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Executive Summary
The importance of personnel management is being increasingly realized in industrial and
nonindustrial organization both in India and abroad. The realization has come about because of
increasing complexity of the task of managers and administrators. In most organizations the
problems of getting the competent and relevant people, retaining them, keeping up their
motivation and morale, and helping them to both continuously grow and contribute their best to
the organizations, are now viewed as the most critical problems.
So with this reference the project titled Study of Study of both HR & IR practices has been
conducted, based on the primary research in MRK Sugar Mills, HR Policies prepared by the HR
department in organization. It emphasizes on the importance of a clear cut organization structure
and culture to avoid any confusion in order to achieve maximum result with minimum resources.
The project is aimed to cover maximum knowledge of the HR & IR practices followed in the
organization and how the performance is evaluated of employees, what primary factors are
considered , how data is maintained and finally the evaluation done. Here the HR practices of the
company have been explained to understand how the company follows these practices and the
performance appraisal process adopted. The practical knowledge has been gained mainly by
observing all the activities taking place in the H.R. department. This is a brief study done to have
understanding of the subject H.R., how it is practically implemented, why it is necessary, its
implications & the benefits. With reference to the HR Practices brief knowledge has been gained
how the Recruitment cycle functions, Selection done, Training Calendar prepared, what does
compensation & cost to company means and the steps of performance appraisal
INTRODUCTION:
HR PRACTICES The success of any business depends as much on appropriate, effective,
well-communicated, HR and business practices as it depends on meeting the requirements of
mandated laws and regulations. In fact, good planning and the development of effective practices
make regulatory compliance much easier. HR practices helps in increasing the productivity and
quality, and to gain the competitive advantage of a workforce strategically aligned with the
organization’s goals and objectives.
KPI's For HR PRACTICES Some of the key performance indicators for Human
Resources include but are not limited to the following.
Employees’ clarity on HR policies
Employees’ clarity on roles, responsibilities and expectations
Development of qualitative staff
Number of HR issues arising for which there are no clear policies and guidelines
Competitiveness of compensation structure relative to industry benchmark
Usefulness and accuracy of compensation survey
Lead time to respond to staff welfare issues
Employees’ assessment of promotion criteria and process (clarity, fairness)
Measurement of HR policy violation
Average time required to fill vacancies
Proportion of training programs resulting in productivity improvement
Staff attrition rate
Understanding / Clarity of the Organizational philosophy
Outline Internal capabilities and identify gaps on skills-competencies-behavioral aspects.
Employers are realizing that the success of an organization relies on more than hiring
qualified candidates. Effective human resource (HR) planning and management is required at all
stages of an employee’s corporate lifecycle to help ensure employee growth and satisfaction.
Employee satisfaction is vital to the success of an organization because of its direct impact on
productivity. When employees are satisfied, they are more likely to produce high quality work,
optimize performance, and exercise more critical thought and creativity. This combination of
high satisfaction and maximum productivity amounts to employee engagement.
COMPANY PROFILE
M/s. M.R. Krishnamurthy Co-operative Sugar Ltd. had been registered as a Coop.
Society in 1987 under the Tamil Nadu Coop. Societies Act 1983 with the object of
manufacturing and sale of sugar along with the byproducts to the best advantage of the Share
Holding members. The mills started its business in 1990. The capacity of the mills is 2500 TCD.
M/S. M.R. Krishnamurthy Co-operative Sugar Ltd. is promoting 45 KLD multi product Ethanol
in same premises Sethiathope village, Chidambaram Taluk, Cuddalore District in Tamil Nadu.
Plant Location:
The proposed distillery plant is to be located at S.F. Nos. 110, 113 A, 114, Sethiathope
village, Chidambaram Taluk, Cuddalore District. This proposed site is located about 16 km away
from Chidambaram and it is in-between the road connecting Mannargudi and Panruti. The site is
located in the Eastern of this road. The nearest Major railway station is Virudhachalam. The
gross assets value of the proposed project cost is 36 crores.
Products Manufactured:
Alcohol production (Rectified Spirit ) from molasses 45.0 KL / Day Anhydrous Alcohol 40.8 KL / Day
Raw Materials
S.No. Raw Material Quantity
1. Cane Molasses 196 MT/Day 2. D.A.P. / Urea 45 Kg/ Day 3. Antifoam Oil 90 kg/Day 4. Sulphuric Acid 67.5 Kg/day
Manufacturing Process:
Molasses is diluted with process water and calculated quantity of yeast isadded. Air is
passed through the above diluted molasses with the first two fermentors and CO2 is passed in the
balance three fermentors. The enzymes produced during the yeast metabolism converts the
fermentable sugars present in the molasses to ethyl alcohol and Carbon di-oxide gas. The
fermented liquid containing ethyl alcohol is distilled in the series of distillationcolumn to
produce industrial alcohol (Rectified sprit), Extra neutral alcohol and anhydrous Alcohol.
Molasses with process water in constant proportion is continuously fed to the 1st three
fermentors, air is passed in the 1st two fermentors. The Carbon dioxide gas generated in the 1st 2
fermentors is passed into balance three fermentors. The diluted molasses flows from 1st
fermentor to 5th fermentors. During this flow the ethyl alcohol is produced by the action of
enzymes in the yeast as fermented liquid. The fermented liquid is settled in the settling tanks and
the clear liquid is taken to the distillation column for ethyl alcohol distillation.
Rectified spirit:
The fermented liquid is fed at the top of the distillation column and at the bottom steam is
passed. The generated alcohol vapours are concentrated in the distillation column and cooled in
the condensers to get Industrial alcohol (Rectified spirit) which contains 95% of ethyl alcohol.
Anhydrous Alcohol:
The Anhydrous Alcohol is manufactured from Industrial alcohol (Rectifiedspirit) by
Molecular Sieve System. The Industrial alcohol is vaporized in the evaporation column and fed
into the molecular Sieves where the water vapour gets absorbed and the pure Alcohol vapour is
collected and cooled to get Anhydrous Alcohol.
Power and Fuels:
Total Power requirement of the Plant will be 500 KWH. Total Power and steam will be
obtained from its sister concern M/s. M.R. Krishnamurthy Coop. Sugars Mills Ltd.
(Cogeneration Plant) or the boiler and turbogenerator from distillery plant itself.
Raw Water:
The total requirement of raw water for this unit will be 548.5 KLD, which will be met
from wells inside the factory premises.
Land:
The total area allotted for this factory is 20 acres.
Manpower:
The plant will have about 57 employees per day for its normal working.
Organization Structure:
The Senior General Manager is responsible for the factory operations. There are several
executives for various sections such as Production, Human Resource, Purchase, Store, Accounts,
Environmental & Safety, Maintenance,and Quality Control etc.
REVIEW OF LITERATURE
Michael Muller 1998,Most of the research about HRM and IR practices of MNCs in
their host country has been conducted in deregulated countries such as the UK and the US. Host
countries with relatively weak institutional arrangements facilitate the transfer of home-country
practices. In contrast, those with institutionally strong systems, such as Germany, impose
stronger pressures for adaptation. This paper reports research about nine US and four UK
subsidiaries operating in Germany. It examines how their HRM and IR practices are shaped by
German labour and IR institutions, how they differ from a control group of indigenous firms and
what room for manoeuvre is left for the introduction of home-country practices. The main
conclusions are that small and medium-sized subsidiaries in particular can to some extent avoid
the pressures exerted by German labour and IR institutions. This facilitates the transfer of home-
country practices. However, even larger affiliates that comply with the German institutions can
transfer practices from their parent company. The highly regulated German system leaves some
room for flexibility. Nevertheless, the institutional environment prevents large companies from
following a unitarist HRM and IR approach.
