shruti pandey

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CONTENTS

1. PREFACE

2. ACKNOLEGEMENT

3. INTRODUCTION

4. EXECUTIVE SUMMARY

5. COMPANY PROFILE

i) Para Banking

ii) Infrastructure and Housing

iii) Manufacturing

iv) Services & Trading

v) Tourism & Hospitality

vi) Media & Entertainment

vii) Sahara Aviation

viii) Consumer Product

6. JOB EVALUATION

7. QUESTIONAIRE8. ANALYSIS

9. CONCLUSION

10. RECOMMANDATION

11. BIBLIOGRAPHY

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PREFACE

As a part of our course curriculum I had to make a dissertation report on any topic to get

the right exposure to the practical aspects of business management.

Today firms are using modern Human Resource Practices to build better, faster, and more

competitive organizations. The most striking change in HRs role is its increased

involvement in developing and implementing the companys strategy.

I got an opportunity to work upon this topic. Where I work on the project entitled Job

Evaluation. Job Evaluation leads to a more comprehensive knowledge of the

task/job being performed by a worker in any organization. It leads to improved

Human Resource Management through a greater understanding of skills needed for

particular jobs.

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ACKNOWLEDGEMENT

No project report ever reflects the efforts of a single individual. The report owes its

existence to the constant support and guidance of a number of people. I am grateful to allof them.

I owe a never-ending debt of gratitude to Mr. Aurnob Roy, faculty guide, for her expert

guidance and support.

I would also like to express my sincere gratitude toVishwanath M, (manager

HR), the project head, who was generous with his time and helped me in the completion

of my project. Without his help this project wouldnt have been possible.

I would like to thank all the respondents for giving their valuable time and providing

useful insight into finer aspects of retailing and the latest trends.

I am also grateful to all those who have either directly or indirectly contributed towards

the completion of the project, for their support and encouragement.

Neha Pandey

MBA(G) IV Sem.

(2005-2007)

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Declaration

I HEREBY STATE THAT THIS PROJECT, SUBMITTED IN PARTIAL

FULFILLMENT FOR THE REQUIREMENTS OF MBA(G) PROGRAM OF THE

AMITY UNIVERSITY, LUCKNOW IS AN ORIGINAL RESEARCH WORK

CARRIED OUT BY ME UNDER THE GUIDANCE AND SUPERVISION OF

Mr. AURNOB ROY, AMITY BUSINESS SCHOOL ,LUCKNOW AND THE

THESIS OR ANY PART HAS NOT BEEN PREVIOUSLY SUBMITTED

Signature Signature

Name_______________ Name_____________

(Student) (Faculty

Guide)

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INTRODUCTION

Employees are a companys most valuable assets. The employees hold the success or

failure of the company in their hands. Which is why the way one evaluates ones

employees is critical? Job evaluation is a systematic process for defining the relative

worth or size of jobs or roles within an organization in order to establish internal

relativities and provide the basis for designing an equitable grade structure, grading jobs

in the structure and managing relativities.

Equal Pay for Equal Value the Legal Position

If an Employer wishes to defend an equal pay claim, equal pay legislation requires the

job evaluation study to have been done by an analytical method, i.e. the study should

have been undertaken with a view to evaluating in terms of the demands made on a

worker under various headings (for instance, effort, skill, decision). The Employer must

demonstrate the absence of sex bias in the job evaluation scheme, and jobs will be held to

be covered by a job evaluation scheme only if they have been fully evaluated using the

schemes factors. Slotting whole jobs against benchmarks is insufficient.

Employers must also comply with the General Statutory Duty placed by The Race

Relations (Amendment Act) 2000 and with the requirements of disability

discrimination legislation as explained by the Disabilities Rights Commission.

From December 2003 legislation extended these provisions to cover discrimination

on grounds of sexual orientation or religion and belief, and they will be further

extended in 2006 to cover age.

Job Evaluation is concerned with measuring the demands the job places on its holder.

Most factors that contribute to this job pressure, e.g. physical strength required,

knowledge of mathematics required, are assessed and the result is a numerical estimate of

the total job pressure. When evaluations are carried out on all hourly paid personnel the

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Decision making power in the hands of the workers

Time frame to complete a task

Work load on workers

Level of interaction with other workers

Level of job satisfaction

Thus, in evaluating a job, an attempt is made to measure various aspects of that job.

The questionnaire is the source of primary data. Secondary data was also collected

from the internet. A sample of 60 workers has been selected randomly from the

Human Resource Development Department of Sahara India Pariwar, Lucknow. Thus

the sample design used for conducting the survey is a simple random sample. These

60 workers selected randomly filled up the questionnaire prepared. Once theresponses were obtained from the employees the raw data was classified and worked

upon to obtain logical conclusions.

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COMPANY

OVERVIEW

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Sahara India

Sahara India is a major Indian corporate group with diverse business interests that

include: Finance, Infrastructure & Housing, Media & Entertainment, Tourism &

Hospitality, Consumables, Manufacturing and Services & Trading. The group was

founded in 1978 by Subroto Roy, with a capital of Rs. 2000, and today Sahara India has

an asset base of over Rs. 50,000 crores.

Business Interests of Sahara India

1. Finance: In the field of finance, Sahara Group has interests in parabanking, life

insurance, mutual funds, and housing finance.

Parabanking: Sahara India Financial Corporation Limited is India's largest

mobilization company in the private sector with the highest yearly deposit. It is

the first RNBC to be granted a certificate of registration by the RBI.

Life Insurance: Sahara India Life Insurance Company Ltd is the first wholly

Indian-owned Life Insurance Company in the private sector.

Mutual Fund: Sahara Mutual Fund was established in 2005. Presently, it offers 7

schemes: 3 Equity schemes & 4 Debt schemes.

Housing Finance: Sahara Housingfina Corporation Limited was founded in

August 2002. It commenced retail lending in May 2004. The company has four

regional offices in Kolkata, Lucknow, Hyderabad and Mumbai and a branch each

in Kolkata, Asansol, Siliguri, Lucknow, Gorakhpur, Pune, Hyderabad, Vijaywada

and Mumbai.

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2. Infrastructure & Housing: Sahara Infrastructure & Housing is India's largest realtor.

It offers broad range of houses, commercial & retail spaces, office spaces and luxurious

penthouses & villas. The company is building townships in 217 cities all over India.

3. Media & Entertainment: Sahara Group has interests in television, cinema, and

newspaper. The group has an entertainment channel called Sahara One and a news

channel by the name of Sahara Samay. Sahara One Motion Pictures is Hindi Cinema

Production House with over 50 films in various stages of production. The group also

publishes English, Hindi, and Urdu newspapers.

4. Consumer Products & Retail Chain: Sahara India offers a range of consumer

products and is developing one of the largest retail chains in India under the brand name

Sahara Unique. Its product range include: Fashion & Lifestyle Products, Fitness &

Leisure Products, Clothing, Jewellery etc.

5. Manufacturing: Sahara India is into jute manufacturing and development of

handicraft industry.

6. Services & Trading: Sahara has one of the largest V-SAT networks called Sahara

Net. It has an extensive 6000 strong branch network with 24-hour on-line satellite

connectivity. Sahara Care House offers a host of attractive services to the dependants of

NRIs in India.

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OVERVIEW

Sahara India Pariwar is a major entity on the corporate scene having diversified business

interests that include Finance, Infrastructure & Housing, Media & Entertainment,

Consumer Products, Manufacturing, and Services & Trading.

Quality

Quality is our essence and we, at Sahara India Pariwar, have always stressed on the

Qualitative aspect. Consequently in this run for quality, quantity has always pursued us.

We look forward to reaching the zenith and reaffirm our commitment to the process of

sound nation-building.

CORPORATE COMMITTMENT

WE CHASE QUALITY, QUANTITY CHASES US

Core Commitments - Our Strength

Emotion

Emotion is in Performance of genuine duties towards the loved ones primarily in their

benefit, from their point of view. EMOTION is THE KEY that generates the required

energy and enthusiasm for desired quality performance.

