DEGREE
OF MASTER OF

BUSINESS ADMINISTRATION

SUBMITTED TO
UNIVERSITY OF PUNE
SUBMITTED BY
SHRADDHA JAMDAR
2
 CERTIFICATE

I, hereby, certify that the work which is being submitted as a Project Report
entitled “to study the perception of employees towards hr polices at the social
ocean”, in partial fulfilment of the requirements for the award of the Masters in
Business Administration to the University of Pune is an authentic record of my
own work carried out during a period from June 3rd, 2019 to August 3rd, 2019
under the guidance of prof. pranita sonar .

The matter presented in this Project Report has not been submitted by me for
the award of any other degree elsewhere.

Shraddha jamdar

This is to certify that the above statement made by the student is correct to the
best of my knowledge

Date Prof.
Pranita sonar

3
4
 CERTIFICATE

This is to certify that Ms. Shraddha jamdar has successfully completed her
summer internship on the project titled “perception of employees towards
existing hr policies at “the social ocean” in the partial fulfilment of MBA
Programme.

Sign of the Director Sign of the

Faculty Guide

5
 ACKNOWLEDGEMENT

This report is an outstanding prospect to convey my gratefulness to those many

people whose timely help and guidance went a long way in finishing this project
work from commencement to achievement.

I would like to express my sincere thanks to Mr. Rohan ganechari for giving
me an opportunity to explore the practical knowledge practiced by the company.

This project could not been completed without the able guidance and support
of Prof Mrs. Pranita sonar ma’am ( HR Department, HNIMR, Pune),

I am very glad to work with the organization as an Intern. I am grateful to

HR Department of THE SOCIAL OCEAN . for helping me to get the
information and an invaluable experience.

Last but not the least would like to thank my friends, family members and all
those people who helped me for the completion and deeper understanding of the
concept of performance appraisal.

Working on this project has proved to be an enlightening experience for me.

6
 PREFACE

Human resource management is concerned with people element in management.

Since every organization is made up of people, acquiring their services,
developing their skills/ motivating to high level of performances and ensuring
that they continue to maintain their commitments to the organization which are
essential to achieve organizational objectives.

This project is meant to know the Human Resource Policies in the organization.
The HR Policies are a tool to achieve employee satisfaction and thus highly
motivated employees. The main objective of various HR Policies is to increase
efficiency by increasing motivation and thus fulfill organizational goals and
objectives.

The objective is to provide the reader with a framework of the HR Policy

Manual and the various objectives that the different policies aim to achieve. The
main focus was on the managerial levels of employees in THE SOCIAL
OCEAN

7
 DECLARATION
I, SHRADDHA JAMDAR, hereby declare that all the information furnished in
this PROJECT, is my original work containing authentic facts. This piece of
work is only being submitted to Hiraben Nanavatri Institute of Management and
research

TRAINING in the partial fulfillment for the degree of Post Graduation human
resource MBA

Shraddha jamdar

8
 Table of Contents

Serial no Content Page no

1. list of tables

2. Excecutive summary

3. Introduction

4. Review of literature

5. Company profile

6. Research methodology
 Objectives
 scope
 data collection – primary data,
secondary data
 questionnaire
 sampling

7. Limitations

8. Data analysis and interpretation

9. Findings
10. Suggestions and recommendations

11. Bibliography

12. Annexure

9
 EXECUTIVE SUMMARY
My internship at the social ocean, Pune was a great exposure to the industry.
After going through my summer training, I had a firsthand experience of how an
industry as well as HR department functions.

INTRODUCTION OF PROJECT

This project is about the HR Policies in THE SOCIAL OCEAN . The HR

Policies in an organization helps every individual to raise his/her potential in all
facets by helping him to be satisfied and secured about his present and future.

PROJECT TITLE

The title of the project is “Perception of employees towards existing HR

Policies at THE SOCIAL OCEAN ”. As the name indicates it is the study of
the HR Policies prevalent in the organization.

OBJECTIVES OF STUDY

1. To study the HR Policies of the company.

2. To study the perception of the employees towards hr policies of
the company

10
 SCOPE OF STUDY

In the survey an attempt has been made to analyse the perception of the
employees towards company’s existing hr policies at the social ocean.

Perception of the employees towards existing hr policies at social has been

analysed on the basis of the following policies

1. Rewards and recognition

2. Performance appraisal
3. Grievance redressal
4. Taining and development
5. Employee welfare policy

11
HUMAN RESOURCE POLICIES
Human Resource Policies refers to principles and rules of conduct which
“formulate, redefine, break into details and decide a number of actions” that
govern the relationship with employees in the attainment of the organization
objectives.

