A

Project Study Report

On
Training Undertaken at

URMUL DAIRY PLANT

Titled

Evaluation of Human Resource Climate

Submitted in partial fulfillment for the
Award of degree of

Master of Business Administration

Submitted by :

Submitted to :

Bharti Gahlot

Ms. Vandana Chandna

M.B.A. Part-II

2008-2010

M. N. INSTITUTE, BIKANER

PREFACE
The Dairy Industry is aptly called one of the foundation stones of economics growth
having a vast potential compared to the sectors.
Though the Indian dairy industry emerged among the last yet it soon captured the
momentous and presently it is proving its worth in terms of revenue and employment
generation.
The Uttari Rajasthan Utpadak Sangh Ltd. Popularly known as URMUL is one of the
pioneer milk cooperative unions in India with a wide dairy network of 534 milk societies.
The project taken up by the researcher involved collection of primary data and
analysis of data, the project dealt with evaluation of human resource climate at the head
office of URMAL Ltd.
The research aimed at studying the satisfaction level of employees regarding various
human resource policies and identifying the areas needing improvement. This report I the
compilation of introduction to the organization and industry, project overview, facts and
findings, analysis and interpretation and conclusions made by the researcher.
The researcher hopes that the organization is benefited from the suggestions made
on the basis of the findings of the study.

BHARTI GAHLOT

ACKNOWLEDGEMENT
I express my sincere thanks to my project guide,.Ms. vandana chandna for guiding
me right from the inception till the successful completion of the project. I sincerely
acknowledge her for extending their valuable guidance, support for literature, critical review
of project and the report and above all the moral support she had provided to me with all
stages of this project.
I would also like to thank Dr. L.N.Khatri,director for his help, support and cooperation
throughout the project.

BHARTI GAHLOT

EXECUTIVE SUMMARY
The researcher undertakes her project in a unit of milk procurement industry in India, viz. URMUL, Bikaner. The project title is HUMAN RESOURCE CLIMTE.
The main task assigned to the researcher is to find and evaluate the responses of
employees regarding the HUMAN RESOURCE CLIMATE on the basis of the project task
the researcher checks the satisfaction of employees regarding the human resource
Program that was presently run in the organization.
The summary of the project work is as follows in chronological sequence- The report is
concerned with the introduction to industry and also concerned introduction to company.
The project profile comprises of project title, significance, methodology, scope and limitation
of the study.
In facts and findings where researcher has presented all the collected information.
The research includes the analysis and interpretations of the collected data and the SWOT
analysis.

TABLE OF CONTENTS

CHAPTER-1:Introduction to the Industry .

CHAPTER-2:Introduction to the organization
CHAPTER-3 : Research Methodology
3.1

Title of the study

3.2

Duration of the project

3.3

Objectives of the study

3.4

Types of research

3.5

Sample size and method of selecting sample

3.6

Scope of the study

3.7

Limitations of study

CHAPTER-4: facts and findings

CHAPTER-5: analysis and interpretations
CAHPTER-5: SWOT ANALYSIS
5.1

Strength

5.2

Weakness

5.3

Opportunity

5.4

threats

CHAPTER-7: conclusion
7.1 Conclusions
7.2 Suggestions
ANNEXURES
BIBLIOGRAPHY

CHAPTER-1

Introduction to the industry

1.1 Introduction to the Industry

Dairy Scenario:
The Dairy Industry in India has made significant progress during the last two
decades, which has put India on top of the dairy map of the world. During1998, India
achieved the first position among the dairy countries of the world with a production of 74
million tons of milk 70 million farmers, the largest number in the world are involved in dairy
industry with about 100 million milk cattles, 57 million cows ad 39 million buffaloes.
Value of the annual output of the Indian Dairy Industry is Rs. 1050 billion. The
industry is growing annually at the rate of 5.6%. The increasing large middle class with
discretionary income is pushing up the demand for milk and milk products.
The OPERATION FLOOD in India has shown remarkable achievements in planned
milk production, processing and marketing of milk products through co-operative sector.
India can offer largest technology and know-how in this sector to the other countries. The
white revolution is still to touch the peak in India and hence India can absorb many
technologies in the dairy sector.
The Indian achievement in the area of cattle and buffalo breeding, use of agriculture
& Industrial by-products is considerable. India has also registered substantial progress in
the field of cattle feed, production of medicines and vaccines, livestock health etc. All this
and development of co-operative sector milk production is indeed most impressive. Up
gradation of the technologies will lend a boost to the Indian Dairy Industry.

NDDB: Promoting Rural Institution:Over the last 25-year or so, the Indian dairy industry has progressed from a situation
of scarcity to that of plenty. Dairy farmers today are better informed about technologies of
made efficient milk production and their economies. Even the landless and marginal
farmers now own highly productive cows and buffaloes in many areas. Along with high
increase in the production of both cereals and cash crops, dairying has expanded rapidly
with a compound growth rate of over 5 percent per annum over the last two decades.
Application of modern technology and advance management systems in milk processing
and marketing have brought about a marked change in the market place. Consumers now
have a wide range of choice of products and packages. The availability of dairy products
has become regular. The country has achieved a greater degree of self reliance in the
dairy sector and this has happened essentially because of the sound base that has been