Discipline

The enthusiastic obedience of laws and orders, which are given by the rightful authority.

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Duty

The enthusiastic obedience of laws and orders, which are given by our CONSCIENCE.

No DiscriminationNever should we discriminate in any of our actions, reactions, attitudes, decisions,

conclusions, in any of our expressions while caring for the six healths of other human

beings, namely physical, material, mental, emotional, social and professional healths.

Quality

Results from honouring Rules, Regulations, Commitments, Values, Fairness,

Performance of Duties by honestly balancing one's own and others' reasonable point of

view in the matters of Material & Emotional aspects.

Give Respect

To definitely make others feel important and respected by giving sincere regard to others'

feelings, reasonable wishes & thoughts with an open and receptive mind and warmth.

Self-Respect

To develop a sense of respect for oneself in others' mind, i.e. to generate genuine & warm

feelings for oneself among others on a continuous basis.

Truth

Means total transparency in action, reaction, attitude and all other expressions and the

conviction to follow the right course.

Collective Materialism

Means to progress and prosper together for collective sharing and caring and not

individually or for a select group.

Religion

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feeling that transcends all castes, creed and sects. Bharat Parva is Celebrated on every

26th of January and 15th of August with a spirit and gaiety rarely seen.It comes from our

heart.

LEADERSHIP

In business profit earnings and overall growth of business get the highest priority and are

certainly creditable, but ultimate credibility of business enterprise, particularly of larger

ones is in the utilisation of profit, be it for best possible upliftment of its workforce and

for espousing Social, National Development causes or for rendering services to mankind

as a whole. Fulfilling the Qualitative aspect of utilisation of profit, the world's largest

family Sahara India Pariwar' is proud to have reached today new horizons of growth and

development.

On the basis of our philosophy of Collective Materialism we have always given

importance to the fact that profit earning is the Quantitative aspect whereas the proper

utilisation of profit is the Qualitative aspect. Ironically, we only recognise and get

recognised by the Quantitative aspect.

I, therefore earnestly appeal to one and all in Politics, Media, Business etc. that every

action, reaction, selection, appreciation or criticism should be oriented strictly towards

the Qualitative aspect. I appeal to anybody and everybody to accord top priority to

Qualitative aspect in anything and everything for peaceful, prosperous and progressive

co-existence of mankind anywhere and everywhere.

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Today, I feel proud of the fact that I am the Guardian of the World's largest family.

Perhaps, I am the world's only person whose family is so vast, so disciplined, so

dedicated and so committed. Such a vast family as Sahara India Pariwar has a grand and

infinite future and I am sure that we will sustain our duty, consciousness, discipline and

dutifulness with a sense of dedication, as we have always done in the past, so that

together we could build an India full of energy and radiance.

"Saharasri" Subrata Roy Sahara

Managing Worker & Chairman ,Sahara India Pariwar

Our Chief Guardian's Classes

Our Chief Guardian's classes for teaching of life's philosophy, the psychological aspect,

that is the emotional aspect of life, in other words the realities of life are generally 10

hour sessions and he must have addressed thousands of such classes. He strongly believes

that the chief of any organisation should primarily be a teacher, a guide and a guardian.

Shanti, Sukh : Santushti

Through this book it is absolutely convincing that the most dominating need of every

human is strong security feeling of life, health, material, respect and love and then more

material, more respect and more love. 24 hours - 365 days all your actions, reactions,planning and all expressions revolve around the above needs and continuous achievement

of all these depends on you, and you need not depend on others.

Maan-Samman, Atmasamman

Emotions are of two kinds - love and respect. Love is an inferior emotion which has been

given by God to fulfill your reasonable, unreasonable needs. But in human society since

we have the thinking power, respect for others and sense of self-respect are the most

superior emotions.

"Saharasri" - Subrata Roy Sahara

The Man And His Vision

He has talked about problems and proposed the solutions on 5 social issues namely

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Population, Education, Political (Election) system, Media & Religion, besides interacting

on various aspects of life and professional life. According to him if these five issues are

taken care of properly, our beloved country shall be the best in the world.

GRATITUDE

We are indebted to those nation-builders, nation - lovers, guides, visionaries, eminent

personalities, artistes, industrialists (whose photographs are exhibited here) and express

our profound respect and gratitude, who have inspired us with their encouraging thoughts

in our assemblies and meetings. We have always been encouraged by their proper,

valuable and thoughtful reviews. We convey our best wishes from the innermost core of

our hearts to these renowned personalities for their continuous contribution towards the

overall progress of our motherland and human society.

Shri Subrata Roy Sahara, our Chief Guardian ...

...with Nobel Laureate Late Mother Teresa

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... with His Holiness, The Dalai Lama

... with Her Excellency Smt Pratibha Patil,

Honourable President of India

... with His Excellency Dr. APJ Abdul Kalam,

Former President of India

...with Shri Manmohan Singh, Honourable

Prime Minister of India

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...with Shri Atal Bihari Vajpayee, Former Prime

Minister of India

COMPANY PROFILE

Sahara India Pariwar is a major entity on the corporate scene having diversified business

interests that include Finance, Infrastructure & Housing, Media & Entertainment,

Consumer Products, Manufacturing, Services & Trading. India's largest Residuary non-

banking company and registered with Reserve Bank of India.

Finance

RESIDUARY NON - BANKING COMPANY

SAHARA INDIA FINIANCIAL CORPORATION LIMITED

INDIA'S LARGEST RESIDUARY NON-BANKING COMPANY IN THE PRIVATE

SECTOR WITH THE HIGHEST YEARLY DEPOSIT LEVEL

First RNBC to be granted a certificate of registration by the Reserve Bank of

India.

Number of deposit accounts as on October-09 - 3.04 cr

1508 Service Centres

SAHARA INDIA LIFE INSURANCE COMPANY LIMITED

The first wholly Indian Owned Private Life Insurance Company with a presence in most

parts of the country. It has a team of well-trained professional advisors with special focus

on rural areas and the less affluent segments of the Indian society.

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SAHARA ASSET MANAGEMENT COMPANY PRIVATE

LIMITED

A disciplined and professional Fund House bringing World Class performances in

Mutual Fund Management

SAHARA HOUSINGFINA CORPORATION LIMITED

In the year 2007-08 in India all companies together disbursed Rs 60,000 crores (USD

15,000 million) loan with a growth rate of around 20%

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Infrastructure & Housing,

Sahara Infrastructure and Housing enjoys leadership status in providing innovative

housing products combining consummate construction techniques along with absolute

customer satisfaction. Sahara Housing is synonymous to class, comfort and elegance.

Multi-Level Security is also a main area of concern in each project.

The Sahara Builders and Developers focus on houses, commercial and retail spaces,

office space, plush penthouses and posh villas. Sahara believes in a professional and

pragmatic approach to all its projects and offers you nothing less than the very best and

extraordinary.

The most ambitious projects by Sahara Infrastructure and Housing in India include:

RESIDENTIAL

Amby Valley City

Spread across 10,000 acres, the Aamby Valley City offers over 91% open and

green area, a true delight for people looking for chic housing lifestyle

Sahara City Homes

Designed by Hafees Contarctor, the leading architect of India believed to have catapulted

the Indian real estate market from local to global levels. In the first phase Sahara City

Homes project in 102 cities was completed and the remaining 115 cities would be

covered in the second phase. Work is in progress in Indore, Gwalior and Jhansi.

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Sahara Grace

Sahara Grace, Gurgaon is located next to the Sahara Mall, and is primarily

targeted for the people looking for excellence in the facilities and a no

compromise attitude as far as housing comforts are concerned. Sahara Grace,

Lucknow is located next to Sahara States Township and offers the most luxurious

and lavish housing solutions to match the lifestyle you desire.

Sahara States

An ideal living environment complete with the best infrastructure and facilities

and multi-level round-the-clock security systems ensuring the peace of mind and

all this within your budget is a dream that is turned into a reality at Sahara States.

Currently completed projects include the ones at Lucknow, Hyderabad, Bhopal

and Gorakhpur.