HR Policies cover the following:

1. Policy of hiring people with due respect to factors like reservations,

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

12
FORMULATING POLICIES

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

1. Past practice in the organization.

2. Prevailing practice in rival companies.

3. Attitudes and philosophy of founders of the company as also its directors

and the top management.

4. Attitudes and philosophy of middle and lower management.

5. The knowledge and experience gained from handling countless personnel

problems on day to day basis.

13
BENEFITS OF HR POLICIES
Organizations should have personnel policies as they ensure the following
benefits:
a. The work involved in formulating policies requires that the management
give deep thought to the basic needs of both the organization and the
employees. The management must examine its basic convictions as well
as give full consideration to the prevailing practices in other
organizations.
b. Established policies ensure consistent treatment of all personnel
throughout the organization. Favoritism and discrimination are, thereby,
minimized.
c. Continuity of action is assured even though top management personnel
change. The CEO of a company may possess a very sound personnel
management philosophy. He/she may carry the policies of the
organization in his/her head, and he she may apply them in an entirely
fair manner. But what happens when he/she retires? The tenure of office
of nay manager is finite. But the organization continues. Policies promote
stability.
d. Policies serve as a standard of performance. Actual results can be
compared with the policy to determine how well the members of the
organization are living upto the professional intentions.
e. Sound policies help build employee motivation and loyalty. This is
especially true where the policies reflect established principles of fair
play and justice and where they help people grow within the organization.
f. Sound policies help resolve intrapersonal, interpersonal and intergroup
conflicts.

14
PRINCIPLES OF HR POLICY

1. Principle of individual development to offer full and equal

opportunities to every employee to realize his/her full potential.

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

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

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

4. Principle of participation to associate employee representatives at every

level of decision-making.

5. Principle of fair remuneration to pay fair and equitable wages and

salaries commiserating with jobs.

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

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

8. Principle of labor management co-operation to promote cordial

industrial relations.

9. Principle of team spirit to promote co-operation and team spirit among

employees.

10. Principle of contribution to national prosperity to provide a higher

purpose of work to all employees and to contribute to national prosperity.

15
 LITERATURE REVIEW

REVIEW 1

Towards a Multicultural World: Identifying Work

Systems, Practices and Employee Attitudes that
Embrace Diversity

Charmine E. J. Härtel

The research program described focuses on identifying the role of organisational culture,
as reflected in workplace systems and practices, and employee and group attitudes in the
outcomes of interactions among dissimilar parties. A systematic, theory-testing approach
underlies the program, which aims to both develop and validate the diversity openness
construct. The Perceived Dissimilarity-Openness Moderator Model developed from the
research asserts that the affective, cognitive and behavioural consequences of diversity
depend in part upon the perception of difference and subsequent quality and magnitude of
the response to the perceived dissimilarity. When individuals or social systems (groups or
organisations) are diversity-closed, outcomes are predicted to be less positive than when
they are diversity-open.

16
 REVIEW 2

PERCEPTION AND ATTITUDE OF EMPLOYEES TOWARDS

TRAINING AND DEVELOPMENT IN PUBLIC SECTOR UNIT

Dr. T. N. Murty1 and Faiza Fathima

Human Resource refers to the talents and energies of people who are available to an
organization as potential contributors to the creation and realization of the organization’s
mission, vision, values and goals. Development refers to a process of active learning from
experience, leading to systematic and purposeful development of the whole person: body,
mind and spirit. Thus, Human Resource Development is the integrated use of training,
organizational development, and career development efforts to improve individual, group and
organizational effectiveness.
Employees attitude towards T&D practices play a conscious and effective role among PSU
employees. To be successful in today’s working environment, employees need the
knowledge, ideas, energy, and creativity. The T&D practices in PSU are implemented with
the hope of building employees’ commitment, overcoming worker dissatisfaction, and
reducing absenteeism, turnover, poor quality work, and sabotage. The main concern of PSU
is on improvement of employees’ in the organization. In response to the efforts of PSU
management how the employees’ feel about them is analyzed with the help of one sample
Ttest. In this study employees attitude on T&D practices of PSU employees are identified
through 9 variables. One Sample T-test is applied on nine variables of Employees attitude
towards T&D practices

17
 REVIEW 3

HR diversity: A study of employees’ perceptions in Indian organizations

Subhash C. Kundu∗
(received June 2003; revision received September 2003; accepted December 2003)