THE RELATIONSHIP BETWEEN HR PRACTICES AND FIRM
PERFORMANCE: EXAMINING CAUSAL ORDER PATRICK M. WRIGHT,TIMOTHY
M. GARDNER, LISA M. MOYNIHAN,MATHEW R. ALLEN (2005), Significant research
attention has been devoted to examining the relationship between HR practices and firm
performance, and research support has assumed HR as the causal variable.
Using data from 45 business units (with 62 data points), this study examines how
measures of HR practices correlate with past, concurrent, and future operational performance
measures. The results indicate that correlations with performance measures at all 3 times are both
high and invariant, and that controlling for past or concurrent performance virtually eliminates
the correlation of HR practices with future performance. Implications are discussed.
The impact of HR practices on the performance of business units,Patrick M.
Wright, Timothy M. Gardner, Lisa M. Moynihan. (2006), This article examines the impact of
HR practices and organisational commitment on the operating performance and profitability of
business units. Using a predictive design with a sample of 50 autonomous business units within
the same corporation, the article reveals that both organisational commitment and HR practices
are significantly related to operational measures of performance, as well as operating expenses
and pre-tax profits.
Moving HR to a higher level: HR practices and organizational effectiveness. Ostroff,
Cheri; Bowen, David E. Klein, Katherine J. (Ed); Kozlowski, Steve W. J. (Ed),
(2000).Integrates the 3 primary streams of research—individual-level, organization-level, and
cross- or multilevel approaches—into a cohesive multilevel framework. The chapter also
proposes a meso paradigm for understanding linkages between human resource (HR) practices
and firm performance. The authors adopt the perspective that HR practices shape the skills,
attitudes, and behaviors of an organization's workforce, and these skills, attitudes, and behaviors
in turn influence organizational behavior and that HR practices can have a direct impact on firm
performance by creating structural and operational efficiencies.
Further, the authors adopt a multidimensional view whereby there are multiple
configurations of HR practices that drive climates and contracts, multiple climates and contracts
that guide the behavior and attitudes of the workforce, and multiple dimensions of firm
performance and effectiveness.
Definition:
As outlined above, the process of defining HRM leads us to two different definitions. The
first definition of HRM is that it is the process of managing people in organizations in a
structured and thorough manner. This covers the fields of staffing (hiring people), retention of
people, pay and perks setting and management, performance management, change management
and taking care of exits from the company to round off the activities. This is the traditional
definition of HRM which leads some experts to define it as a modern version of the Personnel
Management function that was used earlier.
The second definition of HRM encompasses the management of people in organizations
from a macro perspective i.e. managing people in the form of a collective relationship between
management and employees. This approach focuses on the objectives and outcomes of the HRM
function. What this means is that the HR function in contemporary organizations is concerned
with the notions of people enabling, people development and a focus on making the
“employment relationship” fulfilling for both the management and employees.
These definitions emphasize the difference between Personnel Management as defined in
the second paragraph and human resource management as described in the third paragraph. To
put it in one sentence, personnel management is essentially “workforce” centered whereas
human resource management is “resource” centered. The key difference is HRM in recent times
is about fulfilling management objectives of providing and deploying people and a greater
emphasis on planning, monitoring and control.
HR practices:
The role of Human Resources is changing as fast as technology and the global
marketplace. Historically, the HR Department was viewed as administration, kept personal files
and other records, managed the hiring process, and provided other administrative support to the
business. Those times have changed.
The positive result of these changes is that HR professionals have the opportunity to play
a more strategic role in the business. The challenge for HR managers is to keep up to date with
the latest HR innovations-technological, legal, and otherwise.
This special report will discuss the best practices in HR management for 2012-in other
words, how HR managers can anticipate and address some of the most challenging HR issues
this year. This report will give you the information you need to know about these current HR
challenges and how to most effectively manage them in your workplace.
Human resources is an increasingly broadening term with which an organization, or other
human system describes the combination of traditionally administrative personnel functions with
acquisition and application of skills, knowledge and experience, Employee Relations and
resource planning at various levels.
The field draws upon concepts developed in Industrial/Organizational Psychology and
System Theory. Human resources has at least two related interpretations depending on context.
The original usage derives from political economy and economics, where it was
traditionally called labor, one of four factors of production although this perspective is changing
as a function of new and ongoing research into more strategic approaches at national levels. This
first usage is used more in terms of `human resources development', and can go beyond just
organizations to the level of nations. The more traditional usage within corporations and
businesses refers to the individuals within a firm or agency, and to the portion of the organization
that deals with hiring, firing, training, and other personnel issues, typically referred to as `human
resources management'. This article addresses both definitions.
The objective of human resource's' development (the `s' is important in human resource`s'
in that it underscores indiduality/variability) is to foster human resourcefulness through
enlightened and cohesive policies in education, training, health and employment at all levels,
from corporate to national (Lawrence 2000) Human resource management's objective, on the
other hand, is to maximize the return on investment from the organization's human capital and
minimize financial risk. It is the responsibility of human resource managers in a corporate
context to conduct these activities in an effective, legal, fair, and consistent manner
Human resource management serves these key functions:
Recruitment & Selection
Training and Development
Performance Evaluation and Management
Promotions
Redundancy
Industrial and Employee Relations
Record keeping of all personal data.
Compensation, pensions, bonuses etc in liaison with Payroll
Confidential advice to internal 'customers' in relation to problems at work
Career development
Modern analysis emphasizes that human beings are not "commodities" or "resources",
but are creative and social beings in a productive enterprise. The 2000 revision of ISO 9001 in
contrast requires to identify the processes, their sequence and interaction, and to define and
communicate responsibilities and authorities. In general, heavily unionized nations such as
France and Germany have adopted and encouraged such job descriptions especially within trade
unions. The International Labour Organization also in 2001 decided to revisit, and revise its 1975
Recommendation 150 on Human Resources Development.
One view of these trends is that a strong social consensus on political economy and a
good social welfare system facilitates labor mobility and tends to make the entire economy more
productive, as labor can develop skills and experience in various ways, and move from one
enterprise to another with little controversy or difficulty in adapting. Another view is that
governments should become more aware of their national role in facilitating human resources
development across all sectors.
IR practices:
Industrial relations has become one of the most delicate and complex problems of
modern industrial society. Industrial progress is impossible without cooperation of labors and
harmonious relationships. Therefore, it is in the interest of all to create and maintain good
relations between employees (labor) and employers (management).
The term ‘Industrial Relations’ comprises of two terms: ‘Industry’ and ‘Relations’.
“Industry” refers to “any productive activity in which an individual (or a group of individuals) is
(are) engaged”. By “relations” we mean “the relationships that exist within the industry between
the employer and his workmen.” The term industrial relations explains the relationship between
employees and management which stem directly or indirectly from union-employer relationship.