COMMERCIAL

Sahara Mall, Gurgaon

This was the first super mall of India. Strategically situated on the Mehrauli-

Gurgaon road, it was launched in 2001. Boasting of outlets of the topmost brands

outlets and flagship stores, it offers a one-stop shopping destination combinedwith the best of dining options.

Sahara Ganj, Lucknow

Opened in end 2005, this place has added a new wing to the changing lifestyle of

Lucknow city. It is the third largest mall in India and can truly be called a

'shopper's paradise' with nothing but the best of brands and products to offer. It

also housing the leading eatery chains and fast food joints to make the cinema

experience at the PVR Cinema Multiplex it houses a pleasurable experience.

Sahara Hospital, Lucknow

Again a design by the architect genius of India - Hafees contractor, this is a super-

specialty hospital, being set up in technical collaboration with the Apollo Hospital

Group.

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Sahara Hotel, Mumbai

This is slated to be among the best hotels in India with most strategic location of the

closest proximity to Mumbai airport. Offering state-of-the-art facilities with ample green

and parking space, Sahara Hotel is one of the most ambitious projects of Sahara group of

companies

All the projects by Sahara are earthquake resistant and totally eco-friendly. Around 55%

of the total construction area is taken as a rule to be green belt in each of the property

constructions. Around 25,000 saplings were planted at the Gorakhpur Township. 9000

trees are planted in each of the Sahara City Homes covering 217 cities across India.

Social services by Sahara infrastructure and housing include rehabilitation works for the

victims of Gujarat Earthquake and also Tsunami victims. A reservation of upto 10% is

allotted for special categories with a discount of 30% on the per unit price for the

residential projects.

Media & Entertainment,

INDIA'S LARGEST MEDIA & ENTERTAINMENT COMPANY

Entertainment Channel

SAHARA ONE : 24 hours digitally encrypted Entertainment Channel spread over 66

countries globally.

Movie Channel

FILMY : 24 hours digitally encrypted Movie Channel

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WORLD TELEVISION

FIRANGI : India's First World Television Channel in Hindi.

Cinema Production

Hindi Cinema Production House in India

SAHARA ONE MOTION PICTURES : Has always provided a platform for unique

and quality cinema and continues its quest to entertain all kind of audience.

Music ChannelsMEDIA WORLDWIDE PRIVATE LIMITED : Broadcasting 4 music channels -

Music India, Sangeet Bangla, Music India-UK and Sangeet Bhojpuri

Geon Studios

Designs, develops and delivers cutting - edge digital visiual effects for domestic and

international feature film and television projects.

Cinema HallsDeveloping Largest Chain of Multiplexes in India

Around 230x3 screens throughout the country

Film City

Developing world-class film city on around 100 acres of land with an investment of Rs.

180 crores (USD 41.74 million) approximately and with an Academy

National News channel

Round-the-clock free-to-air National Hindi news channel

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Regional News Channel

SAHARA SAMAY

Round-the-clock 36 city specific Regional news channels.

English Weekly

SAHARA TIME

1 National Edition - 72 pages English Weekly

Urdu Weekly

AALMI SAHARA

28 pages International Urdu Weekly.

Urdu Daily

ROZNAMA RASHTRIYA SAHARA

14 Editions of Urdu Daily Newspaper with 9 Printing Centres

Hindi Daily

RASHTRIYA SAHARA

36 Editions of Hindi Daily Newspaper with 6 Printing Centres

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News Section

50 bureaus, 100 correspondents across the globe & over 1600 V-SATs for news

collection

Consumer Products

Offering a range of Consumer Products

At present our product division offers a range of products of everyday use as well as

objects of desire through a chain of showrooms called 'Unique' in various locations of

India. The number of these showrooms is proposed to be increased to 6000. The products

offered come under three categories

1. Sahara Select - Fashion & Lifestyle Products

2. Sahara Care - Daily Need Products and

3. Sahara Sports - Fitness & Leisure Products

Sahara Select

Personal & Beauty Care

Home Care

Clothing

Jewellery & Watches

Accessories

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Home Decor

Houseware

Home Furnishings

Kids Products

Furniture

Sahara Care

Personal & Beauty Care

Home Care

Food items

Sahara Sports

Sports Wear

Sports Accessories

Manufacturing

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Production of handloom, handicraft & hand-knitted carpets to bring forth

socio-economic development of the people of Araria

Established with the aim to help the clusters of artisans of India by

providing them quality raw materials, international standard finish and opportunity ofmarketing the products in domestic market through top most chain of stores and export to

overseas markets.

Services & Trading

Providing IT Services, Outsourcing, Web Media and MobileInteractivity & Application Solution

India's Largest services and an online and offline product

company

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Integrated Travel & Tourism services company

Sahara Aviation

Mission Statement

"Caring for our customer's precious business with domino discipline, we promise to stay

ahead in reach is service quality, wide network, technology, automation and in being

high caliber Sahara's and responsible business partners.'

Company Profile

Sahara Aviation was a concept, a vision and an idea ahead of its time. Its inception saw a

new chapter unfolding the history of cargo transportation in Afghanistan and Africa.

Sahara pioneered the concept of cargo in Afghanistan and Africa differentiating it from

the conventional transport industry, by offering door to door service, assured delivery

date and all hitherto unheard of. Since then, Sahara has been the undisputed market leader

providing innovative services that add value to customer's business.

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We offer unlimited customized resources and connections, as well as comprehensive

personal cooperation. As a young independent company we combine customer focus and

ideas with decades of experience in the cargo sector.

Today, Sahara has spread its wings and operates in the Middle East, Afghanistan, Far

East and Africa with a highly focused specialized perspective.

CORPORATE SOCIAL RESPONSIBILITY

Introduction

Sahara India Pariwar is committed to make determined efforts to help India emerge as a

developed nation. It has always acted as a catalyst in the developmental projects of the

country. The amount spent for various Social, Developmental, Cultural & Sports

Programmes by Sahara India Pariwar by June, 2006 is Rs. 655 crore (USD 152 million)

approx.

Rapidly changing scenario in social development demands that organisations also

gradually change their strategies and modus operandi to be in the mainstream of the

process. This holds true from local to global level. As more and more learning provides

insight into the causes of success and failure of any intervention strategy, it requires that

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future course of action be fine - tuned for effective and efficient working. When this is

seen and analysed with respect to us it becomes much more demanding because we, as a

socially responsible and sensitive corporate house, are positioned in a state which

requires serious, committed and collaborative efforts of several actors working for social

development. This becomes important not only nationally but also globally in terms of

progress made in social development as a great part of the onus lies on us to keep pace

with this rapidly changing scenario. It is the need of the hour to regularly re-assess our

position and accordingly refine our strategy in tune with the global developments that are

taking place among the development and corporate organisations alike.

It is with this in mind that Sahara Welfare Foundation was registered under section 25 of

the Company Act, 1956 (Act 1 of 1956) on May 08, 1995 with Ministry of Law, Justiceand Company Affairs.

Our Mission

We aim to initiate and facilitate such processes and initiatives where socially and

economically marginalised and deprived people and communities irrespective of age,caste, class, gender or race are able to participate actively in the process of their

development so that they are able to lead a life of dignity and respect.

Our Interventions

Health and Nutrition

Literacy

Vocational Training

Civic Development

Disaster Management

Monthly financial assistance to the families of the Martyrs of the Mumbai Nov'08 terror

attack

Tribute to Kargil War Martyrs

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Behaviour Change Communication

Rehabilitation of the Physically Challenged People

Our Target

Although target group and area is specific to each of the interventions that are being

made by us and may vary from project to project as per the need and requirement, but our

overall target group is as under:

Residents of urban slum areas with focus on BPL Group

Senior Citizens and Orphans

Challenged people

Children in the age group of 5 14 years and Dropouts

Adults in the age group of 15 35 years

Citizens aged more than 18 years in cities of Lucknow and Gorakhpur

Family members of Kargil Martyrs

Places of public utility and public convenience

Areas and places affected by natural calamities

Selected places in cities where interventions such as plantations, construction of

basic amenities are needed

Traffic junctions and road crossings

Parks and other interaction centres of community

SPORTS INITIATIVE

Sports

Sahara India Pariwar & the World of Sports

Sports represent the most healthy, energetic and spirited facet of the society. Sahara India

Pariwar is strongly committed to the cause of sports and today we are one of the largest

supporters of sports in India. We are actively associated with different sports and sponsor

many national and international sporting events, not to mention national teams. We have

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been organising quite a number of significant sporting events at the national and

international levels. Our love for sports is further manifested by the magnitude in which

we organise our in-house national level sports meet every year in our headquarters.