created by the dairy co-operatives. Many factors contributed, but the key role in bringing
about this transformation has been played by NDDB.
NDDB was created in 1965 in response to the then Prime Minister Lal Bhadur
Shastri's call to transplant the spirit of Anand in many other places. He wanted the Anand
Model of dairy development with institutions owned by rural producers. Which are sensitive
to their needs and responsive to their demands-replicated in other parts of the country. He
said in a letter addressed to the state Chief Ministers," We envisage a large programme of
co-operative dairies during the Fourth Plan and this will, no doubt, be based on the Anand
model. If we can transplant the spirit of Anand in many other places, it will also result in
rapidly transforming the socio-economic conditions of the rural areas." He decided that the
govt of India would create a body whose job would be to replicate 'Anand'. It would be
headed y Dr. Verghese Kurien, the General Manager of the Kheda District Co-operation
Milk Producer's Union Limited (AMUL). In the late sixties, the Board drew up a project
called Operation Flood (OF)- meant to create a flood of milk in India's villages- with funds
mobilized from foreign food donations. Producer's co-operatives were the central plank of
the project, which sought to link dairy development with milk marketing.
NDDB underwent a structural change in 1988. The Board, registered as a society,
and the India Dairy Corporation, a company formed and registered under the Companies
Act 1956, were merged by an act of parliament the NDDB Act, 1987. The resulting
corporate body bears the old name: National Dairy Development Board. The Act has
declared the Board to be an institution of national importance.
The greater contribution of NDDB has been the initiation and fostering of the process
of modernization of India's dairy industry. The Co-operative movement NDDB helped to
create has become a model for other developing countries and international agencies that
are concerned with dairy development.
The Operation Flood:
The Operational Flood programme is a unique approach to dairy development.
During the 1970's dairy commodity surpluses were building up in Europe and Dr. Kurien the
founder chairman of NDDB saw in those surpluses both a threat and an opportunity. The
threat was massive exports of low cost dairy products to India which, has it occurred, would
have tolled the death knell for India's struggling dairy industry. The large quantities that
India was already importing have eroded domestic markets to the point where dairying was
not viable. The opportunity was built into the Operation flood strategy. Designed basically as
a marketing project, operation flood recognized the potential of the European surpluses as

an investment in building India's dairy industry. With the assistance of the world food
programme and in the form of milk powder and butter oil, was obtained from the EEC
countries to finance the programme. It was for the first time in the history of economic
development that food aid was seen as an important investment resource. Use of food aid
in this way is anti-inflationary it provided a buffer stock to stabilize market and it can be
used to prime the pump of markets that will later be supplied by domestic production.

The Co-Operative Movement:The network of co-operative institutions created now encompasses 70,000 dairy cooperative societies in 170 milk sheds covering 9 million producer families. The average milk
procurement by these co-operatives has now reached some 10.2 million liters per day, of
which 9.4 million liters is marketed as liquid milk while the remainder is converted into
products like milk powder, butter, cheese, ghee and a wide range of traditional milk
products, milk processing capacity of around 17.2 million liters per day, chilling capacity of
6.9 million litres per day, and milk powder production capacity of 839 tones per day have
been established.
Imagine every morning and evening, some 90 lakh farmers carrying pitfalls of milk to
their co-operative milk that will travel from remote villages to towns and cities throughout
India. today, these farmers own some of the largest and most successful business in India.
Their infrastructure has returned a greater share of the consumer's rupee to the farmer. It
has built markets, supplied inputs and created value-added products. All this has happened
because the farmer's productive capacity has been linked with professional management in
co-operatives.
While the demand for milk was rising under operation flood, the total cattle
population remained more or less static. NDDB realized that if milk production has to be
increased, that buffalo and indigenous good milk breeds of cattle has to be upgraded and
nondescript cows had to be cross bred with exotic semen to increase their milk production
to make them more efficient converters of feed. With this objective in mind, a thrust was
given to intensive research and development in animal husbandry. Today, animal breeding
is an integration of three major areas-artificial insemination and quantitative genetic
techniques

and

biotechnology

and

embryo

micromanipulation

techniques

and

biotechnology and genetics engineering. The optimal genetic improvement can be achieved
by making use of the latest developments in each of these areas.
Realizing the significance of embryo transfer in India, NDDB established its main
embryo transfer lab at the Sabermati Ashram Gaushala near Ahmedabad. Embryo transfer

in the India context is primarily a tool to create a nuclear germ plasma pool to supply future
bulls to artificial insemination centers for production improvement in cattle and buffaloes.
The techniques have enabled India to rapidly multiply the elite donors among the crossbreed and buffaloes and to produce superior bulls from then in adequate numbers.
Production of buffalo calves using non-surgical transfer was achieved successfully in India,
for the first time in the whole of Asia. Through the wide network of research laboratories, the
transfer of embryos has already moved from the laboratories to the villages where embryos
have been transplanted into cows by specially trained staff belonging to the co-operatives.
The success of co-operative movement under the aegis of NDDB has yielded
unexpected results. The government has brought other primary commodities like edible oil,
fruit and vegetables under the ambit of NDDB. The Co-operative umbrella has been
extended to tree plantation and even to salt farming.
Operation Flood-1 was launched in 1970 with the assistance from world food
programme in the from of the aid of 126,000 met of butter oil. Funds generated through sale
of these commodities were used in the development of 27 rural milk sheds in 10 states and
for setting up dairies in the rural hinterlands and in four metropolitan cities of the country.
Three was a sixty percent increase in milk production, which rose from an estimated 20
million metric tones in1970 to 32 million tones in 1978. A year round remunerative market
for the milk producers was created and the sale milk in the major urban demand centers
rose by 140 percent.
Prompted by the success of the OF-1, the Government of India decided to continue
with dairy development through co-operative but on a greatly expanded scale. The
Operation Flood-11 which began in 1981 aimed at building a National Milk Grid linking 136
rural milk sheds in 22 states and union territories with the urban the demand centers in the
country and creating infrastructure required to support a viable dairy industry.
A number of programmes and policies have each played a role in the process of
modernizing India's Dairy Industry Certainly, the introduction of modern technology, both for
the farmer and in the processing of milk and products, has been important. Similarly,
establishing an urban market has provided the stability necessary to encourage farmers to
invest in increased milk production. The induction of professional managers to serve
formers has reversed the normal pattern where farmers are supplicants and officials are
benefactors. Perhaps, the most important factor in the co-operative structure itself is giving
the farmers command over the resources they create. Operation flood has ensured that
they receive the maximum return from each rupee that the consumer spends on milk and

milk products. This, in turn has provided the incentives on which the growth of our dairy
industry has been based.