Industrial relations are the relationships between employees and employers within the
organizational settings. The field of industrial relations looks at the relationship between
management and workers, particularly groups of workers represented by a union. Industrial
relations are basically the interactions between employers, employees and the government, and
the institutions and associations through which such interactions are mediated.
The term industrial relations has a broad as well as a narrow outlook. Originally,
industrial relations was broadly defined to include the relationships and interactions between
employers and employees. From this perspective, industrial relations covers all aspects of the
employment relationship, including human resource management, employee relations, and
union-management (or labor) relations.
Now its meaning has become more specific and restricted. Accordingly, industrial
relations pertains to the study and practice of collective bargaining, trade unionism, and labor-
management relations, while human resource management is a separate, largely distinct field that
deals with nonunion employment relationships and the personnel practices and policies of
employers.
The relationships which arise at and out of the workplace generally include the
relationships between individual workers, the relationships between workers and their employer,
the relationships between employers, the relationships employers and workers have with the
organizations formed to promote their respective interests, and the relations between those
organizations, at all levels.
Industrial relations also includes the processes through which these relationships are
expressed (such as, collective bargaining, workers’ participation in decision-making, and
grievance and dispute settlement), and the management of conflict between employers, workers
and trade unions, when it arises.
OBJECTIVES:
To study the existing Human Resources and Industrial Relation practices being adapted
by Neyveli Lignite Corporation Limited, Neyveli.
To analyze the factors influencing the HR & IR practices in NLC.
To study the impact of HR & IR practices on employee productivity and suggest the
measures for improving the same.
To ascertain the present system of innovative HR & IR practices and suggest the
alternative means to improve the effectiveness.
To study the opinion of the employees towards the present innovative HR & IR practices
followed and practiced in NLC.
To highlight how the innovative HR & IR practices facilitate smooth functioning of IR
practices in NLC.
RESEARCH METHODOLOGY
Research:
Research is a process in which the researcher wishes to find out the end result for a given
problem and thus the solution helps in future course of action. The research has been defined as
“A careful investigation or enquiry especially through search for new facts in any branch of
knowledge.
Research Methodology:
The procedure using, which researchers go about their work of describing, explaining and
predicting phenomena, is called Methodology. Methods compromise the procedures used for
generating, collecting and evaluating data. Methods are the ways of obtaining information useful
for assessing explanations.
Research Design:
Research design is the specification of the method and procedure for acquiring the
information needed to solve the problem.
The research design followed for this research study is descriptive research design where
we find a solution to an existing problem. The problem of the study is to find out the “HR & IR
practices in NLC”.
Type of Research:
The type of research used in this project is descriptive in nature. Descriptive research is
essentially a fact-finding related largely to the present, abstracting generations by cross sectional
study of the current situation. The descriptive methods are extensively used in the physical and
natural science, for instance when physics measure, biology classifies, zoology dissects and
geology studies the rocks. But its use in social science is more common, as in socio economic
surveys and job and activity analysis.
Descriptive research aims at,
1 To portray the characteristics of a particular individual situation, or group (with or
without specific initial hypothesis about the nature of these characteristics).
2 To determine the frequency with which something occurs or with which it is associated
with something else (usually, but not always, with a specific initial hypothesis).
Data Collection Method:
Survey method is considered the best method for data collection of data and the tools
used for data collection are Questionnaire. This method is quite popular particularly in case of
big enquires. Private individuals, research works, private and public organizations and even
government are adopting it.
In this method a questionnaire is sent to the persons concerned with a request to answer
and return the questionnaire. A questionnaire consists of a number of question involves both
specific and general questions relating to HR & IR practices.
Sources of Data:
The two sources of data collection are namely Primary & Secondary.
Primary Data:
Primary data are fresh data collected through survey from the employees using the
questionnaire. Questionnaire helps to recognize the employee’s perception regarding the HR &
IR practices and their problematic areas.
Secondary Data:
Secondary data are collected from the past records & books and various journals,
magazines etc. regarding the HR & IR practices and there impacts .
Period of the Study:
The period of the study is done for xxx weeks.
Statistical tools used:
Percentage method
Chi-square test
PERCENTAGE METHOD
In this project Percentage method test was used. The percentage method is used to know
the accurate percentages of the data we took, it is easy to graph out through the percentages. The
following are the formula
No of Respondent Percentage of Respondent = x 100 Total no. of Respondents
From the above formula, we can get percentages of the data given by the respondents.
CHI-SQUARE ANALYSIS
In this project chi-square test was used. This is an analysis of technique which analyzed the
stated data in the project. It analysis the assumed data and calculated in the study. The Chi-
square test is an important test amongst the several tests of significant developed by statistical.
Chi-square, symbolically written as x2 (Pronounce as Ki-Spare), is a statistical measure used in
the context of sampling analysis for comparing a variance to a theoretical variance.
Formula
(O-E) 2 2 = E
O = Observed frequency
E = Expected frequency
Sample Design:
Universe : xxxx
Sample Element : Employees
Sample Size : 100 samples
Sample Test : Percentage Method, Chi-square test,
Sample Media : Questionnaire
DATA ANALYSIS AND INTREPRETATION
Table 4.1: Gender of the respondents.
PARTICULARS FREQUENCY PERCENTAGE
Male 95 95%
Female 5 5%
Total 100 100%
INTREPRETATION:
From the above table it is inferred that, 95% of the respondents are male, 5% of the
respondents are female.
Chart 4.1: Gender of the respondents.
95%
5%
MaleFemale
Table 4.2: Age of the respondents.
PARTICULARS FREQUENCY PERCENTAGE
Below 20 years 1 1%
21 - 30 years 1 1%
31 - 40 years 17 17%
Above 40 years 81 81%
Total 100 100%
INTREPRETATION:
From the above table it is inferred that,81% of the respondents are belongs to the age
above 40 years, 17% of the respondents are belongs to the age group between 31 – 40 years, 1%
of the respondents are belongs to the age group between 21 – 30 years, 1% are belongs to the age
group below 20 years.
Chart 4.2: Age of the respondents.
Below 20 years 21 - 30 years 31 - 40 years Above 40 years0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
1% 1%
17%
81%
Age group
Perc
enta
ge
Table 4.3: Marital status of the respondents.
PARTICULARS FREQUENCY PERCENTAGE
Married 97 97%
Unmarried 3 3%
Total 100 100%
INTREPRETATION:
From the above table it is inferred that, 97% of the respondents are married, 3% of the
respondents are unmarried.
Chart 4.3: Marital status of the respondents.
97%
3%
MarriedUnmarried
Table 4.4: Educational qualification of the respondents.
PARTICULARS FREQUENCY PERCENTAGE
SSLC 30 30%
HSC 19 19%
Diploma 26 26%
UG 12 12%
PG 13 13%
Total 100 100%
INTREPRETATION:
From the above table it is inferred that, 30% of the respondents are SSLC qualified, 26%
of the respondents are Diploma, 19% of the respondents are HSC, 13% of the respondents are
PG, 12% of the respondents are belongs to UG.
Chart4.4: Educational qualification of the respondents.
SSLC
HSC
Diploma
UG
PG
0% 5% 10% 15% 20% 25% 30%
30%
19%
26%
12%
13%
Percentage
Educ
ation
al Qu
alific
ation
Table 4.5: Working departments of the employees.