Introduction The populations of the countries around the world are becoming diverse. So the
organizations are becoming more diverse. Diversity in human resources has become a
demographic reality [62]. The future human resources will include an increased number of
women, more minorities, varieties of ethnic backgrounds, more aging workers, disabled and
people with different lifestyles. The extent to which these shifts are effectively and efficiently
managed will have an impact on the competitive and economic performance of business
organizations [82]. As the globalization is increasing, workforce diversity is here going to
stay. The organizations those recognize the globalization of labour as a positive trend and
facilitate the flow of workforce will benefit most
This study examined the perceptions of male and female employees across various categories
(i.e. general, minority, disabled, and socially disadvantaged employees) about HR diversity
and employers’ efforts for promoting and valuing diversity in Indian organizations. The study
found that women in general attached more importance to value diversity than men. Women
were of the strong view that organizations must work towards hiring and retaining more
women and ensuring development opportunities to women. Creating and valuing gender
diversity is important. Further the perceptions of various categories of employees also differ
significantly on the issue in context. Each group of employees thinks about themselves as
more important than other groups of employees. General category employees did not value
diversity as strongly as others (i.e. minority, disabled, and socially disadvantaged). Compared
to general category men, general category women and both male and female of minority,
disabled and socially disadvantaged categories perceived strongly and placed greater value on
diversity and employers’ efforts to promote diversity.

18
 REVIEW 4

Effective HR implementation: the impact of supervisor support

for policy use on employee perceptions and attitudes.
Effective implementation of human resource (HR) policies appears to depend on supervisors'
active involvement in the intervention process. Following recommendations of a recent
intervention evaluation framework, we examine how perceived supervisor support during the
implementation of a work-life intervention helps to change participants' perceptions of
organizational family supportiveness, and how this ultimately changes participants'
engagement and turnover intentions. A three-wave longitudinal study in a professional
services firm (N = 434) that has formally involved supervisors in the process of a work-life
intervention showed support for our study hypotheses. Supervisor support for policy use
influenced employees' positive work-home culture perceptions, which in turn
strengthened employees' work engagement and diminished their turnover intentions over
time. We discuss practical implications and give recommendations on the future design
of HR interventions and related policies.

REVIEW 5
HRD PRACTICES IN ORGANISATION
HASAN

reviewed HRD practices with organizational values and measured the employees‘
perspective. It was observed in research that HRD practices namely potential appraisal and
promotion, learning/ training, performance guidance and development were positively
correlated with organizational values like collaboration, creativity, quality, delegation and
human treatment but the performance appraisal, career planning and contextual analysis
variables were negatively associated with Trust and creativity. Hassan et al (2006)
investigated whether ISO certification contribute toward improvement in HRD system and
also examined the role of HRD Practices on employees development and quality orientation
in the organization. Results indicated that ISO certified companies, as compared to others,
obtained higher means on some HRD Variables. It was identified that organizations with
better learning, training and development, reward and recognition, and HRIS (Human
resource information system) promote HRD climate in the organization. Quality orientation
was estimated by career planning, performance guidance and development, role efficacy, and
reward and recognition system.

19
 REVIEW6

Beulah Viji Christiana. M; V. Mahalakshmi (2012)

in their research paper entitled ―Influence Of Employee Perception Towards Human
Resource Practices And Organizational Support On Their Citizenship Behavior In Private
sector banks - An Indian Perspective‖ studied whether the HR practices like performance
appraisal, training and career development in the private sector banks are positively
associated to organizational commitment of employees which help them to become
responsible organizational citizens .They also attempted to find out whether perceived
organizational support would serve as a mediator in the relationship between HRM practices
and commitment. The statistical results on data gathered from a sample of 214 employees in
the private banks demons
trated that career development and performance appraisal have direct, positive and significant
relationships with organizational commitment. In addition, perceived organizational support
70 was found to partially mediate the relationships between two of the three HRM practices
(career development and performance appraisal) and commitment.

REVIEW 7

The Importance of an HR Policies & Practices

Strategy

VM Anitharajathi

Human Resources are cognizance, skills, creative abilities, attitude and other attributes
obtained from the population on organizations point of view, they represent the total of the
inbuilt abilities, acquired knowledge and skills as exemplified in the talents and attitude of
the employees. The policies, strategies and practice lead the company to react on its
objectives. It should be a cultural reflection of the values and beliefs of the organization. The
policies should be very brief and clear so that everyone in the organization can understand its
objective, the steps to achieving the mission. This all is possible if the human resource
department of the organization is working effectively. This paper provides clear information
about the employee perception towards the HR policies framed by the Organization. This is a
conceptual framework based on the previous research papers, journals and various other
secondary sources.