CHAPTER-2

Introduction to the organization

2.1 Introduction to URMUL Ltd.

Brief History:The UTTARI RAJASTHAN SAHAKARI DUGDH UTPADAK SANGH LTD., famous as
URMUL Ltd. was established at Bikaner, on august 28,1972 a cooperative body
registered under the Co-operative Societies Act1956. At the onset, URMUL covered
Bikaner, Sri Ganganagar and Churu districts. However, a separate sangh was established
at Churu and Ganganagar and now URMUL covers Bikaner district only.
URMUL started its business in July, 1973 with the initial membership of 64 societies
and an average milk collection of 1500 liters per day. The milk union established its own
processing facilities during the year 1977. The URMUL Dairy plant was established under
the guidance of National Dairy Development Board (NDDB). At the beginning URMUL used
to supply milk to Delhi and functioned as a feeder balancing dairy. Under the operation
Flood-II, URMUL started supply of pouch packed milk to the city. Since then, URMUL is
continuously serving its local consumers with milk and a range of other products. URMUL is
progressing continuously because it believes in farmer's relationship and professional
management.

Objective:The objective of URMUL has been to ameliorate the socio-economic status of the
rural population by providing them market for their milk at the doorstep irrespective of their
difficult geographical conditions. As a commitment for uplifting the socio-economic status of
the rural population, URMUL pays the highest procurement price in the Northern region and
sell milk at the economic price. Out of every rupee it earns 80 paisa goes for procurements
of milk.

Present Status:Bikaner dairy plant is 5 km away from the main city, located on the ganganagar road.
URMUL Dairy plant's rated capacity is 1.5 lac liters of milk per day. URMUL Dairy is one of
the main suppliers of milk among the units of R.C.D.F. to D.M.S. and mother Dairy, Delhi.
There were 64 milk societies in 1973, now the number has increased to534 milk societies
and in year 199-2000 the procurement of milk reached to 1.35 lac liters of milk per day from
the initial 1500 liters. The number of registered members has increased to 37.1 lac.
It is due to technical assistance being provided to rural people by URMUL that
people involvement in this profession has increased up to 11%. It is also involved in animal
health care and supply of balanced feed for animal. In the year 1997-98 around 5000
cattle's were provided emergency medical aid facilities, proper diet increase the production

of milk and also maintains health of animal. In the year 1998 URMUL provided 9500 metric
tons of cattle feed to the milk producers for their cattle.

URMUL Trust:In order to improve the overall lot of village population effectively, the URMUL, in
1948, established a rural Non-Govt. Organization named as "URMUL Trust", The trust
includes M.D. URMUL, and 2 elected members in board of Directors other than the M.D. of
R.C.F. Principal of Medical College, C.M.H.O. and Districts Collector.
URMUL Trust with the help of Govt. of Rajasthan Govt of India and other foreign
funding agencies has taken-up the following activities.
i.

Empowering rural women by sponsoring self help groups.

ii.

Organize camps in the remotest corners of the district where patients are operated
and post-operational care is taken up for 7 days.

iii.

Establish and manage Shiksha Karmi Schools with the help of 'Lok Jumbish'.

iv.

Income generation and general awareness for the poor. It also provides food, fodder
and water to rural population.

Production Diversification:
To lessen the dependency on Delhi, URMUL diversified its business by going into the
production of various products, which are being marketed locally. The products
manufactured at the plant are:
Butter
Ghee
Skimmed Milk power
Cheddar Cheese
Processed Cheese
Paneer
Khoa
Chhach
Lassi
Dahi
Shrikhand
Rasgula

The production of chhach, lassi, dahi and shrikhandh as commenced recently and has
gained a very positive response from the local market.
The products manufactured are marketed with the help of RCDF, Jaipur under a
common brand name "SARAS".
Recently URMUL has accepted a common pack design (MNAMONIC SYMBOL) for
different types of milk sold in the market. An agreement to his effect has been signed
between NDDB and RCDF.

Quality:
To further improve the efficiency and effectiveness of the plant performance, and to
provide safe milk products to consumers, URMUL has obtained the ISO 9002 along with IS
15000 (HACCP) certification on 31st October 2000. The efforts to adopt the new version ISO
are going on. The quality policy of URMUL is executed by:
Educating Milk producers for clean milk production.
Manufacturing and supplying milk, milk products and services of consistent quality at
competitive price.
Adopting innovation and modern technologies and systems.
Adoption of high safety and environment friendly standards with the help of
application of HACCP principles.

Future Plans:
1. Looking to the growth and increasing trend of milk procurement it is expected that by the
year2004, URMUL shall on an average procure 2.10 lac litres of milk per day with peak
handling of 2.50 lac litres.
2. Enhancing market for cheese, a specialty and premium product.
As a long-term measure for enhancement of milk production, a project costing Rs.
5.00Crores for genetic improvement of "RATHI" cows has been taken up.