PARTICULARS FREQUENCY PERCENTAGE
Production 38 38%
HR 5 5%
Stores 7 7%
Accounts 9 9%
Maintenance 41 41%
Total 100 100%
INTREPRETATION:
From the above table it is inferred that, 41% of the respondents are working in the
maintenance, 38% of the respondents are working in the production, 9% of the respondents are
working in the accounts, 7% of the respondents are working in the stores, 5% of the respondents
are working in the HR department.
Chart 4.5: Working departments of the employees.
Production HR Stores Accounts Maintenance0%
5%
10%
15%
20%
25%
30%
35%
40%
45%38%
5%7%
9%
41%
Department
Perc
enta
ge
Table 4.6: Work experience of the employees.
PARTICULARS FREQUENCY PERCENTAGE
Below 2 years 0 0%
3 - 6 years 2 2%
7 - 10 years 3 3%
Above 10 years 95 95%
Total 100 100%
INTREPRETATION:
From the above table it is inferred that, 95% of the respondents are in the work
experience of above 10 years, 3% of the respondents are in the work experience between 7 – 10
years, 2% of the respondents are in the work experience between 3 – 6 years, 0% of the
respondents are in the work experience of below 2 years in the company.
Chart 4.6: Work experience of the employees.
Below 2 years
3 - 6 years
7 - 10 years
Above 10 years
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
0%
2%
3%
95%
Percentage
Expe
rienc
e
Table 4.7: Monthly income of the employees.
PARTICULARS FREQUENCY PERCENTAGE
Below 10,000 11 11%
10,001 – 15000 45 45%
15,001 - 20,000 40 40%
Above 20,000 4 4%
Total 100 100%
INTREPRETATION:
From the above table it is inferred that, 45% of the respondents are in the monthly
income between 10,001 – 15,000, 40% of the respondents are in the monthly income between
15,001 – 20,000, 11% of the respondents are in the monthly income below 10,000, 4% of the
respondents are in the monthly income above 20,000 in the company.
Chart 4.7: Monthly income of the employees.
Below 10,000 10,001 – 15000 15,001 - 20,000 Above 20,0000%
5%
10%
15%
20%
25%
30%
35%
40%
45%
11%
45%
40%
4%
Experience
Perc
enta
ge
Table 4.8: HR & IR department is essential for smooth functioning of the management.
PARTICULARS FREQUENCY PERCENTAGE
Not at all 15 15%
To a small extent 31 31%
Moderate extent 39 39%
To a large extent 11 11%
Greater extent 4 4%
Total 100 100%
INTREPRETATION:
From the above table it is inferred that, 39% of the respondents are in moderate extent
towards the HR & IR department, 31% of the respondents are small extent towards the HR & IR
department, 15% of the respondents are in not at all towards the HR & IR department, 11% of
the respondents are in large extent towards the HR & IR department, 4% of the respondents are
in greater extent towards the HR & IR department in smooth functioning of the management.
Chart 4.8: HR & IR department is essential for smooth functioning of the management.
Not at all
To a small extent
Moderate extent
To a large extent
Greater extent
0% 5% 10% 15% 20% 25% 30% 35% 40%
15%
31%
39%
11%
4%
Percentage
Table 4.9: Present HR & IR practices helps to realize the mission of the company.
PARTICULARS FREQUENCY PERCENTAGE
Not at all 8 8%
To a small extent 26 26%
Moderate extent 26 26%
To a large extent 31 31%
Greater extent 9 9%
Total 100 100%
INTREPRETATION:
From the above table it is inferred that, 31% of the respondents are to a large extent
towards the present HR & IR practices helps in realize the mission of the company, 26% of the
respondents are to a small extent towards the present HR & IR practices helps in realize the
mission of the company, 26% of the respondents are to a moderate extent towards the present
HR & IR practices helps in realize the mission of the company, 9% of the respondents are to a
greater extent towards the present HR & IR practices helps in realize the mission of the
company, 8% of the respondents are not all in agreeing towards the present HR & IR practices
helps in realize the mission of the company.
Chart 4.9: Present HR & IR practices helps to realize the mission of the company.
Not at all To a small extent Moderate extent To a large extent Greater extent0%
5%
10%
15%
20%
25%
30%
35%
8%
26% 26%
31%
9%
Perc
enta
ge
Table 4.10: Existing HR & IR practices are adaptive & proactive.
PARTICULARS FREQUENCY PERCENTAGE
Not at all 15 15%
To a small extent 24 24%
Moderate extent 37 37%
To a large extent 11 11%
Greater extent 13 13%
Total 100 100%
INTREPRETATION:
From the above table it is inferred that, 37% of the respondents are in moderate extent
about the existing HR & IR practices, 24% of the respondents are in small extent about the
existing HR & IR practices, 15% of the respondents are in not all about the existing HR & IR
practices, 13% of the respondents are in greater extent about the existing HR & IR practices,
11% of the respondents are in large extent about the existing HR & IR practices are adaptive &
proactive.
Chart 4.10: Existing HR & IR practices are adaptive & proactive.
Not at all
To a small extent
Moderate extent
To a large extent
Greater extent
0% 5% 10% 15% 20% 25% 30% 35% 40%
15%
24%
37%
11%
13%
Percentage
Table 4.11: Future and success of the organization is depending to great extent of innovative HR & IR practices.
PARTICULARS FREQUENCY PERCENTAGE
Not at all 19 19%
To a small extent 24 24%
Moderate extent 35 35%
To a large extent 5 5%
Greater extent 17 17%
Total 100 100%
INTREPRETATION:
From the above table it is inferred that, 35% of the respondents are in moderate extent
towards HR & IR practices, 24% of the respondents are in small extent towards HR & IR
practices, 19% of the respondents are in not all towards HR & IR practices, 17% of the
respondents are in greater extent towards HR & IR practices, 5% of the respondents are in large
extent towards HR & IR practices for the future and success of the organization.
Chart 4.11: Future and success of the organization is depending to great extent of innovative HR & IR practices.
Not at all To a small extent Moderate extent To a large extent Greater extent0%
5%
10%
15%
20%
25%
30%
35%
19%
24%
35%
5%
17%
Perc
enta
ge
Table 4.12: HR & IR department works towards in improvement of employee morale, motivation and welfare of the organization.
PARTICULARS FREQUENCY PERCENTAGE
Not at all 14 14%
To a small extent 28 28%
Moderate extent 37 37%
To a large extent 6 6%
Greater extent 15 15%
Total 100 100%
INTREPRETATION:
From the above table it is inferred that, 37% of the respondents are in moderate extent
about the HR & IR department, 28% of the respondents are in small extent about the HR & IR
department, 15% of the respondents are in greater extent about the HR & IR department, 14% of
the respondents are in not all about the HR & IR department, 6% of the respondents are in large
extent about the HR & IR department in improving the employee morale, motivation and welfare
of the organization.
Chart 4.12: HR & IR department works towards in improvement of employee morale, motivation and welfare of the organization.
Not at all
To a small extent
Moderate extent
To a large extent
Greater extent
0% 5% 10% 15% 20% 25% 30% 35% 40%
14%
28%
37%
6%
15%
Percentage
Table 4.13: HR & IR practices aims in motivating the employees in the right direction towards in attainment of management objectives .