20
 REVIEW 8
Achieving competitive advantage through human
resource strategy: Towards a theory of industry dynamics
Life insurance is one of the most important businesses that stabilize individuals and
businesses from critical environmental effects. This service industry is people-centric in
character in every form from employees to beneficiaries. The employees are vital for
organisation's success and superior human resource management is the differentiator in the
competition. As HR practices signals employees to carry out actions desirable to the firm.
This industry key performance measures includes positive employee attitudes and
behaviours. The effectiveness of HR practices is measured by the way they influence
the employee attitudes on expected lines. HR practices helps to maximize employee positive
affective reactions at work; in turn, employees would enthusiastically put more efforts for
organisation and contributes for productivity and effectiveness of the
system. Employee behaviour says both external and internal factors in combination
produce employee behaviour. The combination of attitudes with societal pressure to behave
in a given way that influences an employee intention, in turn more directly affect behaviour.
Behaviours consequently results in individual and organisational outcomes. Therefore, the
main objective of this paper to describe employees' perceptions on HR practices in public
and private life insurance organisations. The primary and secondary sources of data used for
this study. Descriptive statistics used to compare and analyze the difference between
the employee opinions of two sample organisations. Independent t-test results
on HR practices resulted there exists no statistically significant difference between the scores
of two sample organisations except for performance appraisal

21
 About
 The SOCIAL OCEAN is an Ideas, Design and Branding Company. They
are an Integrated Communications Group that provides cutting edge
strategy and creative solutions to meet business challenges and build
profitable brands. An array of services such as Advertising, Brand
Building, Media Planning & Buying, Public Relations, Market Research,
Digital Marketing are all offered under the umbrella of TSO.
 Over period of time of our existence, They have handled national and
international clients across all verticals… from Aviation, to
manufacturing, banking and finance, education, retail, etc. Boasting of a
workforce consisting of highly qualified, skilled and knowledgeable
professionals, various brands have found their true partner in us.
 Their creatives have won us many awards and have set benchmark

22
 ORGANISATION PROFILE

THE SOCIAL OCEAN, one of the top digital marketing companies, steps in to partner with
you towards strategic growth. Crafting a bespoke B2B marketing campaign that is built on
compelling storytelling, we stay with you through the entire marketing process, right from
planning and development to the execution and deployment phase.

Defining the target segments, THE SOCIAL OCEAN addresses the needs of the consumers
in a way that engages them and catches their imagination. As a core digital marketing
services company, we ensure that different verticals which need to be targeted are holistically
charted out to be incorporated as a part of the message. Once the communication strategy is
in place with respect to each category, choosing the most impactful media mix becomes a
deciding factor in the success of the campaign. THE SOCIAL OCEAN, with years of
expertise in media planning and buying, helps you enhance your visibility while reaching
only select, prospective consumers that are looking for the solution your product offers.
While reaching out to the target audience, the frequency with which to communicate and the
right platforms to communicate on, make all the difference.

Established in 2018 THE SOCIAL OCEAN is an online marketing and web

development company partnering with companies of various sizes all around the globe. Our
commitment to excellence, our specialty of bringing refreshing ideas with devoted customer
service and fast turn around times have been instrumental in our rapid growth.
Our skills lie in our talented professionals and their attitudes. Based in Pune, India,

The social oceans’s client

 KUMAR PROPERTIES
 DB GUPTA RAIL INFRA LTD.
 ZARTARI
 AEROLEAP
 WS BAKERS
 BRANDMATTERZ
 7CELEBRATIONS
 GREENSOULKITCHENS
 AKSHAY FURNISHING
 ARMOUR BESPOKE

23
Services for B2B Marketing:

 Branding
 Brand and Product Campaigns
 Digital marketing & lead generation
 Marketing Collateral designs
 Videos
 Exhibition Design
 Web Technology, CRM’s
 Media Planning & buying

STATEMENT
VALUE

Integrity We are open, ethical, transparent & uncomprising in our work.

Set a goal, analyze the facts and work on alternatives and conclude them
Decisiveness
in fixed time frame.

We encourage group interaction and working together.

Team Spirit
United and collective drive achieves the desired goal.

Commitment We keep all promises made within and outside the company.

We are concerned for our environment, society and employees and work
Caring
for their betterment.

We are a role model and benchmark company for our products, services
Excellence
and business processes.

Innovation
We nurture creativity and encourage application of knowledge and ideas

24
 in all facets of our business.

Customer Customer is uppermost in our mind.

Orientation We work to exceed his expectations

DEPARTMENTS

1. Client Servicing (Account manager)

2. Digital Graphics Designs
3. Print Graphics Designs
4. Copy Writers
5. SEO (Search Engine Marketing)
6. SEM (Search Engine Optimizing)
7. SMO (Social Media Optimizing)
8. Web Designers & Web Developers
9. Media
10. Accounts
11. HR
12. Business Developers

25
RESEARCH METHODOLOGY

“Research Methodology” is a term made up of two words, research &

methodology. ‘Research’ means ‘search for knowledge’. It is a scientific and
systematic search for potential information on a specific topic. It is an art of
scientific investigation. It is careful investigation or inquiry especially for
search of new fact in any branch of knowledge.