2.2 Introduction to the human resource of the urmul (bikaner)

The strength of human resource in URMUL is approx 310 salary paid employees.
The plants HR is hired on the contract basis for 1 or 2 years and the top management paid
them wages daily. So we can bifurcate the whole HR OF IRMUL in 3 categories i.e. :1.

Skilled salary paid employee.

2.

Semi skilled both owners.

3.

Unskilled plant labour.

URMUL has no separate HR department for the hiring & maintenance of HR but the
personnel assistance is exist under the office manager.
The human resource of the URMUL DAIRY is as follows :1.

Administrative department

=8

2.

Finance & accounts

=12

3.

MIS deptt

=4

4.

Bill section

=5

5.

Marketing & FGS

=16

6.

Establishment

=9

7.

Purchase & general store

=7

8.

Procurement & in out

=42

9.

Input quality control

=26

10.

Rathi farm

=3

11.

Production

=50

12.

Engineering

=52

13.

Milk chilling center (lunekaransar)

=29

14.

Milk chilling center (chatargarh)

=21

15.

Milk chilling center (bajju)

=29

16.

Milk chilling center (dungargarh)

=12

HUMAN RESOURCE CLIMATE

In the context of this report, Human Resource climate can be interpreted as a
comprehensive term including human resource planning, training and development,
performance appraisal, promotion, reward and incentive planning, grievance handing,
decision making and communication.
The components of human resource climate are discussed below:1. Human Resource planning is the process by which a management determines how an
organization should move from its current manpower position to its desired manpower
position. Through planning, a management strives to have the right number and the
right kinds of people at the right places, at the right time.
2. Training is a process of learning a sequence of programmed behavior. It is application
of knowledge. Development is a related process. It covers not only those activities,
which improve job performance but also those that bring about growth of the
personality.
3. Performance appraisal is a process of evaluating an employee's performance of the job
in terms of its requirements. It is the step where the management finds out how
effective it has been at hiring and placing employees.
4. Promotion is a term, which covers a change and calls for greater responsibilities and
usually involves higher pay and better terms and conditions of service and therefore a
higher status or ranks.
5. Reward or incentive scheme is a plan or programme to motivate individual or group
performance. An incentive programme is most frequently built on monetary rewards but
may also include a variety of non-monetary rewards or prizes.
6. Grievance is a complaint of employee regarding wages, allowances, working
conditions, leave, transfer promotion, seniority, job assignment, termination of service
and so on. Grievances generally give rise to unhappiness, frustration, discontent, in
difference to work and poor morale.
7. Communication is a process of transmitting information, thoughts, opinions, message,
facts, ideas, or emotions and understanding from one-person place or thing to another
person, place or thing.

CHAPTER-3

RESEARCH METHODOLOGY

3.1

Title of the study

3.2

Duration of the project

3.3

Objectives of the study

3.4

Types of research

3.5

Sample size and method of selecting sample

3.6

Scope of the study

3.7

Limitations of study

Research Methodology
3.1 Title of Project:
The research conducted at the URMUL, Bikaner was titled as:
"Evaluation of Human Resource Climate"

3.2 Duration of the project:

The days project tasks were of 45 days i.e from 18 june to 26 july.

3.3 Objectives of the study:

Every study conducted keeping in mind certain objectives, which provide direction to
the study. Similarly this study was aimed to accomplish the following objective:
To evaluate the human resource climate.
To study satisfaction level of employees regarding the various HR policies for training
and development and performance appraisal.
To study the satisfaction level of employees regarding the promotion policy, wage and
salary administration and grievance handling.
To study the effectiveness of communication within the organization.
To identify the key areas needing improvement and suggesting the corrective measures
for the same.

3.4 type of research

The research type is descriptive research.

3.5 Sample size and method of selecting sample

A sample size of 180 employees was taken to achieve the objectives of the study.
The employees belonged to all sections and designations of the organization except
the class-IV employees.
A schedule with the assistance of the guide was developed to conduct the survey.
The student put to the respondents the questions from the Performa and recorded
the replies, simultaneously. The student for the purpose of the study also made
observation.
In order to evaluate the efficiency of the schedule, a pilot survey was carried out.

3.6 Scope of the study:

The study was conducted at the head office of URMUL Ltd. Bikaner. The employees
working at the Head Office of the organization only formed the sampling unit. The class IV
employees i.e. the helpers, drivers and peons were not considered for the research. The
study attempts at evaluating the HR climate of organization and the HR policies applied.

3.7 Limitations of study:

Despite taking the utmost care , the student could not rule out the presence of a few
unintentional and unavoidable flows in the study:
1. The sampling error that appeared due to the kind of sampling technique adopted.
2. Stipulations due to the instrument used for the collection of data.
3. Indifference and lack of interest disposed by a few respondents leading to unauthentic
responses.
4. Time proved to be a major constraint as far as collection and analysis of data was
concerned.

CHAPTER-4

FACTS & FINDINGS

FACTS AND FINDINGS

To gather the data regarding the human resource climate, a structure schedule was
prepared. The aim was to obtain as much information as possible:
The facts and finds collected are as follows:-

Respondent's status
The respondents belonged to all the divisions of the organization and holding various
designations.

AGE GROUP"
Majority of employees i.e. 13.88 % belonged to the age group of 30-40 yrs. 44.44 %
respondent belonged to the age group of 40-50 years and 38.88% employees belonged to
the age group of >50 years and 2.77% respondents belonged to the age group of <30
years.
Age Group
<30
30-40
40-50
>50
Total

No. of Respondents
05
25
80
70
180

%
2.77%
13.88%
44.44%
38.88%
100%

EDUCATION QUALIFICATION:
As for as educational qualification is concerned, respondents are classified into: under
graduate, graduate and postgraduate.
Edn Qualification

No. Of Respondents

Under Graduate

50

27.78

Graduate

76

42.22

P.G.