PARTICULARS FREQUENCY PERCENTAGE
Not at all 26 26%
To a small extent 29 29%
Moderate extent 25 25%
To a large extent 8 8%
Greater extent 12 12%
Total 100 100%
INTREPRETATION:
From the above table it is inferred that, 29% of the respondents are in small extent
towards the HR & IR practices aims in motivating the employees in right direction in achieving
the management objectives, 26% of the respondents are in not all towards the HR & IR practices
aims in motivating the employees in right direction in achieving the management objectives,
25% of the respondents are in moderate extent towards the HR & IR practices aims in motivating
the employees in right direction in achieving the management objectives, 12% of the respondents
are in greater extent towards the HR & IR practices aims in motivating the employees in right
direction in achieving the management objectives, 8% of the respondents are in large extent
towards the HR & IR practices aims in motivating the employees in right direction in achieving
the management objectives.
Chart 4.13: HR & IR practices aims in motivating the employees in the right direction towards in attainment of management objectives .
Not at all To a small extent Moderate extent To a large extent Greater extent0%
5%
10%
15%
20%
25%
30%26%
29%
25%
8%
12%
Perc
enta
ge
Table 4.14: An HR & IR practice provides employees in individualized career planning.
PARTICULARS FREQUENCY PERCENTAGE
Not at all 11 11%
To a small extent 51 51%
Moderate extent 25 25%
To a large extent 6 6%
Greater extent 7 7%
Total 100 100%
INTREPRETATION:
From the above table it is inferred that, 51% of the respondents are in small extent in HR
& IR practices in career planning, 25% of the respondents are in moderate extent in HR & IR
practices in career planning, 11% of the respondents are in not all in HR & IR practices in career
planning, 7% of the respondents are in greater extent in HR & IR practices in career planning,
6% of the respondents are in large extent in HR & IR practices in career planning.
Chart 4.14: An HR & IR practice provides employees in individualized career planning
Not at all
To a small extent
Moderate extent
To a large extent
Greater extent
0% 10% 20% 30% 40% 50% 60%
11%
51%
25%
6%
7%
Percentage
Table 4.15: Competitive environment of the organization flexible to innovative HR & IR practices.
PARTICULARS FREQUENCY PERCENTAGE
Not at all 10 10%
To a small extent 48 48%
Moderate extent 24 24%
To a large extent 5 5%
Greater extent 13 13%
Total 100 100%
INTREPRETATION:
From the above table it is inferred that, 48% of the respondents are in small extent
towards the innovative HR & IR practices, 24% of the respondents are in moderate extent
towards the innovative HR & IR practices, 13% of the respondents are in greater extent towards
the innovative HR & IR practices,10% of the respondents are in not at all towards the innovative
HR & IR practices,5% of the respondents are in large extent towards the innovative HR & IR
practices in the competitive environment of the organization.
Chart 4.15: Competitive environment of the organization flexible to innovative HR & IR practices.
Not at all To a small extent Moderate extent To a large extent Greater extent0%
10%
20%
30%
40%
50%
60%
10%
48%
24%
5%
13%
Perce
ntag
e
Table 4.16: HR department provides guidance for achieving and maintaining Industrial Harmony.
PARTICULARS FREQUENCY PERCENTAGE
Not at all 6 6%
To a small extent 53 53%
Moderate extent 24 24%
To a large extent 10 10%
Greater extent 7 7%
Total 100 100%
INTREPRETATION:
From the above table it is inferred that, 53% of the respondents are at small extent toward
the HR department in achieving and maintaining Industrial harmony, 24% of the respondents are
at moderate extent toward the HR department in achieving and maintaining Industrial harmony,
10% of the respondents are at large extent toward the HR department in achieving and
maintaining Industrial harmony, 7% of the respondents are at greater extent toward the HR
department in achieving and maintaining Industrial harmony, 6% of the respondents are not at all
toward the HR department in achieving and maintaining Industrial harmony.
Table 4.16: HR department provides guidance for achieving and maintaining Industrial Harmony.
Not at all
To a small extent
Moderate extent
To a large extent
Greater extent
0% 10% 20% 30% 40% 50% 60%
6%
53%
24%
10%
7%
Percentage
Table 4.17: HR department periodically updates the existing policies system and procedure.
PARTICULARS FREQUENCY PERCENTAGE
Not at all 12 12%
To a small extent 27 27%
Moderate extent 36 36%
To a large extent 18 18%
Greater extent 7 7%
Total 100 100%
INTREPRETATION:
From the above table it is inferred that, 36% of the respondents are at moderate extent
that the HR department periodically updates the existing policies and procedure, 27% of the
respondents are at small extent that the HR department periodically updates the existing policies
and procedure, 18% of the respondents are at large extent that the HR department periodically
updates the existing policies and procedure, 12% of the respondents are not at all that the HR
department periodically updates the existing policies and procedure, 7% of the respondents are at
greater extent that the HR department periodically updates the existing policies and procedure.
Chart 4.17: HR department periodically updates the existing policies system and procedure.
Not at all To a small extent Moderate extent To a large extent Greater extent0%
5%
10%
15%
20%
25%
30%
35%
40%
12%
27%
36%
18%
7%
Perc
enta
ge
Table 4.18: Satisfaction of the present promotion & recruitment policies .
PARTICULARS FREQUENCY PERCENTAGE
Not at all 10 10%
To a small extent 29 29%
Moderate extent 35 35%
To a large extent 10 10%
Greater extent 16 16%
Total 100 100%
INTREPRETATION:
From the above table it is inferred that, 35% of the respondents are in moderate extent
with the present promotion & recruitment policies, 29% of the respondents are in small extent
with the present promotion & recruitment policies, 16% of the respondents are in greater extent
with the present promotion & recruitment policies, 10% of the respondents are in large extent
with the present promotion & recruitment policies, 10% of the respondents are in not at all with
the present promotion & recruitment policies.
Chart 4.18: Satisfaction of the present promotion & recruitment policies .
Not at all
To a small extent
Moderate extent
To a large extent
Greater extent
0% 5% 10% 15% 20% 25% 30% 35%
10%
29%
35%
10%
16%
Percentage
Table 4.19: HR department acts as an career counselor in choosing their career path.
PARTICULARS FREQUENCY PERCENTAGE
Not at all 15 15%
To a small extent 40 40%
Moderate extent 30 30%
To a large extent 6 6%
Greater extent 9 9%
Total 100 100%
INTREPRETATION:
From the above table it is inferred that, 40% of the respondents are in small extent
towards the HR department in choosing their career path, 30% of the respondents are in
moderate extent towards the HR department in choosing their career path, 15% of the
respondents are in not at all towards the HR department in choosing their career path, 9% of the
respondents are in greater extent towards the HR department in choosing their career path, 6% of
the respondents are in large extent towards the HR department in choosing their career path.
Chart 4.19: HR department acts as an career counselor in choosing their career path.
Not at all
To a small extent
Moderate extent
To a large extent
Greater extent
0% 5% 10% 15% 20% 25% 30% 35% 40%
15%
40%
30%
6%
9%
Percentage
Table 4.20: Existing performance appraisal system is effective and serves the purpose.