OBJECTIVES OF STUDY
3. To study the HR Policies of the company.
4. To study the perception of the employees towards hr policies of
the company

SCOPE OF STUDY

In the survey an attempt has been made to analyse the perception of the
employees towards company’s existing hr policies at the social ocean.

Perception of the employees towards existing hr policies at social has been

analysed on the basis of the following policies

6. Rewards and recognition

7. Performance appraisal
8. Grievance redressal
9. Taining and development
10. Employee welfare policy

26
 METHOD OF DATA COLLECTION

Data can be of two type’s primary and secondary data. Primary data are those
which are collected afresh and for the first time, and it is in original form.
Primary data can be collected either through experiment or through survey. The
researcher has chosen the survey method for data collection. In case of survey,
data can be collected by any one or more of the following ways:

 Observation
 Questionnaire
 Personal or Group Interview
 Telephone survey
 Communication with respondents
 Analysis of documents and historical records
 Case study
 Small group study of random behavior

PRIMARY DATA:-
Primary data is information that you collect specifically for the purpose of your
research
project. An advantage of primary data is that it is specifically tailored to your
research needs.
Data used in research originally obtained through the direct efforts of researcher
through
surveys, interviews and direct observations.
Primary data is connected through administering the questionnaire by direct
contact and also
involved in personal discussions to obtain insights of the information.

SECONDARY DATA:-

Data that has previously been collected ( primary data ) that is utilized by a person other
than the
one who collected the data. Secondary data is often used in social and economic analysis ,
especially when access to primary data is unavailable. It is usually obtained through
published
sources.
The secondary data is collected from company web site, reference books and records from
human resource management department of the unit.

27
 SAMPLING
 Sample size : 100
 Sampling procedure:
 Sampling tools : simple percentage method

SAMPLE SIZE
In sampling design the most complicated question is: what should be the size of
the sample. If the sample size is too small, it may not serve to achieve the
objectives and if it is too large, we may incur huge cost and waste resources. So
sample must be of an optimum size that is, it should neither be excessively large
nor too small. Here, I have taken 100 as the sample size.

ABOUT THE QUESTIONNAIRE

In this method a questionnaire is sent to the employees with a request to answer

the questions and return the questionnaire. The questionnaire consisted of a
number of questions typed in a definite order. The employee has to answer the
questions on their own. I have chosen this method of data collection due to low
cost incurred, it is free from bias of the interviewer and respondent have
adequate time.

28
LIMITAIONS:

 The project is about studying various HR policies of the company.

 The project is carried out in “ the social ocean” company.
 5 different policies are being studied in this project
1. Rewards and recognition
2. Employee welfare policy
3. Grievance redressal
4. Training and development
5. Performance appraisal
 The survey is being conducted considering the above 5 policies.
 The sampling size is 100.

29
 HR POLICIES IN THE SOCIAL
OCEAN

1. Rewards& Recognition policy

The objectives of TSO Rewards & Recognition Scheme are to:

 Recognize sustained and exemplary performance by
SBUs/work centers (referred to as Entities), Teams and
individual Employees

 Create a more productive work environment

 Reinforce a performance driven culture

 Improve Employee Engagement

 Create & sustain a culture of excellence

2. PERFORMANCE APPRAISAL POLICY

 Performance Appraisal grooms every individual to realize his potential

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

 Appraisals shall be ethical and impartial so as to recognize worthy

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

 The Performance Appraisal Systems aims at integration of individual

and organizational goals.

30
 3. TRAINING AND DEVELOPMENT POLICY

 At TSO, training and development activities strive to ensure continuous

growth of organization by nurturing the strengths of the employees and
providing the environment and opportunity for every individual to
realize his/her potential.
 The policy aims at broadening the outlook of the individuals and
bridging the gap between actual performance and the performance
necessary to deliver results.
 Facilities are provided to all individuals towards self development and
all round growth through training.
 HR Department identifies average performers and provide special
training.

4. GREVIENCE REDRESSAL

Objectives of the grievance handling procedure are as follows:

 To enable the employee to air their grievance
 To clarify the nature of the grievance
 To investigate the reasons for dissatisfaction
 To obtain, where possible, a speedy resolution to the problem
 To take appropriate actions and ensure that promises are kept
 To inform the employee of their right to take the grievance to the next
stage of the procedure, in the event of an unsuccessful resolution

Benefits of Grievance Handling Procedure:

Benefits that accrue to both the employer and employees are as follows:
 It encourages employees to raise concerns without fear of reprisal.
 It provides a fair and speedy means of dealing with complaints.
 It prevents minor disagreements developing into more serious disputes.
 It serves as an outlet for employee frustrations and discontents.
 It saves employer’s time and money as solutions are found for workplace
problems. It helps to build an organizational climate based on openness
and trust.
Details of a grievance procedure/machinery may vary from organization to
organization.