54

30

Total

180

DESIGNATION:
Designation of the employees was divided into four groups. Groups I included
Manager, Deputy Manager, Asst. Manager, Asst. Manager, Asst. personal, Project Officer,
A.P.O etc. Group II comprised of dairy technician, Lab Assistant, Computer Operator,
Refrigeration Operator etc.
Group III included accountant, Senior Assistant, Steno, Junior Accountant, Assistant
grade I & II, cashier etc. Group IV includes Dairy Supervisor, Agriculture Extension Officer,
Village Extension Worker, Live Stock Supervisor, and Sales Representatives etc.
Designation

No. Of Respondents

Group I

13

7.22

Group II

56

31.11

Group III

51

28.33

Group IV

60

33.33

Total

180

SECTION:
The organisation consists of various sections i.e. Plant, Sales, Accounts,
Procurements & Input, MIS, Engineering and personnel Administration.
Majority of the respondents belonged to the plant section as 42.5%, 23% in P & I and
12.5% in Personnel Administration.
Organisational Section
Plant
Sales
Account
Procurement & Input
MIS
Personnel Administration
Engineering
Total

No. Of Respondents
65
06
16
46
04
25
18
180

YEARS IN SERVICE:
44% of the employees had completed 10-20 years of service, 36.11% of the
employees had completed 20-30 years. Whereas 13.88% of the employees were from
younger lot who had completed less than 10 years of service.
Years in Service

No. Of Respondents

<10

25

13.88

10-20

78

43.33

20-30

65

36.11

>30

12

6.67

Total

180

INFORMATION REGARDING THE ORGANISATION BEFORE JOINING:

40% of the respondents came to know about organization through their

friends/relative. 36.11% and 20.56% came to know about Organization through employees
of organization and through newspaper/TVs respectively before joining the service.
Information Regarding Organization

No. Of Respondents

Through Friends/Relatives

72

40

Through Employees of the Organization

65

36.11

Through Newspaper/T.V. etc.

37

20.56

Any Other

06

3.33

Total

180

SELECTION PROCEDURE:

When asked about the selection procedure, 62.78% of the employees answered that
they were selected through interview, 13.33% cleared written test and 10% had to clear
both written as well as interview also. 13.89% of employees got either directly recruited or
were made permanent after initially temporary/daily wages basis.
Selection through

No. Of Respondents

Written Test

24

13.33

Interview

113

62.78

Both

18

10

Any Other

25

13.89

Total

180

INDUCTION PROCEDURE:
69% of the employees answered that they did not undergo any induction procedure.
Response

No. Of Respondents

Yes

52

28.89

No

128

71.11

Total

180

The following information was provided to the employees:

Information

No. Of Respondent

Objective of the Organization

32

Job Description

26

Working Condition

29

Rules & Regulations

40

Department Orientation

18

Incentives and Benefits

35

Any Other

Total

180

Incentives and
Benefits
19%

Any Other
0%

Objective of the
Organization
18%

Department
Orientation
10%

Job Description
14%

Rules &
Regulations
23%

Working Condition
16%

Objective of the Organization

Job Description

Working Condition

Rules & Regulations

Department Orientation

Incentives and Benefits

Any Other

TRAINING PROGRAMME:
69% of the respondents had undergone training after joining the organisation.
Response

No. Of Respondents

Yes

128

No

52

Total

180

No
29%

Yes
71%

Yes

No

51.11% of the trained respondents has undergone the training for a period of
<15days, while only 24.44% of the respondents underwent the training programme of 1
month to 3 month.

Duration of Training Programme

No. Of Respondents

<15 days

92

51.11

15 days- 1 month

44

24.44

1 month- 3 month

44

24.44

Total

180

1 Month - 3 Month
24%

< 15 Days
52%

15 Days - 1 Month
24%

< 15 Days

15 Days - 1 Month

1 Month - 3 Month

When asked the training method following responses were obtained:

Training Method

No. Of Respondents

On the job Training

28

Classroom Lectures

74

Training by Supervisor

60

Demonstration

18

Any Other

Total

180

Demonstration
10%

Any Other
0%

On the Job
Training
16%

Training by
Supervisor
33%

Classroom
Lectures
41%

On the Job Training

Demonstration

Classroom Lectures
Any Other

Training by Supervisor

When the respondents were asked about their satisfaction/ views about training
programme, only 43.5% of them were satisfied, 50.5% dissatisfied and only 3.5% of them
were highly satisfied with the existing training programme.

Response

Respondents

Highly Satisfied

07

3.88

Satisfied

77

42.77

Indifferent

05

2.77

Dissatisfied

91

50.5

Highly Dissatisfied

Total

180

Various suggestions were given by the respondents to make the raining programme
more effective. Prominent among them were to increase the training period and frequency,
to make it more expertise, to make it as per the job & organisational requirement. Some of
the respondents were of the view to make training more interesting by linking is to changing
technological and marketing scenario.