PARTICULARS FREQUENCY PERCENTAGE
Not at all 9 9%
To a small extent 21 21%
Moderate extent 46 46%
To a large extent 17 17%
Greater extent 7 7%
Total 100 100%
INTREPRETATION:
From the above table it is inferred that, 46% of the respondents are in moderate extent in
the performance appraisal system is effective, 21% of the respondents are in small extent in the
performance appraisal system is effective, 17% of the respondents are in large extent in the
performance appraisal system is effective, 9% of the respondents are not at all in the
performance appraisal system is effective, 7% of the respondents are in greater extent in the
performance appraisal system is effective and serves the purpose.
Chart 4.20: Existing performance appraisal system is effective and serves the purpose.
Not at all To a small extent Moderate extent To a large extent Greater extent0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
9%
21%
46%
17%
7%
Perc
enta
ge
Table 4.21: Company has well developed & well co-ordinate set of HR policies & procedures.
PARTICULARS FREQUENCY PERCENTAGE
Not at all 10 10%
To a small extent 24 24%
Moderate extent 42 42%
To a large extent 13 13%
Greater extent 11 11%
Total 100 100%
INTREPRETATION:
From the above table it is inferred that, 42% of the respondents are in moderate extent
that the company has well developed and co-ordinate sets of HR policies, 24% of the
respondents are in small extent that the company has well developed and co-ordinate sets of HR
policies, 13% of the respondents are in large extent that the company has well developed and co-
ordinate sets of HR policies, 11% of the respondents are in greater extent that the company has
well developed and co-ordinate sets of HR policies, 10% of the respondents are not at all that the
company has well developed and co-ordinate sets of HR policies.
Chart 4.21: Company has well developed & well co-ordinate set of HR policies & procedures.
Not at all
To a small extent
Moderate extent
To a large extent
Greater extent
0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
10%
24%
42%
13%
11%
Percentage
Table 4.22: Company’s HR policies & procedures provides value added contribution to all employees.
PARTICULARS FREQUENCY PERCENTAGE
Not at all 14 14%
To a small extent \40 40%
Moderate extent 23 23%
To a large extent 12 12%
Greater extent 11 11%
Total 100 100%
INTREPRETATION:
From the above table it is inferred that, 40% of the respondents are at small extent with
the company’s HR policies and procedures, 23% of the respondents are at moderate extent with
the company’s HR policies and procedures, 14% of the respondents are not at all with the
company’s HR policies and procedures, 12% of the respondents are at large extent with the
company’s HR policies and procedures, 11% of the respondents are at greater extent with the
company’s HR policies and procedures in value added contribution to all employees.
4.22: Company’s HR policies & procedures provides value added contribution to all employees.
Not at all To a small extent Moderate extent To a large extent Greater extent0%
5%
10%
15%
20%
25%
30%
35%
40%
Perc
enta
ge
Table 4.23:Satisfication of the existing inter unit transfer system.
PARTICULARS FREQUENCY PERCENTAGE
Not at all 19 19%
To a small extent 30 30%
Moderate extent 38 38%
To a large extent 4 4%
Greater extent 9 9%
Total 100 100%
INTREPRETATION:
From the above table it is inferred that, 38% of the respondents are in moderate extent
towards the satisfaction of the inter unit transfer system, 30% of the respondents are in small
extent towards the satisfaction of the inter unit transfer system, 19% of the respondents are not
at all towards the satisfaction of the inter unit transfer system, 9% of the respondents are in
greater extent towards the satisfaction of the inter unit transfer system, 4% of the respondents
are in large extent towards the satisfaction of the inter unit transfer system in the company.
Chart 4.23:Satisfication of the existing inter unit transfer system.
Not at all
To a small extent
Moderate extent
To a large extent
Greater extent
0% 5% 10% 15% 20% 25% 30% 35% 40%
19%
30%
38%
4%
9%
Percentage
Table 4.24: Industrial relation climate of the company is healthy.
PARTICULARS FREQUENCY PERCENTAGE
Not at all 7 7%
To a small extent 41 41%
Moderate extent 33 33%
To a large extent 12 12%
Greater extent 7 7%
Total 100 100%
INTREPRETATION:
From the above table it is inferred that, 41% of the respondents are with small extent
about the industrial relation climate, 33% of the respondents are with moderate extent about the
industrial relation climate, 12% of the respondents are with large extent about the industrial
relation climate, 7% of the respondents are with greater extent about the industrial relation
climate, 7% of the respondents are not at all about the industrial relation climate is healthy in the
company.
Chart 4.24: Industrial relation climate of the company is healthy.
Not at all To a small extent Moderate extent To a large extent Greater extent0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
7%
41%
33%
12%
7%
Perc
enta
ge
Table 4.25: Satisfaction with the grievance redress system.
PARTICULARS FREQUENCY PERCENTAGE
Not at all 11 11%
To a small extent 20 20%
Moderate extent 45 45%
To a large extent 13 13%
Greater extent 11 11%
Total 100 100%
INTREPRETATION:
From the above table it is inferred that, 45% of the respondents are moderate extent with
the grievance redress system, 20% of the respondents are small extent with the grievance redress
system, 13% of the respondents are large extent with the grievance redress system, 11% of the
respondents are greater extent with the grievance redress system, 11% of the respondents are not
at all with the grievance redress system of the company.
Chart 4.25: Satisfaction with the grievance redress system
Not at all
To a small extent
Moderate extent
To a large extent
Greater extent
0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
11%
20%
45%
13%
11%
Percentage
Table 4.26: Industrial disputes are amicably settled.
PARTICULARS FREQUENCY PERCENTAGE
Not at all 10 10%
To a small extent 38 38%
Moderate extent 36 36%
To a large extent 9 9%
Greater extent 7 7%
Total 100 100%
INTREPRETATION:
From the above table it is inferred that, 38% of the respondents are at small extent with
the industrial disputes settlement, 36% of the respondents are at moderate extent with the
industrial disputes settlement, 10% of the respondents are not at all with the industrial disputes
settlement, 9% of the respondents are at large extent with the industrial disputes settlement, 7%
of the respondents are at greater extent with the industrial disputes settlement of the company.
Chart 4.26: Industrial disputes are amicably settled.
Not at all To a small extent Moderate extent To a large extent Greater extent0%
5%
10%
15%
20%
25%
30%
35%
40%
10%
38%36%
9%7%
Perc
enta
ge
Table 4.27: HR & IR integrate labor, industrial relations union and management co-operation.
PARTICULARS FREQUENCY PERCENTAGE
Not at all 5 5%
To a small extent 48 48%
Moderate extent 26 26%
To a large extent 7 7%
Greater extent 14 14%
Total 100 100%
INTREPRETATION:
From the above table it is inferred that, 48% of the respondents are with the small extent
towards the HR& IR integrate labor, industrial relation union and management co-operation,
26% of the respondents are with the moderate extent towards the HR& IR integrate labor,
industrial relation union and management co-operation, 14% of the respondents are with the
greater extent towards the HR& IR integrate labor, industrial relation union and management
co-operation, 7% of the respondents are with the large extent towards the HR& IR integrate
labor, industrial relation union and management co-operation, 5% of the respondents are not at
all towards the HR& IR integrate labor, industrial relation union and management co-operation.
Chart 4.27: HR & IR integrate labor, industrial relations union and management co-operation.