Sponsorship

In the sporting circle, we are most popularly known for our sponsorship of the Indian

Cricket Team. Thanks to the popularity of Cricket in India, where Cricket is not just a

game. The emotion attached to the game is phenomenal and our decision to be the

sponsors of the game has also something to do with emotion.

Another popular game that needs a lot of support to revive the Indian dominion is

Hockey, Indias national game. With the sponsorship of the Indian Hockey team, we have

been making positive efforts to uplift the game and provide the proper support the game

needs. Special publicity campaigns and rigorous coaching camps are some of the

activities we have initiated in this regard.

Our support to sports goes beyond Cricket and Hockey. We have taken over Calcutta

Football League for 5 years starting this season. We are equally supportive to individual

games and sponsor/support many players from different disciplines of sport. Our concern

for indigenous games and the urge to develop them made us reached out to Manipur

Horse Riding and Polo Association and played our role in establishing a Pony Research

Centre.

Sahara took upon itself to officially support the very promising Olympic sports, namely,

archery, wrestling, boxing and shooting. Sahara has adopted 14 leading boxers and 17

leading wrestlers for a term of 4 years; additionally 10 archers and 15 shooters have also

been adopted. Together more than 50 brightest medal prospects are now receiving

Sahara's support including better infrastructure in order to enable them to achieve

sporting glories for the country in the upcoming international events like the Asian

Games, the Commonwealth Games and the Olympic games.

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Sahara is also the title sponsor of National Championships of boxing, wrestling, archery

and shooting.

In recognition of the heartening prospects & the potential inherent in the development of

wrestling and boxing after the Indian triumphs in the two disciplines at the Beijing

Olympics 2008, Sahara India Pariwar announced, as an expression of its emotional

commitment to the development of sports in the country, to support & adopt 30 leading

boxers & wrestlers for a term of four years, so that, free from the worries for basic

necessities, they can single mindedly pursue their quest for sporting excellence in the

upcoming Asiad, the Commonwealth Games in New Delhi in 2010 and the Olympics in

2012.

To propel India as a nation of great sporting triumphs, Sahara India Pariwar, in

partnership with the Indian Boxing Federation and Wrestling Federation of India will

provide state-of-the-art infrastructure and equipments, plus other incentives to 17

wrestlers and 13 boxers with a view to help them realize their true potential and bring

sporting laurels to the country in the forthcoming Asian Games, Commonwealth Games

and Olympics. Sahara India Pariwar will also be the title sponsor for the Senior National

Boxing Championship and the National Wrestling Championship for the next four years.

Furthermore, Sahara India Pariwar will also extend its support to the Bhiwani Boxing

Club-where it will build new infrastructure to create internationally benchmarked boxing

rings and state-of-the-art boxing arena and other related services and Guru Hanuman

Akhara, New Delhi where the infrastructure will be upgraded to meet international

norms.

Major Events associated with Sahara India Pariwar

Some of the International events:

1. Sahara BCCI Corporate Trophy (Inaugurated in 2009)

2. Aamby Valley Asian Masters Golf Tournament 2006

3. Rajasthan Cricket Association XI Vs England XI (Jaipur, 2006)

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4. Sahara Millennium Cup Football Tournament (Kolkata, 2000)

5. Sahara Cup Cricket (Toronto, Canada 1996, 1997, 1998)

6. Sahara Asian Sub-Junior Chess (Mumbai, 1997)

7. Asia Cup Tennis (Delhi, 1997)

8. World Junior Power Lifting (Delhi, 1995)

9. Sahara India Gold Cup Indira Gandhi Hockey (Delhi, 1995)

10. Tata Open Tennis Tournament (2001)

Some of the National events:

1. Sahara Jaipur Polo Season 2005

2. ICICI Private Banking Masters Golf Tournament 2005

3. Aamby Valley PGAI Championship 2005

4. Air Sahara Achievers Cup 2004

5. Sahara Buchi Babu Cricket Tournament, an annual Cricket tournament held in

Chennai.

6. Sahara City Homes Sheesh Mahal Cricket Tournament, an annual Cricket tournament

in Lucknow www.saharasheeshmahalcricket.com

7. All-Rajasthan Coirs Sahara Cup Cricket Tournament (Jaipur, 2002)

8. Sahara Uttar Pradesh Sports (Lucknow, 1999)

Recruitment/Association of talented young sports persons in various fields

Sahara India Pariwar has always encouraged sportspersons through rewards, incentives

and by associating them with the company. Some of the noted sportspersons who have

been employed / associated with Sahara India Pariwar are:

Mr. Kapil Dev (Cricket)

Mr. Saurav Ganguly (Cricket)

Mr. Rahul Dravid (Cricket)

Mr. Virender Sehwag (Cricket)

Mr. Mohd. Kaif (Cricket)

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Mr. Zaheer Khan (Cricket)

Mr. Harbhajan Singh (Cricket)

Mr. Yuvraj Singh (Cricket)

Mr. Leander Peas (Tennis)

Ms Sania Mirza (Tennis)

Mr. Rajyavardhan Rathore (Shooting)

Mr. Abhinav Bindra (Shooting)

Ms. Anjali Bhagwat (Shooting)

Ms. Jyotirmay Sikdar (Athletics)

Ms. Bula Chowdhary (Swimming)

Mr. Gagan Ajit Singh (Hockey)

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JOB

EVALUATION

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Job Evaluation

Job Evaluation is the process of systematically determining a relative internal value of a

job in an organization. In all cases the idea is to evaluate the job, not the person doing it.

Job evaluation- is the process of determining the work of one job relation to that of the

other jobs in a company so that a fair and equitable wage and salary system can be

established.

Evaluation types

Job Rankingis the most simple form. Basically one just orders the jobs according

to perceived seniority. This is easy to do in a small organization, but gets more

and more difficult as different jobs exist within the company.

Pair Comparison introduces more rigor by comparing jobs in pairs, but really it's a

more structured way of building a basic rank order.

Benchmarking or slotting sets up certain jobs that are analyzed in detail. These arethen used for comparison to slot jobs against these benchmarks.

Job Matching allocates benchmarks too, but when a position is matched the

elements of the job that differ are re-evaluated. Usually this evaluation will be

done with a Point Factor Analysis (PFA) or classification system.

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Basic Characteristics of Job Evaluation Methods

The diagram below highlights the main differences between the extremes of job

evaluation schemes.

Job ranking:very

subjectivesimple quick

difficult to defend, equal value claim,

difficult to do with lots of jobs

Factor

Analysis:

least

subjectivecomplex

time

consuming

easy to defend,

equal value claim,

Easy to do with lots of jobs

Despite their complexity and the amount of time required to complete them, analytical

methods are much more popular than non-analytical methods. Most companies obviously

prefer more objective methods which can easily defend an equal pay claim.

JOB EVALUATION OBJECTIVES

Job evaluation is a series of techniques designed to permit the grading of jobs in a

systematic and fair manner based on the duties and responsibilities required of each job.

It includes procedures for settling questions of disputed grading.

Job evaluation does not cover such matters as, for example -

- Pay comparability with outside comparators.

- Personal performance or other personal qualities of any job-holder.

- Establishment levels of the posts within a department.

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Types of Job Evaluation Schemes

There are two basic types of job evaluation schemes, known as "non-analytical" and

"analytical". We offer advice on both non-analytical and analytical job evaluation in

Scotland.

Non-analytical Schemes

The defining feature of non-analytical evaluation schemes is that whole jobs are

compared with each other without any attempt to break down and analyse jobs under

their various demands or components. These types of job evaluation schemes are

particularly prone to sex discrimination because where whole jobs are being compared

(rather than scores on components of jobs) judgements made by the evaluators can have

little objective basis other than the traditional value of the job.