80 of the respondents said that they had seminar/talks/lectures by experts o educate

the workers for better performance. 14 respondents could not comment on this matter as
they remained mostly on tour and attended the office only once or twice a month.
Response

No. Of Respondents

Yes

80

8%

No

86

48%

Can't say

14

44%

Total

180

Can't say
8%

Yes
44%

No
48%

Yes

No

Can't say

When asked about frequency of such events, the responses were:Frequency

No. Of Respondents

Once a month

Once in 3 months

26

Once in 6 months

98

Once in a year

56

Total

180

Once a Month
0%

Once in 3 Months
14%

Once in a year
31%

Once in 6 Months
55%

Once a Month

Once in 3 Months

Once in 6 Months

Once in a year

PERFORMANCE APPRAISAL:
The satisfaction level of the respondents regarding the performance appraisal
system of the organisation was obtained as follows.
Response

No. Of Respondents

Highly satisfied

12

7%

Satisfied

80

44%

Indifferent

18

10%

Dissatisfied

70

39%

Highly dissatisfied

Total

180

Highly Dissatisfied
0%
Highly Satisfied
7%
Dissatisfied
39%

Satisfied
44%

Indifferent
10%

Highly Satisfied

Satisfied

Indifferent

Dissatisfied

Highly Dissatisfied

44% of the respondents were found satisfied with the existing performance appraisal
process.39.% of the respondents were dissatisfied. 7% of the respondents were highly
satisfied with the existing performance apprasial process.
Respondents suggested that the process should be transparent, APRs to be filled
before increment, should from the basis for promotion. Respondents also suggested for a
more fare, more employee involving process of performance appraisal.

POTENTIAL APPRAISAL:
50% of the respondents had been promoted and equal number of employees had
not been promoted even once. Majority of the promoted respondents i.e. 75% had been
promoted once, 36.11% of respondents got the promotion within 5 years of services. 25%
each after completion of 5-10 years and after 15 years of service.
Years in service

No. Of Respondents

Less than 5 years

65

5 to 10 years

50

10 t 15 years

25

More than 15 years

40

Total

180

More than 15
Years
22%
Less than 5 years
36%

10 to 15 Years
14%

5 to 10 Years
28%

Less than 5 years

5 to 10 Years

10 to 15 Years

More than 15 Years

Responses regarding the satisfaction level of the respondents regarding promotion

policy are as below.

Responses

No. Of Respondents

Highly satisfied

Satisfied

38

21

Indifferent

Dissatisfied

102

56

Highly Dissatisfied

40

22.22

Total

180

Highly Dissatisfied
22%

Highly Satisfied
0%

Satisfied
21%

Indifferent
0%

Dissatisfied
57%

Highly Satisfied

Satisfied

Indifferent

Dissatisfied

Highly Dissatisfied

It was found that majority of the respondents i.e. 56% were dissatisfied 22..22% were highly
dissatisfied with the existing promotion policy while only21% were satisfied with it.
When the respondents were asked to changes in the prevalent promotion policy, the
respondents were of the opinion that the promotions should be time bound and it should
mean some financial benefit. It should not be best on seniority only, the performance and
ability it qualification of the employee should also be considered.

REWARD AND CAREER PLANNING:

Speaking of the reward system prevailing in the organisation, 71.67% respondents
said that they were not rewarded for their outstanding performance.
Always

No. Of Respondents

Sometimes

51

28.33

Rarely

129

71.67

Total

180

Sometimes
28%

Rarely
72%

Sometimes

Rarely

The respondents rewarded listed the following forms of reward:

Reward

No. Of Respondents

Increase in pay package

Certificate

13

Recognition by Superior

25

Any other

13

Total

51

Increase in Pay
Package
0%
Any Other
25%

Certificate
25%

Recognition by
Supervisor
50%

Increase in Pay Package

Recognition by Supervisor

Certificate
Any Other

This was a multiple query answer by the respondents, 'other' constituted of special prize.

The satisfaction with regarding to wages/salary structure was recorded as under:

Response

No. Of Respondents

Highly Satisfied

Satisfied

152

84

Indifferent

Dissatisfied

28

15.55

Highly Dissatisfied

Total

180

Highly
Dissatisfied
0%
Dissatisfied
16%

Highly Satisfied
0%

Indifferent
0%

Satisfied
84%

Highly Satisfied

Satisfied

Indifferent

Dissatisfied

Highly Dissatisfied

Out of the 180 respondents, 84% respondents were satisfied with the wage/salary
structure. 15.55% were dissatisfied and none was highly satisfied or highly dissatisfied.
The changes suggested were that a time interval should be fixed for the next scale,
incentives for better performance and one of the suggestion was to link the wages with
financial soundness of the organisation.

GRIEVANCE HANDLING:
42.77% respondents replied that they were always encouraged by the superior
authority to approach him/her with their problem. The senior authority sometimes
encouraged 36.11% respondents.
Response

No. Of Respondents

Always

77

42.77

Sometimes

65

36.11

Rarely

38

21.11

Total

180

Rarely
21%

Always
43%

Sometimes
36%

Always

Sometimes

Rarely

Similarly, when asked whether the superiors made any efforts to solve the problems
of the employees, following responses were obtained:
Response

No. Of Respondents

Always

60

33.33

Sometimes

64

35.55

Rarely

56

31

Total

180

Rarely
31%

Always
33%

Sometimes
36%

Always

Sometimes

Rarely

Responses regarding the satisfaction level in respect of the grievance handling

mechanism of the organisation are as follows:

Response

No. Of Respondents

Highly

04

2.22

Satisfied

62

34.44

Indifferent

28

15.55

Dissatisfied

56

31.11

Highly Dissatisfied

30

16.66

Total

180

Highly Dissatisfied
17%

Highly
2%

Satisfied
34%

Dissatisfied
31%

Indifferent
16%

Highly

Satisfied

Indifferent

Dissatisfied

Highly Dissatisfied

As it can be seen from the table, 34.44 of the respondents were satisfied with the
grievance handling mechanism while 31.11% and 16.66% of the respondents were
dissatisfied and highly dissatisfied respectively.