Not at all
To a small extent
Moderate extent
To a large extent
Greater extent
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
5%
48%
26%
7%
14%
Percentage
Table 4.28: Satisfaction with the existing welfare measures.
PARTICULARS FREQUENCY PERCENTAGE
Not at all 3 3%
To a small extent 19 19%
Moderate extent 47 47%
To a large extent 5 5%
Greater extent 26 26%
Total 100 100%
INTREPRETATION:
From the above table it is inferred that, 47% of the respondents are at moderate extent
with satisfaction with the existing welfare measures, 26% of the respondents are at greater extent
with satisfaction with the existing welfare measures, 19% of the respondents are at small extent
with satisfaction with the existing welfare measures, 5% of the respondents are at large extent
with satisfaction with the existing welfare measures, 3% of the respondents are not at all with
satisfaction with the existing welfare measures in the company
Chart 4.28: Satisfaction with the existing welfare measures.
Not at all
To a small extent
Moderate extent
To a large extent
Greater extent
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
3%
19%
47%
5%
26%
Percentage
Table 4.29: Satisfaction with the existing disputes settlement committee.
PARTICULARS FREQUENCY PERCENTAGE
Not at all 5 5%
To a small extent 48 48%
Moderate extent 23 23%
To a large extent 18 18%
Greater extent 6 6%
Total 100 100%
INTREPRETATION:
From the above table it is inferred that, 48% of the respondents are at small extent with
the existing disputes settlement committee, 23% of the respondents are at moderate extent with
the existing disputes settlement committee, 18% of the respondents are at large extent with the
existing disputes settlement committee, 6% of the respondents are at greater extent with the
existing disputes settlement committee, 5% of the respondents are not at all with the existing
disputes settlement committee of the company.
Chart 4.29: Satisfaction with the existing disputes settlement committee.
Not at all To a small extent Moderate extent To a large extent Greater extent0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
5%
48%
23%
18%
6%
Perc
enta
ge
Table 4.30: Satisfaction with the existing safety and healthy measures.
PARTICULARS FREQUENCY PERCENTAGE
Not at all 6 6%
To a small extent 37 37%
Moderate extent 32 32%
To a large extent 14 14%
Greater extent 11 11%
Total 100 100%
INTREPRETATION:
From the above table it is inferred that, 37% of the respondents are at small extent with
the existing safety and healthy measures, 32% of the respondents are at moderate extent with the
existing safety and healthy measures, 14% of the respondents are at large extent with the existing
safety and healthy measures, 11% of the respondents are at greater extent with the existing safety
and healthy measures, 6% of the respondents are not at all with the existing safety and healthy
measures of the company.
Chart 4.30: Satisfaction with the existing safety and healthy measures.
Not at all
To a small extent
Moderate extent
To a large extent
Greater extent
0% 5% 10% 15% 20% 25% 30% 35% 40%
6%
37%
32%
14%
11%
Percentage
Table 4.31: Worker’s participation in management is helps in promoting industrial democracy.
PARTICULARS FREQUENCY PERCENTAGE
Not at all 10 10%
To a small extent 39 39%
Moderate extent 37 37%
To a large extent 6 6%
Greater extent 8 8%
Total 100 100%
INTREPRETATION:
From the above table it is inferred that, 39% of the respondents are with the small extent
towards the workers participation in industrial democracy, 37% of the respondents are with the
moderate extent towards the workers participation in industrial democracy, 10% of the
respondents are not at all towards the workers participation in industrial democracy, 8% of the
respondents are with the greater extent towards the workers participation in industrial
democracy, 6% of the respondents are with the large extent towards the workers participation in
industrial democracy.
Chart 4.31: Worker’s participation in management is helps in promoting industrial democracy.
Not at all To a small extent Moderate extent To a large extent Greater extent0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
10%
39%37%
6%8%
Perc
enta
ge
Table 4.32: Existing practices helps to meet out training needs and ensure effective utilization of knowledge.
PARTICULARS FREQUENCY PERCENTAGE
Not at all 9 9%
To a small extent 34 34%
Moderate extent 31 31%
To a large extent 16 16%
Greater extent 10 10%
Total 100 100%
INTREPRETATION:
From the above table it is inferred that, 34% of the respondents are at small extent with
the existing practices, 31% of the respondents are at moderate extent with the existing practices,
16% of the respondents are at large extent with the existing practices, 10% of the respondents are
at greater extent with the existing practices, 9% of the respondents are not at all with the existing
practices which helps to meet the training needs and effective utilization of knowledge.
Chart 4.32: Existing practices helps to meet out training needs and ensure effective utilization of knowledge.
Not at all
To a small extent
Moderate extent
To a large extent
Greater extent
0% 5% 10% 15% 20% 25% 30% 35%
9%
34%
31%
16%
10%
Percentage
Table 4.33: Existing Training and Development framed with the objectives of improving the skill of the employees.
PARTICULARS FREQUENCY PERCENTAGE
Not at all 7 7%
To a small extent 49 49%
Moderate extent 30 30%
To a large extent 10 10%
Greater extent 4 4%
Total 100 100%
INTREPRETATION:
From the above table it is inferred that, 49% of the respondents are small extent towards
the existing training and development for improving skill of the employees, 30% of the
respondents are moderate extent towards the existing training and development for improving
skill of the employees, 10% of the respondents are large extent towards the existing training and
development for improving skill of the employees, 7% of the respondents are not at all towards
the existing training and development for improving skill of the employees, 4% of the
respondents are greater extent towards the existing training and development for improving skill
of the employees.
Chart 4.33: Existing Training and Development framed with the objectives of improving the skill of the employees
Not at all To a small extent Moderate extent To a large extent Greater extent0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
7%
49%
30%
10%
4%
Perc
enta
ge
Table 4.34: Existing Training and Development increases the quality of human relation in the organization.
PARTICULARS FREQUENCY PERCENTAGE
Not at all 8 8%
To a small extent 54 54%
Moderate extent 23 23%
To a large extent 4 4%
Greater extent 11 11%
Total 100 100%
INTREPRETATION:
From the above table it is inferred that, 54% of the respondents are at small extent with
the existing training and development increases the quality of human relation in the organization,
23% of the respondents are at moderate extent with the existing training and development
increases the quality of human relation in the organization, 11% of the respondents are at greater
extent with the existing training and development increases the quality of human relation in the
organization, 8% of the respondents are not at all with the existing training and development
increases the quality of human relation in the organization, 4% of the respondents are large
extent with the existing training and development increases the quality of human relation in the
organization.
Chart 4.34: Existing Training and Development increases the quality of human relation in the organization.
Not at all
To a small extent
Moderate extent
To a large extent
Greater extent
0% 10% 20% 30% 40% 50% 60%
8%
54%
23%
4%
11%
Percentage
Table 4.35: Training and Development improve the value of the individual employees in terms of self development career growth.
PARTICULARS FREQUENCY PERCENTAGE
Not at all 7 7%
To a small extent41
41%
Moderate extent 31 31%
To a large extent 15 15%
Greater extent 6 6%
Total 100 100%
INTREPRETATION:
From the above table it is inferred that, 41% of the respondents are at small extent in
improving the individual employee self development, 31% of the respondents are at moderate
extent in improving the individual employee self development, 15% of the respondents are at
large extent in improving the individual employee self development, 7% of the respondents are
not at all in improving the individual employee self development, 6% of the respondents are at
greater extent in improving the individual employee self development towards career growth.