31
5. EMPLOYEE WELFARE POLICY

 To increase the standard of living of the. Working class: The labourer is

more prone to exploitation from the capitalists if there is no standardized
way of looking after their welfare.

 To make the management feel the employees are satisfied about the work
and working conditions.

 To reduce the labour problems in the orgnisaton: There are various

problems affecting the workers, problems like absenteeism, turnover
ratio, indebtedness, alcoholism, etc., which make the labourer further
weak both physically and psychologically. Labour Welfare looks forward
to helping the labourer to overcome these problems.

 To recognize human values Every person has his own personality and
needs to be recognized and developed. It is in the hands of the
management to shape them and help them grow. The management
employs various methods to recognize each one’s worth as an individual
and as an asset to the organization.

32
 DATA ANALYSIS
AND
INTERPRETATION

Questionnaire on HR Policies
 REWARDS AND RECOGNITION

1. Do you think your work is valued and appreciated?

Percent
Strongly agree 18%
Agree 9%
Somewhat agree 46%
Disagree 18%
Strongly disagree 9%
Total 100

No. of respondents
Strongly agree Agree Somewhat agree disagree Strongly disagree

9%
18%

18%
9%

46%

Interpretation : according to the table 20% employees strongly agree

that their work is appreciated and valued , 10 % agrees to the same
where large no of population of 40% is neutral and 10% disagrees,
33
The data reflects maximum no. of employees neither agree nor
disagree to the statement.

2. Do you think your supervisor/organization welcomes new ideas

from you? *

Percent of respondants
Strongly Agree 33%
Agree 17%
Somewhat agree 22%
disagree 21%
strongly disagree 7%
Total 100

Percent of respondants
Strongly Agree Agree Somewhat agree disagree strongly disagree

7%

21% 33%

22%
17%

Analysis : according to the table 33% employees strongly agree that

organization welcomes new ideas , 17 % agree to the same where
22% are somewhat agree , 7% strongly disagree and 21% strongly
disagrees, The data reflects maximum no of employees strongly agree
that theirnew ideas are welcomed.

34
 3. Your organization encourages new ideas ?

Percentage of employees
strongly Agree 30%
agree 20%
Somewhat agree 50%
Disagree 0%
Strongly disagree 0%
Total 100%

Percentage of employees
strongly Agree agree Somewhat agree
Disagree Strongly disagree

0% 0%

30%

50%

20%

Interpretation : according to the table 30% employees strongly agree

that their new ideas are encouraged, 20 % agrees to the same where
large no of population of 50% somewhat agree , The data reflects
maximum no of employees neither agree nor to the statement that
their new ideas are encouraged.

35
 4. Were you satisfied with recognition/ reward you got?

Percentage of employee
Strongly agree 9%
Agree 64%
Somewhat agree 11%
Disagree 11%
Strongly disagree 5%
Total 100%

Percentage of employee
Strongly agree Agree Somewhat agree disagree Strongly disagree

5% 9%
11%

11%

64%

analysis: according to the table 64% employees they were satisfied by the
rewards they received, 11% were strongly satisfied ,11% were somewhat agree
, 5% were not satisfied and 11% strongly disagree to the same

36
 Employee welfare policy

5. The criteria of 4.5 years of eligibility to mediclaim should be

minimized.

Percentage of employees
Strongly agree 35%
Agree 45%
Somewhat agree 10%
disagree 5%
Strongly Disagree 5%
Total 100%

Percentage of employees
Strongly agree Agree Somewhat agree disagree Strongly Disagree

5%
5%

10% 35%

45%

Ananlysis: according to the table 45% employees think the 4.5

years should be minimized , 35 agree to the same , 10 % somewhat
agree , 5% disagree and 5% strongly disagree.

37
6. The mediclaim amount of 30,000 is satisfactory.

Percent of employees
Strongly agree 25%
Agree 20%
Somewhat agree 25%
disagree 15%
Strongly Disagree 15%
Total 100%

Percent of employees
Strongly agree Agree Somewhat agree disagree Strongly Disagree

15%
25%

15%

20%
25%

Analysis : around 25 % employees strongly agree the mediclaim

amount is satisfactory, 20 % agree where 25% somewhat agree ,
15% disagree and 15% strongly disagree.