DECISION MAKING:
When asked whether the management asked for their suggestions and opinions for
making any crucial decision, majority of the respondents i.e. 48% said that the management
before making any such decision while only 11% respondents were always asked to
contribute in such matters rarely consulted them.
Response

No. Of Respondents

Always

22

12.22

Sometimes

72

40

Rarely

86

47.77

Total

180

Always
12%

Rarely
48%

Sometimes
40%

Always

Sometimes

Rarely

Response

No. Of Respondents

Always

56

Sometimes

74

Rarely

50

Total

180

Rarely
28%

Always
31%

Sometimes
41%

Always

Sometimes

Rarely

COMMUNICATION:
The responses to the query to the made to find out whether the respondents have
meeting of section to discuss any problem or challenges faced, show that 53% of them
have such meetings in their respective sections.
Response

No. Of Respondents

Yes

96

53

No

84

47

Total

180

As regards to the frequency of such meeting, 38.68%, respondents have such

meeting once in three months whereas 25.47% respondents have the meeting whenever
required.
Frequency

No. Of Respondents

Once a week

09

Once a fortnight

11

Once a month

18

Once in 3 months

41

Whenever required

27

Total

106

53.88% of the respondents were provided with the organisation's publications like
newsletter/manuals etc. The responses obtained were:
Response

No. Of Respondents

Yes

97

53.88

No

83

4611

Total

180

No
46%
Yes
54%

Yes

No

The next question was asked to get to know the information provided in such
publications of the organisation. In response, 33.33 of the respondents felt that the

information was always adequate while 31.11% of them were of the opinion that it was
rarely adequate.
Response

No. Of Respondents

Always

60

33.33

Sometimes

64

35.55

Rarely

56

31.11

Total

180

Rarely
31%

Always
33%

Sometimes
36%

Always

Sometimes

Rarely

The respondents suggested that the total communication system should be made
more transparent and faster. Organisation's newsletter should include the outstanding
performance of different sections as well as individuals also include the various targets
achieved by the organisation and the various challenges being faced by the organisation. It
should focus more on the technological developments and market scenario so that the
employees can have a clear picture of where they stand and what has to be achieved by
them as well as the organisation.

CHAPTER-5

ANALYSIS AND INTERPRETATIONS

ANALYSIS AND INTERPRETATIONS

After conducting the survey, it was observed that a major chunk of the respondents
belonged to the age group of 30-40 years. Also,13.88% of respondents were holding a
designation under the group II.31.11% of respondents belonged to the plant and
engineering section, rest 36% being from P&I, sales, Accounts, MIS and P&A sections
combined. As far as educational level is concerned, 69% of the respondents were
graduates.42.22% of the respondents were with the organisation for more than 20 yrs.
40% of the respondents came to know about the organisation either through
friends/relatives or through employee of the organisation. Only 20.56% of the respondents
came to know about the organisation through mass media i.e. TV, newspaper etc.
Around 62.78% of the respondents had to go through either interview or both
interview and written test 13.33% of the respondents had the joined the organisation on
temporary/daily wages basis, after some time they were granted the permanent status.
71.11% of the respondents did not undergo any kind of induction procedure. Of
these who did it, mostly were informed of rules and regulations and incentive and benefits.
Only 14% responses indicated that the induction procedure included job description, which
is quite low. Only 16.5% of the respondents were informed about the working conditions.
Out of the 13 respondents who went through the induction procedure, 7.22% were currently
working at designation belonging to group I. Similarly, around 31.11% of the respondents
were from group II. Group III and group IV has 28.33% and 33.33% respondents
respectively who had undergone an induction programme.
We can infer from the above analysis that induction procedure is not followed
compulsorily for all the employees, it is also evident that groups I and II employees are
involved in such programme more than the group III and IV employees. An overview
indicates that the induction procedure of the organisation is not up to mark.
It was found that51.11% of the respondent had under gone some training
programme. Also, the duration of the training programme was less than 15 days, or 15 days
to one month as indicated by around 24.44% of the responses. The methodology of the
training programme mostly consisted of classroom lectures and training by superviser or
experienced worker. Responses regarding the satisfaction level of the respondents indicate
that only 3.88% of the respondents were highly satisfied by the training programme.
Looking at the section wise satisfaction level, following table was evolved:SECTION WISE SATISFACTION LEVEL REGARDING TRAINING PROGRAMME

Response Section Highly

Satisfied Indifferent Dissatisfied Highly

Satisfied

Total

Dissatisfied

Plant

01

28

02

44

75

Sales

02

03

05

05

15

Accounts

01

15

05

21

P&I

01

15

01

13

30

Engg.

03

08

09

20

P&A

02

03

15

MIS

01

02

01

04

Total

11

76

11

82

180

It can be seen only around 48% of the respondents from the plant section are either
satisfied or highly satisfied, whereas, 46% of the respondents are dissatisfied by the
training programmes. Employees from this section are always busy in the routine job, lack
of experts and proper planning regarding training hampers there. In the sales section 20%
of the respondents are satisfied with the training programmes and 16.6% of the
respondents from this section are indifferent to these programmes, because they are not
offered any specialized programme in their area 56.25% of the respondents from accounts
section are given computer training, which has made their job easier. 33% of the
respondents from procurement and input section are dissatisfied with the training
programmes. 56% from P&A and 75% from MIS section are either satisfied or highly
satisfied with the training programmes.
The respondents suggested that the training programmes offered should be of
longer duration, more frequent and as per the job requirement. It should be made more
interesting by revising the contents regularly in view of changing technological & marketing
scenario.
Only 40% of the respondents had task/seminars/lectures by experts to educate them
for better performance. 7% of the respondents couldn't comment as they remained in
villages for maximum of the time and visited head office only once or twice in the month.
53% of the respondents did not have any event of this kind. The group of respondents
replied that since last couple of years, these events have vanished from our organization.
The organization has an annual system for all the employees working in the
organization. The appraisal is done on the annual basis. There are two types of appraisal
forms one for the employees belonging to group I and the other one for the rest of the