Analytical Schemes

Analytical evaluation schemes are schemes where jobs are broken down into components

(known as factors) and scores for each component of the job are awarded with a final

total giving an overall rank order.

Types of Non-Analytical Schemes

There are 4 types of non-analytical job evaluation scheme.

Job Ranking

Ranking is the process of comparing whole jobs with one another and arranging them in

order of their perceived value to the organisation. Job ranking is a simple process which

reflects what people tend to do when comparing jobs, but:

there are no defined standards for judging relative worth and there is therefore no

rationale to defend the rank order - it is simply a matter of opinion

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ranking is not acceptable as a method of determining comparable worth in equal

value cases

it may be hard to justify slotting new jobs into the structure or to decide whether

or not there is a case for moving a job up the rank order, i.e. re-grading

The jobs are examined as a whole rather than on the basis of important factors in the job;

and the job at the top of the list has the highest value and obviously the job at the bottom

of the list will have the lowest value.

Jobs are usually ranked in each department and then the department rankings are

combined to develop an organizational ranking. The following table is a hypothetical

illustration of ranking of jobs.

Table: Array of Jobs according to the Ranking Method

Rank Monthly salaries

1. Accountant Rs 3,000

2. Accounts clerk Rs 1,800

3. Purchase assistant Rs 1,700

4. Machine-operator Rs 1,400

5. Typist Rs 900

6. Office boy Rs 600

The variation in payment of salaries depends on the variation of the nature of the jobperformed by the employees. The ranking method is simple to understand and practice

and it is best suited for a small organization. Its simplicity, however, works to its

disadvantage in big organizations because rankings are difficult to develop in a large,

complex organization. Moreover, this kind of ranking is highly subjective in nature and

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may offend many employees. Therefore, a more scientific and fruitful way of job

evaluation is called for.

Paired Comparisons

This is also a relatively simple technique. Each job is evaluated as a whole with each

other job in turn, and points (0, 1 or 2) awarded according to whether its overall

importance is judged to be less than, equal to, or more than the other jobs. Points awarded

for each job are then totalled and a rank order produced. This method of job evaluation

has all the advantages of job ranking and is slightly more systematic. However, it is best

limited to organisations with a maximum of 30 jobs in a particular job population and,

like job ranking; it does not involve any analysis of jobs nor indicate the extent ofdifference between them. Paired comparisons is not acceptable as a method of

determining comparable worth in equal value cases

Internal Benchmarking or Job Matching

Job evaluation by internal benchmarking or job matching simply means comparing the

job under review with any internal benchmark job which is believed to be properly

graded and paid and slotting the job under consideration into the same grade as the

benchmark job. The comparison is usually made on a whole job basis without analysing

the jobs factor by factor. Internal benchmarking is a simple and quick method of job

evaluation, but:

it relies on judgements which may be entirely subjective and could be hard to

justify

it is dependent on the identification of suitable benchmarks which are properly

graded and such comparisons may only perpetuate existing inequities

it is not acceptable as a defence in equal value cases

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Job Classification

Job classification is the process of slotting jobs into grades by comparing the whole job

with a scale in the form of a hierarchy of grade definitions. It is based on an initial

definition of the number and characteristics of the grades into which jobs will be placed.

The grade definitions may refer to such job characteristics as skill, decision making and

responsibility. Job classification is the most used form of non-analytical job evaluation

because it is simple, easily understood and at least, in contrast to whole-job ranking, it

provides some standards for making judgements in the form of the grade definitions. But:

it cannot cope with complex jobs which will not fit neatly into one grade

the grade definitions tend to be so generalised that they may not be much help inevaluating border-line cases

it fails to deal with the problem of evaluating and grading jobs in dissimilar

occupational or job families where the demands made on job holders are widely

different

grade definitions tend to be inflexible and unresponsive to changes affecting roles

and job content

the grading system can perpetuate inappropriate hierarchies

it does not provide a defence in equal value cases.

This method places groups of jobs into job classes or job grades. Separate classes may

include office, clerical, managerial, personnel, etc. Following is a brief description of

such a classification in an office.

(a) Class I - Executives: Further classification under this category may be Office

manager, Deputy office manager, Office superintendent, Departmental

supervisor, etc.

(b) Class II - Skilled workers: Under this category may come the Purchasing

assistant, Cashier, Receipts clerk, etc.

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(c) Class III - Semiskilled workers: Under this category may come Stenotypists,

Machine-operators, Switchboard operators, etc.

(d) Class IV - Semiskilled workers: This category comprises Daftaris, File clerks,

Office boys, etc.

The job classification method is less subjective when compared to the earlier ranking

method. The system is very easy to understand and acceptable to almost all employees

without hesitation. One strong point in favor of the method is that it takes into account all

the factors that a job comprises. This system can be effectively used for a variety of jobs.

The weaknesses of the job classification method are:

Even when the requirements of different jobs differ, they may be combined into a

single category, depending on the status a job carries.

It is difficult to write all-inclusive descriptions of a grade.

The method oversimplifies sharp differences between different jobs and different

grades.

When individual job descriptions and grade descriptions do not match well, the

evaluators have the tendency to classify the job using their subjective judgments.

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TYPES OF ANALYTICAL JOB EVALUATION SCHEMES

Points Rating

This is the most commonly used method. The key elements of each job, which are known

as 'factors', are identified by the organisation and then broken down into components.

Each factor is assessed separately and points allocated according to the level needed for

the job. The more demanding the job, the higher the points value. This scheme has the

following advantages:

it provides a rationale why jobs are ranked differently

it may be entered as a defence to an equal value claim

it will be seen generally as less subjective than non analytical techniques.

However, it is time consuming to introduce and can be complex and costly to undertake.

In addition it can be seen to be an inflexible form of job evaluation in times of rapid

change and can imply an arithmetical precision which is not justified.

The points are summed up to determine the wage rate for the job. Jobs with similar point

totals are placed in similar pay grades. The procedure involved may be explained thus:

(a) Select key jobs. Identify the factors common to all the identified jobs such as skill,

effort, responsibility, etc.

(b) Divide each major factor into a number of sub factors. Each sub factor is defined and

expressed clearly in the order of importance, preferably along a scale.

The most frequent factors employed in point systems are:

I. Skill (key factor): Education and training required, Breadth/depth of

experience required, Social skills required, Problem-solving skills, Degree of

discretion/use of judgment, Creative thinking;

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II. Responsibility/Accountability: Breadth of responsibility, Specialized

responsibility, Complexity of the work, Degree of freedom to act, Number and

nature of subordinate staff, Extent of accountability for equipment/plant,

Extent of accountability for product/materials;

III. Effort: Mental demands of a job, Physical demands of a job, Degree of

potential stress.

Merits and Demerits

The point method is a superior and widely used method of evaluating jobs. It forces raters

to look into all keys factors and sub-factors of a job. Point values are assigned to all

factors in a systematic way, eliminating bias at every stage. It is reliable because raters

using similar criteria would get more or less similar answers. The methodology

underlying the approach contributes to a minimum of rating error (Robbins, p.361). It

accounts for differences in wage rates for various jobs on the strength of job factors. Jobs

may change over time, but the rating scales established under the point method remain

unaffected.

On the negative side, the point method is complex. Preparing a manual for various jobs,

fixing values for key and sub-factors, establishing wage rates for different grades, etc., is

a time consuming process. According to Decenzo and Robbins, the key criteria must be

carefully and clearly identified, degrees of factors have to be agreed upon in terms that

mean the same to all rates, the weight of each criterion has to be established and point

values must be assigned to degrees. This may be too taxing, especially while evaluating

managerial jobs where the nature of work (varied, complex, novel) is such that it cannot

be expressed in quantifiable numbers.

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Factor Comparison

Factor Comparison is similar to Points Rating job evaluation scheme, being based on an

assessment of factors, though no points are allocated. Use of the Factor Comparison

method of job evaluation is not as widespread as the Points Rating systems, because the

use of points enables a large number of jobs to be ranked at one time.