7. Are you happy with the thought of marriage gift given by the
organisation

Percentage of employees
Strongly agree 25%
Agree 30%
Somewhat agree 20%
Disagree 15%
Strongly Disagree 10%
Total 100%
38
 Percentage of employees
Strongly agree Agree Somewhat agree Disagree Strongly Disagree

10%
25%
15%

20%
30%

analysis : according to the table 25% agree , 30 % are agree , 20%

are somewhat agree, 15 % disagree and 10% strongly disagree.

8. the number of medical check ups once in two years below 45yrs
and once in a year above 45 years is satisfactory.

Percent of employees
Strongly agree 15%
Agree 25%
Somewhat agree 35%
disagree
A 15%
Strongly
c Disagree 10%
Total
c 10%

39
 Percent of employees
Strongly agree Agree Somewhat agree disagree Strongly Disagree

10% 15%

15%

25%

35%

Ananlysis : according to table 15% employees strongly agree to the

statement, 25% agree to the statement , 35 % somewhat agree ,
15% strongly disagrees aqnd 10% disagrees.

9. existing grievance redressal mechanism is smoothly performed.

Percent of employees
Strongly agree 15%
Agree 10%
Somewhat agree 35%
Strongly disagree 20%
Disagree 20%
Total 100%

40
 Percent of employees
Strongly agree Agree Somewhat agree Strongly disagree Disagree

20% 15%

10%

20%

35%

Analysis : according to the table 15% employees strongly agree , 10% agree ,
35% somewhat agree , 15% strongly disagree, 20% disagree to the same .

10. the grievance redressal procedure is too lengthy.

Percent of employees
Strongly agree 10%
agree 15%
Somewhat agree 30%
disagree 25%
Strongly Disagree 20%
total 100%

41
 Percent of employees
Strongly agree agree Somewhat agree disagree Strongly Disagree

10%
20%
15%

25%
30%

Analysis : according to the table 10% strongly agree 15% agree , 30

somewhat agree, 25% disagree , 20% strongly disagree .

11. The management decision regarding grievance is satisfactory

Percent of employees
Strongly Agree 23%
Agree 12%
Somewhat agree 53%
Disagree 12%
Strongly Disagree 0%
Total 10%

42
 Percent of employees
Strongly Agree Agree Somewhat agree Disagree Strongly Disagree

0%

12%
23%

12%

53%

Ananlysis : according to the table 23% strongly agree, 15 % agree , 53%

somewhat agree , 12% disagree , 23% strongly disagree that decision regarding
grievance is satisfactory

12. complaints and grievance are being taken care off often.

Percent of employees
Strongly Agree 35
Agree 15
Somewhat agree 25
Disagree 17
Strongly disagree 13
Total 100%

43
 Percent of employees
Strongly Agree agree Somewhat agree Disagree Strongly disagree

13%

33%
16%

24% 14%

Ananlysis : 33% employee strongly think complaints are being care taken off,
14% agree , 24% somewhat agree , 16% disagree , 10% strongly agree

 training and development

13. organization considers Training as a part of organizational strategy.
Do you agree with this statement?

a) Strongly Agree b) Agree c) neither agree nor disagree d)

Disagree e) Strongly Disagree

Percent of employees
Strongly disagree 45%
Agree 15%
Somewhat agree 20%
Disagree 14%
Strongly Disagree 6%
Total 100%

44
 Percent of employees
Strongly disagree Agree Somewhat agree
Disagree Strongly Disagree

6%
14%
45%

20%

15%

Analysis: according to the table 45% employee strongly agree ,

15% agree , 20% somewhat agree, 14% disagree, 6 strongly
disagree

14. training need identification is done properly.

Percent of employees
agree 40%
Strongly agree 23%
Somewhat agree 17%
disagree 10%
Strongly disagree 10%
Total 100%

45
 Percent of employees
agree Strongly agree Somewhat agree disagree Strongly disagree

10%
10%
40%

17%

23%

Analysis : according to the data 40% employees agree, 23% agree,

17% somewhat agree, 10% disagree, 10% strongly disagree

15. Skill & knowledge acquired through training programme is as per

my job requirements.

Percent of employees
Strongly agree 20%
agree 26%
Somewhat agree 14%
Disagree 25%
Strongly disagree 15%
Total 100%

46
 Percent of employees
Strongly agree agree Somewhat agree Disagree Strongly disagree

15% 20%

25%
26%

14%

Analysis : according to data 20% strongly agree, 26% agree , 14% somewhat
agree, 25% disagree , 15% strongly disagreewhich reflects that maximum
employee agree to the statement.