Chart 4.35: Training and Development improve the value of the individual employees in terms of self development career growth.
Not at all To a small extent Moderate extent To a large extent Greater extent0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
7%
41%
31%
15%
6%
Perc
enta
ge
Table 4.36: Satisfaction of the infra-structure for training and development.
PARTICULARS FREQUENCY PERCENTAGE
Not at all 15 15%
To a small extent 21 21%
Moderate extent 46 46%
To a large extent 11 11%
Greater extent 7 7%
Total 100 100%
INTREPRETATION:
From the above table it is inferred that, 46% of the respondents are with moderate extent
with the infra-structure for training and development, 21% of the respondents are with small
extent with the infra-structure for training and development, 15% of the respondents not at all
with the infra-structure for training and development, 11% of the respondents are with large
extent with the infra-structure for training and development, 7% of the respondents are with
greater extent of satisfaction with the infra-structure for training and development.
Chart 4.36: Satisfaction of the infra-structure for training and development.
Not at all
To a small extent
Moderate extent
To a large extent
Greater extent
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
15%
21%
46%
11%
7%
Percentage
Table 4.37: Experienced trainers seek to evaluate the impact of training and development activities.
PARTICULARS FREQUENCY PERCENTAGE
Not at all 14 14%
To a small extent 27 27%
Moderate extent 36 36%
To a large extent 11 11%
Greater extent 12 12%
Total 100 100%
INTREPRETATION:
From the above table it is inferred that, 36% of the respondents are moderate extent with
the experienced trainers for training, 27% of the respondents are small extent with the
experienced trainers for training, 14% of the respondents are not at all with the experienced
trainers for training, 12% of the respondents are greater extent with the experienced trainers for
training, 11% of the respondents are large extent with the experienced trainers seeks to evaluate
the impact of training and development activities.
Chart 4.37: Experienced trainers seek to evaluate the impact of training and development activities
Not at all To a small extent Moderate extent To a large extent Greater extent0%
5%
10%
15%
20%
25%
30%
35%
40%
14%
27%
36%
11% 12%Perc
enta
ge
Table 4.38: Positive relationship between union and management.
PARTICULARS FREQUENCY PERCENTAGE
Not at all 7 7%
To a small extent 30 30%
Moderate extent 34 34%
To a large extent 7 7%
Greater extent 22 22%
Total 100 100%
INTREPRETATION:
From the above table it is inferred that, 34% of the respondents are moderate extent with
the positive relation between union and management, 30% of the respondents are small extent
with the positive relation between union and management, 22% of the respondents are greater
extent with the positive relation between union and management, 7% of the respondents are large
extent with the positive relation between union and management, 7% of the respondents are not
at all with the positive relation between union and management.
Chart 4.38: Positive relationship between union and management.
Not at all
To a small extent
Moderate extent
To a large extent
Greater extent
0% 5% 10% 15% 20% 25% 30% 35%
7%
30%
34%
7%
22%
Percentage
Table 4.39: Union and management relation influence on successful collective bargaining and securing industrial peace.
PARTICULARS FREQUENCY PERCENTAGE
Not at all 11 11%
To a small extent 38 38%
Moderate extent 35 35%
To a large extent 10 10%
Greater extent 6 6%
Total 100 100%
INTREPRETATION:
From the above table it is inferred that, 38% of the respondents are with small extent in
collective bargaining and securing industrial peace, 35% of the respondents are with moderate
extent in collective bargaining and securing industrial peace, 11% of the respondents are not at
all with the collective bargaining and securing industrial peace, 10% of the respondents are with
large extent in collective bargaining and securing industrial peace, 6% of the respondents are
with greater extent in collective bargaining and securing industrial peace by union and
management relation.
Chart 4.39: Union and management relation influence on successful collective bargaining and securing industrial peace.
Not at all To a small extent Moderate extent To a large extent Greater extent0%
5%
10%
15%
20%
25%
30%
35%
40%
11%
38%
35%
10%
6%
Perc
enta
ge
Table 4.40: MRK sugar mills union and management strive to improve quality of work life for the employees.
PARTICULARS FREQUENCY PERCENTAGE
Not at all 6 6%
To a small extent 30 30%
Moderate extent 30 30%
To a large extent 16 16%
Greater extent 18 18%
Total 100 100%
INTREPRETATION:
From the above table it is inferred that, 30% of the respondents are at moderate extent
with the union and management, 30% of the respondents are at small extent with the union and
management, 18% of the respondents are at greater extent with the union and management, 16%
of the respondents are at large extent with the union and management, 6% of the respondents are
not at all with MRK’s mill union and management strive to improve quality of work life for the
employees.
Chart 4.40: MRK sugar mills union and management strive to improve quality of work life for the employees.
Not at all
To a small extent
Moderate extent
To a large extent
Greater extent
0% 5% 10% 15% 20% 25% 30%
6%
30%
30%
16%
18%
Percentage
Table 4.41: Interaction between the management and collectives for SC/ST welfare association.
PARTICULARS FREQUENCY PERCENTAGE
Not at all 6 6%
To a small extent 20 20%
Moderate extent 47 47%
To a large extent 14 14%
Greater extent 13 13%
Total 100 100%
INTREPRETATION:
From the above table it is inferred that, 47% of the respondents are at moderate extent
with the management and collectives for SC/ST welfare, 20% of the respondents are at small
extent with the management and collectives for SC/ST welfare, 14% of the respondents are at
large extent with the management and collectives for SC/ST welfare, 13% of the respondents are
at greater extent with the management and collectives for SC/ST welfare, 6% of the respondents
are not at all with the management and collectives for SC/ST welfare association.
Chart 4.41: Interaction between the management and collectives for SC/ST welfare association.
Not at all To a small extent Moderate extent To a large extent Greater extent0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
6%
20%
47%
14% 13%
Perc
enta
ge
CHI-SQUARE TEST
Hypothesis:
There is no association between the Existing HR & IR practices are adaptive and
proactive and HR & IR practices improves employee morale, motivation.
Cross tabulation:
Existing HR & IR practices
are adaptive and proactive
HR & IR practices improves employee morale,
motivation
Total
Not at all
To a small extent
Moderate extent
To a large extent
Greater extent
Not at all 3 7 5 0 0 15To a small extent 4 9 10 0 1 24Moderate extent 5 9 19 2 2 37To a large extent 1 0 2 2 6 11Greater extent 1 3 1 2 6 13Total 14 28 37 6 15 100
Chi-Square Tests:
Particulars
Value df
Asymp. Sig. (2-sided)
Pearson Chi-Square
46.679a 16 .000
Likelihood Ratio
47.759 16 .000
Linear-by-Linear Association
21.502 1 .000
N of Valid Cases
100
FINDINGS
95% of the respondents are male.
81% of the respondents are belongs to the age above 40 years.
97% of the respondents are married.
95% of the respondents are in the work experience of above 10 years.
51% of the respondents are in small extent in HR & IR practices in career planning.
53% of the respondents are at small extent toward the HR department in achieving and
maintaining Industrial harmony.
54% of the respondents are at small extent with the existing training and development
increases the quality of human relation in the organization.
SUGGESTIONS