A more systematic and scientific method of job evaluation is the factor comparison

method. Though it is the most complex method of all, it is consistent and appreciable.

Under this method, instead of ranking complete jobs, each job is ranked according to a

series of factors. These factors include mental effort, physical effort, skill needed,

supervisory responsibility, working conditions and other relevant factors (for instance,know-how, problem solving abilities, accountability, etc.). Pay will be assigned in this

method by comparing the weights of the factors required for each job, i.e., the present

wages paid for key jobs may be divided among the factors weighed by importance (the

most important factor, for instance, mental effort, receives the highest weight). In other

words, wages are assigned to the job in comparison to its ranking on each job factor.

The steps involved in factor comparison method may be briefly stated thus:

Select key jobs (say 15 to 20), representing wage/salary levels across the

organization. The selected jobs must represent as many departments as possible.

Find the factors in terms of which the jobs are evaluated (such as skill, mental

effort, responsibility, physical effort, working conditions, etc.).

Rank the selected jobs under each factor (by each and every member of the job

evaluation committee) independently.

Assign money value to each factor and determine the wage rates for each key job.

The wage rate for a job is apportioned along the identified factors.

All other jobs are compared with the list of key jobs and wage rates are

determined.

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Table: Merits and Demerits of Factor Comparison Method

MeritsDemerits

Analytical and objective.

Reliable and valid as each job is

compared with all other jobs in

terms of key factors.

Money values are assigned in a

fair way based on an agreed rank

order fixed by the job evaluation

committee.

Flexible as there is no upper

limitation on the rating of a

factor.

Difficult to understand, explain and

operate.

Its use of the same criteria to assess

all jobs is questionable as jobs differ

across and within organizations.

Time consuming and costly.

'Tailor Made' or 'Off the peg'

A prime consideration in deciding which analytical job evaluation scheme to select lies in

the choice of factors and weightings. The benefit of proprietary 'off the peg' evaluation

schemes is that they normally have been well tried and tested and there is therefore a

saving in time. In addition, many schemes are linked to mechanisms for checking salary

levels. The benefit of 'tailor made' schemes is that the factors and definitions more

accurately reflect the range of jobs to be evaluated and are arrived at through consensus;

consequently they are more likely to be acceptable to the workforce. The Hay Guide

Chart-Profile Method is the most widely used evaluation scheme.

Why Job Evaluation Is Important:

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Job evaluation is an effective way of determining the relative value of each

position within an organization. By rank-ordering jobs using a point system, you

can then accurately assign salaries in a defensible manner.

The usual end result of job evaluation is a hierarchy of jobs or groups of jobs in

the organization. The hierarchy is usually based on job content, or value, or a

combination of both. Job content refers to the skills required and the degree of

responsibilities assumed. The value of a job refers to its relative contribution to

the organization's goals or to their external market rates. Focusing on job content

improving mployee understanding of job content and what is valued in their work.

While not automatically determining the pay of a job, job evaluation provides a

basis for establishing equitable pay differentials between jobs. In other words, it

can help integrate pay with a job's relative contributions to the organization.

Job evaluation gives you a structured and consistent base from which to build

your pay scale and/or a system of performance review and merit increases. If staff

know where their jobs rank and where their salaries rank, you have a great base

from which to allocate raises where you see fit. This is an excellent way to

establish a workable, agreed-upon pay structure.

Importance of Job Evaluation for Job Seekers and Employers

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By Kapil Dev - 08/22/2009 "Job evaluation is important for organizations to be able to

hire the right candidates who suit their work environment and requirements. It is

important for the job seekers to pick up a job that suits their personality and interest."

Job evaluation is a practical technique, designed to enable trained and experienced staff

to judge the size of one job relative to others. The job evaluation process results in a job

being assigned to a pay grade. The pay grade is associated with a pay range that is

defined by a minimum and a maximum pay rate.

Job evaluation assesses both the content of a job and the value of a job. Job content refers

to the type of work performed and the skills and knowledge necessary to perform the

work. Job value refers to the job's degree of contribution in meeting your organization's

goals and the degree of difficulty in filling the job.

Job evaluation can help remove anomalies or inequalities in the payment system. It helps

in providing a more structured basis for providing grading levels.

Job evaluations can be used to

Clarify job descriptions so that employees understand the expectations of their roles

and the relationship of their roles to other jobs within the organization.

Attract desirable job candidates.

Retain high-potential employees.

Job evaluators assess jobs based on factors such as Training level or qualifications

requirements, Knowledge and skills requirements, Complexity of tasks, Interaction with

various levels of the organization, Problem-solving and independent judgment,

Accountability and responsibility, Decision-making authority, Degree of supervision

required, Cross-training requirements, Working conditions, Degree of difficulty in filling

job.

It should be noted that evaluation is concerned with the job and not with the person

performing it. Also the judgment on the job size must not be influenced by the job titles

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or by the present status and the pay. Since evaluation is concerned with organizational

reality care should be taken to evaluate jobs at fully acceptable standard of performance,

they should not reflect good or bad performance of the current job holders but what is

required by the job to achieve organizational effectiveness.

Evaluation is vital for organizations to be able to employ the right candidates who suit

their work environment and requirements at. It is significant for the job seekers to pick up

a job that suits their personality and interest as the first step will play a deciding role in

shaping their career and position in life. This can be possible only when job seekers and

organizations are able to communicate their requirements to each other.

Job evaluation is a practical technique, designed to enable trained and experienced staffto judge the size of one job relative to others. The job evaluation process results in a job

being assigned to a pay grade. The pay grade is associated with a pay range that is

defined by a minimum and a maximum pay rate.

Job evaluation assesses both the content the value of a job. Job content refers to the type

of work performed and the skills and knowledge necessary to perform the work. Work

value refers to the job's degree of contribution in meeting your organization's goals and

the degree of difficulty in filling the job.

Job evaluation can help remove anomalies or inequalities in the payment system. It helps

in providing a more structured basis for providing grading levels.

Evaluations can be used to

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- Clarify job descriptions so that employees understand the expectations of their roles and

the relationship of their roles to other jobs within the organization.

- Attract desirable job candidates.

- Retain high-potential employees.

Evaluators assess jobs based on factors such as Training level or qualifications

requirements, Knowledge and skills requirements, Complexity of tasks, Interaction with

various levels of the organization, Problem-solving and independent judgment,

Accountability and responsibility, Decision-making authority, Degree of supervision

required, Cross-training requirements, Working conditions, Degree of difficulty in filling

job.

It should be noted that evaluation is concerned with the job and not with the person

performing it. Also the judgment on the job size must not be influenced by the job titles

or by the present status and the pay. Since evaluation is concerned with organizational

reality care should be taken to evaluate jobs at fully acceptable standard of performance,

they should not reflect good or bad performance of the current job holders but what is

required by the job to achieve organizational effectiveness.

Evaluation is vital for organizations to be able to employ the right candidates who suit

their work environment and requirements at. It is significant for the job seekers to pick up

a job that suits their personality and interest as the first step will play a deciding role in

shaping their career and position in life. This can be possible only when job seekers and

organizations are able to communicate their requirements to each other. Plastopedia.com,

the world's leading International job portal which offers an interactive medium to job

seekers and providers in the domain of plastic industry worldwide.

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Some Principles of Job Evaluation

Clearly defined and identifiable jobs must exist. These jobs will be accurately

described in an agreed job description.

All jobs in an organisation will be evaluated using an agreed job evaluation

scheme.

Job evaluators will need to gain a thorough understanding of the job

Job evaluation is concerned with jobs, not people. It is not the person that is being

evaluated.

The job is assessed as if it were being carried out in a fully competent and

acceptable manner.

Job evaluation is based on judgement and is not scientific. However if applied

correctly it can enable objective judgements to be made.

It is possible to make a judgement about a job's contribution relative to other jobs

in an organisation.

The real test of the evaluation results is their acceptability to all participants.

Job evaluation can aid organisational problem solving as it highlights duplication

of tasks and gaps between jobs and functions.