16. Organization has formal appraisal system

a) Strongly Agree b) Agree c) neutral d) strongly disagree e)
Disagree

Percent of employees
Strongly Agree 32%
agree 42%
Somewhat agree 26%
Disagree 0%
Strongly disagree 0%
Total 100%

47
 Percent of employees
Strongly Agree agree Somewhat agree Disagree Strongly disagree

0% 0%

26% 32%

42%

Ananlysis : according to the data 32% employees strongly agree, 42%

agree, 26% somewhat agree, 0% disagree and 0% strongly disagree

 performance appraisal

17. I am satisfied with current appraisal system

Percent of employees
Strongly Agree 55%
Agree 15%
Somewhat agree 30%
disagree 0%
Strongly disagree 0%
Total 100%

48
 Percent of employees
Strongly Agree Agree Somewhat agree disagree Strongly disagree

0% 0%

30%

55%

15%

Ananlysis : according to the data 55% employees are satisfied by

the performance appraisal and 15% agree, 30% somewhat agree.

18. The performance appraisal system is fair and equitable

Percent of employees
Strongly Agree 45%
Agree 15%
Somewhat agree 15%
Disagree 20%
Strongly disagree 5%
Total 100%

Percent of employees
Strongly Agree Agree Somewhat agree Disagree Strongly disagree

5%

20%
45%

15%

15%

49
 Ananlysis : according to the table 45% strongly agree, 15% agree,
15% somewhat agree, 20% strongly disagree,5% agree.

19. Supervisor discuss the appraisal feedback.

a) Strongly Agree b) Agree c) neutral d) stromgly disagree e)
Disagree

Percent of employees
Strongly agree 60%
Agree 15%
Somewhat agree 5%
disagree 20%
Strongly Disagree 0%
total 100%

Percent of employees
Strongly agree Agree Somewhat agree disagree Strongly Disagree

0%

20%

5%

15% 60%

analysis : according to the data 60% strongly agree, 15% agree, 5% somewhat
agree, 20% disagree. think supervisor discuss the appraisal feedback, 30%
agree, 25% have no opinion and 5% strongly disagree.

50
20. Performance appraisal system is needed in organization

a) Strongly Agree b) Agree c) neutral d) strongly disagree e)

Disagree

Percent of employees
Strongly agree 25%
agree 20%
Somewhat agree 40%
disagree 15%
Strongly Disagree 0%
total 100%
_

Percent of employees
Strongly agree agree Somewhat agree Strongly disagree Disagree

0%

15%
25%

40% 20%

Analysis :

Analysis : 25% employee strongly agree , 20 % agree , 20% agree

nor disagree , 15% strongly disagree
Interpretation :

51
 FINDINGS :

 The work of people in the organization is valued and appreciated.

 The organization welcomes new ideas of the employees
 The employees are encouraged for their new ideas
 Employees are satisfied by the rewards they received
 Employees are not satisfied by the eligibility criteria of 4.5 years to
mediclaim, which reflects it shoulb be reduced.
 The mediclaim amount is satisfactory
 Employees are happy with the thought of marriage gift given by the
organization
 Number of check ups once is two years below 45 years and once in a year
above 45 years is satisfactory for the employees
 The grievance redressal mechanism is working smoothly in the
organization
 Employees partially think the grievance redressal is a lengthy procedure
 The management decision regarding grievance is satisfactory
 Complaints are being taken care off in the social ocean.
 In the organization training is considered as a part of organizational
strategy
 Training need identification is done properly in the organization
 Skills and knowledge acquired through training is as per employees
requirements in the organization
 The organization has formal appraisal system.
 The appraisal feedback is being discussed by the supervisor in the
organization
 Performance appraisal system is needed in the organization.

52
 SUGGESTIONS & RECOMMENDATIONS

1. The Organization should focus on mentor system intend to help

employees in their career progression.
2. Grievance redressal prodecure should be reduced
3. The Organization should conduct Psychometric tests for employees.
4. The Training should be mandatory for all level of employees.
5. The Departments should develop constructive attitude towards each
other.
6. The company should give the appropriate recognition for the
contributions and accomplishments made by employees. A flexible
reward system should be adopted by organization to improve employee
motivation.
7. A more transparent and full proof communication system developed in
the organization.

53
 BIBLIOGRAPHY

Journals & Articles:

1. Documents of THE SOCIAL OCEAN.

Websites:
www.thesocialocean.com
https://journals.sagepub.com/doi/abs/10.1177/031289620402900203
http://www.ijirst.org/articles/IJIRSTV2I11034.pdf
https://www.researchgate.net/publication/236247815_How_employee_perceptions_of_HR_p
olicy_and_practice_influence_discretionary_work_effort_and_co-
worker_assistance_Evidence_from_two_organizations

BOOKS:

I. HR policies and procedures

Timothy mcAfee

II. HR practices
Dr. santosha pavani tammineni

III. Personnel & HRM

A.M Sharma

ANNEXURES

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55