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Job Evaluation - The Future

As organizations constantly evolve and new organizations emerge there will be

challenges to existing principles of job evaluation. Whether existing job evaluation

techniques and accompanying schemes remain relevant in a faster moving and constantly

changing world, where new jobs and roles are invented on a regular basis, remains to be

seen. The formal points systems, used by so many organizations is often already seen to

be inflexible. Sticking rigidly to an existing scheme may impose barriers to change.

Constantly updating and writing new jobs together with the time that has to be spent

administering the job evaluation schemes may become too cumbersome and time

consuming for the benefits that are derived.

Does this mean that we will see existing schemes abandoned or left to fall into disrepute?

Will providers of job evaluation schemes examine and, where necessary, modify them to

ensure they are up to date and relevant? Simply sticking rigidly to what is already in

place may not be enough to ensure their survival.

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QUESTIONAIRE

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JOB EVALUATION

This is simply a training exercise. Information gathered will remain highly

confidential & only be utilized for project work.

Designation:

Department:

1. Your Professional qualification:

a) High school/equivalent

b) Graduation

c) Professional degree/course

d) Any specialized training

2. Describe briefly the function/responsibility of your job?

3. Kindly list below the main duties performed by you in the course of your job?

4. a) Are there other duties that are performed occasionally?

Yes ( ) No ( )

b) If yes, kindly list them

1. How do you perform your job?

Individually ( ) In a group/team ( )

2. a) What is the kind/nature of your work?

Manual ( ) Based on machines/technical ( )

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b) Kindly list the tools, machines & equipment utilized by you. (Multiple ticks are

allowed)

Computer ( )

Typewriter ( )

Fax machine ( )

Photocopier ( )

Any other ( )

c) Are these machines/tools sufficient to help you perform your job efficiently?

Yes ( ) No ( )

7. How much related or similar experience is required to perform your job?

None ( )

Less than 6 months ( )

6 months-1 year ( )

1 year -3 year ( )

More than3 year ( )

8. a)What levels of supervision do you undergo in order to complete your job?

Immediate supervisor ( )

Head of department ( )

Head of other department ( )

b) Please indicate the frequency of supervision received.

Once in a day ( )

Several times in a day ( )

Once in a week ( )

Several times in a week ( )

Little or none, only extraordinary circumstances to the supervisor ( )

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9. a) Do you have the authority to make dicisions?

Yes ( ) No ( )

b) If yes, what is the degree of decision making authority?

Fully ( )

Semi ( )

None ( )

10. What is the frequency of job assigned to you?

Daily ( )

Weekly ( )

Fortnightly ( )

Monthly ( )

Any other ( )

11. Does your job have accountability for the work of others/subordinates?

Yes ( ) No ( )

12. a) Are you overloaded?

Yes ( ) No ( )

b) If yes, please tick all that apply:

Insufficient work aid ( )

Insufficient information ( )

Overtime ( )

Improper deligation ( )

Insufficient manpower ( )

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c) What measures would you suggest to reduce this work overload?

Training & development programs ( )

Recreation ( )

Proper delegation ( )

Workshops ( )

Sufficient manpower ( )

13. In what time frame are you required to complete a task/job?

Daily ( )

Weekly ( )

Fortnightly ( )

Monthly ( )

Any other ( )

14. a) Have you been offered a promotion recently?

Yes ( ) No ( )

b) If no, since how many years have you not been offered any promotion?

c) If yes, how many cedars /steps have you been promoted?

One ( )

Two ( )

Three ( )

Four ( )

Five ( )

d) Has your work profile changed?

Yes ( ) No ( )

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e) If yes, how it is different from your erstwhile job/task

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15. What is the minimum qualification & technical education required for your

job?

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16. Considering everything ,how satisfied are you with your job?

Very satisfied ( )

Somewhat satisfied ( )

Neutral ( )

Somewhat satisfied ( )

Very dissatisfied ( )

59


60/90

17. Which of the below mention skills help you in the completion of the task?

Please assign the following ratings to the given traits

1.Most important

2. Important

3.Moderately important

4. Least important

5.Unimportant

RATINGS Most

important

Important Moderately

important

Least

important

Unimportant

JOB KNOWLEDGE

TEAM WORK

PLANNING/ORGANIZIN

G SKILLS

DECISION MAKING

ABILITY

QUALITY

CONSCIOUSNESSINNOVATION

PRODUCTIVITY & COST

CONSCIOUSNESS

COMMUNICATION

/INTERPERSONAL

SKILLS

PERSONALITY

/MANNERSLEADERSHIP SKILLS

JOB EVALUATION SURVEY

60


61/90

ANALYSIS OF DATA

1. Describe briefly the function/responsibility of your job?

RESPONSE & INFERENCE:

The analysis of the functions of the workers job reflects that they are responsible for

various Human Resource Planning, Job Analysis, Recruitment, Selection, Placement,

Rating&Development, Remuneration Welfare, Promotions, Industry Relations are

performed efficiently. These above-mentioned functions or objectives of HR, performed

in the organization, are at par with the company standards.

2.Are there other duties performed?

61


62/90

RESPONSE:

Yes No

31 29

48%

52%

Yes

No

INFERENCE:

Besides performing these main duties 52% of the workers are required to perform certain

other tasks occasionally.

Their occasional duties include restructuring of salaries, CV short listing, help line cell,

performance appraisals, HR related projects, preparation of ledgers and coordinating

interview panels.

3. Professional qualifications of the workers?

62


63/90

RESPONSE:

High School/

Equivalent

Graduation Professional Degree

course

Specialized Training

0 19 44 11

0%26%

59%

15% HIGH SCHOOL/EQUIVALENT

GRADUATION

PROFESSIONAL DEGREE

COURSE

SPECIALIZED TRAINING

INFERENCE:

Most of our respondents have pursued a professional course before becoming a part of

this organization. A majority of them have pursued MBA specializing in HR.

4. How do you perform your job?

63


64/90

RESPONSE:

Individually In a group

18 51

26%

74%

INDIVIDUALLY

IN A GROUP

INFERENCE:

Team building spirit is high among the workers. Majority of the respondents are required

and encouraged to perform in a team. They are supposed to coordinate with other

workers in their group and accomplish their goal collectively. Only 26% of the workers

perform their job individually.

64


65/90

5. What is the kind/nature of your job?

RESPONSE:

Manual Technical

25 48

34%

66%

MANUAL

TECHNICAL

INFERENCE:

The use of latest technologies helps the workers to deliver quality output. A systematic

procedure for collecting, maintaining, retrieving and validating data is followed that helps

in providing more accurate and timely data for decision-making. The jobs of the

respondents are basically technical in nature only.

6. Tool/machines/equipments utilized?

65


66/90

RESPONSE:

Computer Typewriter Fax

Machine

Photocopier Any

Other

No Response

58 9 25 36 6 2

44%

7%

26%

18%4% 1%

COMPUTER

TYPEWRITER

FAX MACHINE

PHOTOCOPIER

ANY OTHER

NO RESPONSE

INFERENCE:

The machines or equipments used by them to perform their tasks are mostly computers,

photocopiers and fax machines.44% of the workers use computers and they use it

continuously. Hardly 7% of the workers use typewriters. The any other machines

category basically comprises of printers.

66


67/90

7. How frequently do you use them?

RESPONSE:

Computer Typewriter Fax

machine

Photocopier Any other

Constantly 43 8 4 8 1

Frequently 6 0 10 24 5

Occasionally 5 4 20 10 0

Rarely 2 0 4 5 0Never 4 12 3 2 12

0

10

20

30

40

50

Com put er Type writ er Fax m achine Phot ocopie r Any o the r

Constantly

Frequently

Occasionally

Rarely

Never

INFERENCE:

On being asked about the frequency of the use of the machines/equipments mentioned the

above results were obtaind.The functions are highly computerized that enhances the

efficiency of the work performed.

8. Are these machines/tools sufficient to help you perform your job efficiently?

67


68/90

RESPONSE:

Yes No No Response

55 3 2

92%

5% 3%

YES

NO

NO RESPONSE

INFERENCE:

On being asked whether the machines/tools are sufficient (quantitatively),most of them

were satisfied with the work aids that the organization has provided them.

9. How much related or similar experience is required to perform your job?

68


69/90

RESPONSE:

None Less than 6

months

6 months-1

year

1 year -3

year

More than3

year

No Response

5 2 14 23 15 8

7% 3%

21%

35%

22%

12% NONE

LESS THAN 6 MONTHS

6 MONTHS-1 YEAR

1-3 YEARS

MORE THAN 3 YEARS

NO RESPONSE

INFERENCE:

44% of the workers indicated that the jobs which they are currently performing required

about 1 year-3years of work experience. On the other hand 7% of the jobs are such that

do not require prior experience.

10. What levels of supervision do you undergo to complete your job?

69


70/90

RESPONSE:

Immediate

supervisor

Head of department Head of other

department

No Response

36 20 2 2

33%

3% 3%

61%

IMMEDIATE SUPERVISOR

HEAD OF DEPARTMENT

HEAD OF OTHER

DEPARTMENT

NO RESPONSE

INFERENCE:

Majority of the workers are supposed to report to their immediate supervisor.33% of the

workers report to the head of Human Resource Development Department. Whereas 3%

of workers are required to report to the head of other departments.

11. Indicate the frequency of supervision received.

RESPONSE:

70


71/90

Once in a

day

Several

times in a

day

Once in a

week

Several

times in a

week

Little or

none

No Response

13 19 1 9 13 4

22%

32%2%

15%

22%

7%

ONCE IN A DAY

SEVERAL TIMES A DAY

ONCE IN A WEEK

SEVERAL TIMES A

WEEK

LITTLE OR NONE

NO RESPONSE

INFERENCE:

The respondents were also asked to indicate the frequency of supervision received by

them from their seniors.32% of them report to their respective supervisors several times a

day.

12. Do you have the authority to make decisions?

71


72/90

RESPONSE:

Yes No

22 38

37%

63%

Yes

No

INFERENCE:

The workers were also asked if they had decision-making authority in their job.63%of

workers had this authority to make decisions on matters related to their jobs. So itll

clearly indicate that 37% of the employees do not have any decision-making authority.

13. What is the degree of decision making authority?

RESPONSE:

72


73/90

Fully Semi None No Response

4 17 11 28

7%

28%

18%

47% FULLY

SEMI

NONE

NO RESPONSE

INFERENCE:

The 63% of the workers who had decision making authority were asked to specify the

degree of this authority given to them. Of these 47% did not respondent to this

question.28% of the workers require the prior approval of their supervisors before they

could go ahead with the decisions made by them.

14. What is the frequency of job assigned to you?

RESPONSE:

73


74/90

Daily Weekly Fortnightly Monthly Any other No Response

35 7 3 9 3 3

58%

12%

5%

15%

5% 5%

DAILY

WEEKLY

FORTNIGHTLY

MONTHLY

ANY OTHER

NO RESPONSE

INFERENCE:

The workers were also asked about the frequency of job assigned to them. Most of them

were assigned their tasks on daily basis.

15. Does your job have accountability for the work of others?

RESPONSE:

74


75/90

Yes No No Response

35 21 7

53%35%

12%

YES

NO

NO RESPONSE

INFERENCE:

The responses of the workers indicate that about 53% of them are accountable for the

work of others/subordinates.

16. Are you overloaded?

RESPONSE:

75


76/90

Yes No

21 39

35%

65%

Yes

No

INFERENCE:

On being asked about the workload on them 65% of them said that they were not

overloaded with work.Thus it indicates that they perform their job without any kind ofstress or fatigue due to work overload.

17. Reasons for work overload.

RESPONSE:

76


77/90

Insufficient

work aid

Insufficient

information

Lack of

Supervision

Improper

delegation

Insufficient

manpower

3 2 1 2 16

13%

8%

4%

8%67%

INSUFFICIENT WORK AIDS

INADEQUATE INFORMATION

LACK OF SUPERVISION

IMPROPER DELEGATION

INSUFFICIENT MANPOWER

INFERENCE:

The workers who feel that they were overloaded with work indicates that prevailing

workload is due to various factors and the main reason being insufficient manpower. 67%

of workers who are overloaded with work thus feel that Human Resource Department is

under employed. Whereas 13% of workers believe that it is insufficient aids/equipments

that add to the workload.

18.What measures would you suggest to reduce this work overload?

77


78/90

RESPONSE:

Training &

development

Recreation Proper

delegation

Workshops Sufficient

manpower

2 1 6 - 15

8% 4%

25%

0%63%

TRAINING & DEVELOPMENT

RECREATION ACTIVITIES

PROPER DELEGATION

WORKSHOPS

SUFFICIENT MANPOWER

INFERENCE:

As far as the measures to reduce this workload are concerned ,majority of the workers

feel that it is of utmost important to employ sufficient manpower with required

skills,qualifications and work experience in their department.

19. What is the time frame required to complete your task/job?

78


79/90

RESPONSE:

Daily Weekly Fortnightly Monthly Any other

27 14 3 12 4

42%

25%

5%

21%

7%

DAILY

WEEKLY

FORTNIGHTLY

MONTHLY

ANY OTHER

INFERENCE:

The workers were also asked about the time frame that they are expected to complete

their job. 42%of workers are required to complete their tasks daily and 25% of them

complete their work on a weekly basis.

20.How much are you satisfied with your salary?

79


80/90

RESPONSE:

Very satisfied Somewhat

satisfied

Neutral Somewhat

satisfied

Very dissatisfied

16 12 17 13 2

20%28%

22%

3%27%

VERY SATISFIED

SOMEWHAT SATISFIED

NEUTRAL

SOMEWHAT DISSATISFIEDVERY DISSATISFIED

INFERENCE:

The workers were also asked to state whether they were satisfied with their salary that

they are currently drawing from the organization. 37% of the employees fall in neutral

category where they are not very sure as to whether or not they are satisfied with the

salary being paid to them.

21. How many cadres/steps have you been promoted?

80


81/90

RESPONSE:

One Two Three Four Five

11 16 6 2 2

44%

16%

5% 5%

30%ONE

TWO

THREE

FOUR

FIVE

INFERENCE:

Further, the workers who had received a promotion were asked to specify the number of

steps or cadres that they had been promoted. 44%of the people had been promoted two

cadres forward. Whereas 5% of workers had been promoted 5 and 4 steps ahead.

22. Has your work profile changed?

81


82/90

RESPONSE:

Yes No

40 20

81%

19%

Yes

No

INFERENCE:

Those workers were also asked to state whether their work profile has changed after

being promoted. 81% of the workers gave a negative response.

23. Since how many years have you not been offered any promotion?

82


83/90

INFERENCE:

As for the workers who had not received a promotion they were asked to indicate the

time since when they are employed on the same post.Majority of them had not received a

promotion since the past two and three years.

24. What is the minimum qualification & technical education required for your

job?

INFERENCE:

The minimum qualification & technical education required for their job is graduation

for some and an MBA degree for others.Some of them also required some kind of

technical skill to perform their job.

25. Rate the following skills on a scale of 1-5 depending on whether these skills

help you in the completion of your task?

83


84/90

RESPONSE:

RATINGS Most

importan

t

Importan

t

Moderatel

y

important

Least

importan

t

Unimportan

t

JOB KNOWLEDGE 54 2 1 1 0

TEAM WORK 23 25 5 1 0

PLANNING/ORGANIZIN

G SKILLS

28 23 6 0 1

DECISION MAKING

ABILITY

38 10 5 1 0

QUALITY

CONSCIOUSNESS

28 22 4 2 0

INNOVATION 22 21 11 0 2

PRODUCTIVITY &

COST CONSCIOUSNESS

27 24 4 1 2

COMMUNICATION

/INTERPERSONAL

SKILLS

34 22 2 4 0

PERSONALITY

/MANNERS

19 34 3 2 0

LEADERSHIP SKILLS 28 23 4 2 1

0

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shruti pandey