employees. As the groups I includes top and middle management, the appraisal is done
regarding the decision marking skills, delegation, control etc. On the other hand, appraisal
for all the other employees evaluates efficiency, effectiveness, supervisor's views etc.
Group I included managing director, managers, deputy managers, assistant
mangers, project officer, assistant project analyst etc.
For evaluating the satisfaction level regarding performance appraisal employees are
classified into 2 categories-Group 1 and others.
DESIGNATION WISE SATISFACTION LEVEL REGARDING PERFORMANCE APPRAISAL
SYSTEM
Response

Highly

Satisfied

Indifferent

Dissatisfied

Highly

Total

Section

Satisfied

Group I

05

08

02

15

Other

07

62

16

80

165

Total

12

70

18

80

180

Dissatisfied

From the above table, it be inferred that around 87% of group I respondents are
satisfied or highly satisfied with the performance appraisal system. While none is
dissatisfied on highly dissatisfied.
Being the top management, employees belonging to the group I are not evaluated by
the higher authority. Whereas, in case of other groups, the evaluation is done by the
superior or receiving officer and then by the top management. This is the reason why
responses towards satisfaction among other groups have gone down to 41.32%. Around
52% respondents from other groups are dissatisfied from the performance appraisal
system. Respondents suggested that the employees should be informed of the comment
made by the receiving officer on the appraisal report, as they do not come to know about it.
The appraisal should not be only on the discretion of the receiving officer. Before making
any negative remark, the concerned employee should be asked for an explanation. Last of
all, it should from the basis for promotion of the employee.
The organisation has the policy of promoting the employees on the basis of years is
service. There is a certain percentage of internal recruitment for any post vacated or
created in the organisation. But as around 90.5% of the respondents belonged to the age
group of 30-40 or 40-50, not many posts are vacated due to retirement.

50% of the respondents have been promoted while working with the organisation, of
those who have been promoted, around 75% have been promoted once and only around
25% have been promoted twice. None have been promoted for the third time.
Majority of the responses, i.e. around 37.5% have been promoted within 5 years of
service and 37.5% have been promoted after the service of 5-10 or 10-15 years. There
25% such cases also, who had got promotion after more than 15 years of service. The
above responses were obtained after multiplying the frequency of responses with the
number of respondents who has been promoted. To obtain a section wise interpretation of
the promotion policy the following table was evolved.
SECTION WISE SATISFACTION LEVEL REGARDING PROMOTION POLICY
Response

Highly

Satisfied

Indifferent

Dissatisfied

Highly

Total

Section

Satisfied

Plant

07

10

32

21

70

Sales

01

02

03

06

Accounts

02

06

08

16

P&I

15

22

04

41

Engg.

03

11

04

18

P&A

02

13

10

25

MIS

01

02

01

04

Total

07

34

88

51

180

Dissatisfied

It is evident from the above table 49% of respondents are dissatisfied or highly
dissatisfied with the existing promotion policy of the organisation looking at the section wise
figures, around only 8% respondents each from accounts section and P&A section are
satisfied, dissatisfaction level from these sections is high-test, the promotion cases of these
section have been pending with the management section is better than others that are
because of regular promotion of village workers to higher posts. In the plant and engg.
Sections dissatisfaction level of respondents regarding promotion policy is very high i.e.
83.3%. That is due to non-existence of vacancies for higher posts. Respondents from these
sections revealed that some of them were informed of promotion but neck of the moment it
was upheld by management. On the whole, the reason of dissatisfaction is that the
promotions are not done as per the rules and performance is not a parameter for promotion
in the organisation.

Respondents were of the opinion that the promotion should be time bound as per the
rule that the employee is eligible for promotion after the service of 5 years. Secondary,
promotion should mean some financial benefit and the only criteria to promotion should not
be seniority only, performance and qualification benefit and the only criteria to promotion
should not be seniority only, performance and qualification of the employee should also be
made criteria to promotion.
74.5% of the respondents were not rewarded for their outstanding performance in
any way by the organisation. The reason behind such a large number is that the
organisation does not have any defined reward system. Of those who have been rewarded,
around 495 responses indicate that they are recognized and appreciated by the superiors
for their good performance. It can be inferred that in most cases only verbal reward system
in which both cash and non-cash incentives should be provided to motivate the employees.
Responses regarding wage and salary structure of the organisation, 81%
respondents were satisfied with the existing structure 19% of the respondents were
dissatisfied as they believed that the structure should be on the basis of performance and
ability of the employees and the next scale should be at a fixed time interval.
81% respondents were always or sometimes encouraged by their superiors to
approach them with their problems and 72% respondents said that their superiors
always/sometimes made effort to solve the problems confronted by the employees. These
figures vary with the sections and hence the departmental heads influenced these
responses to a great extent.
The organisation has a well-defined grievance handling procedure. When faced with
any grievances, the employee first has to approach his/her superior. If not satisfied, he/she
could approach his/her department head. If still not satisfied with the redressing, the
employee could approach the grievance handling committee with a written complaint. The
grievance committee is headed by the Deputy Manager, Personal and Administration
section and includes members from all the sections.
To get a clear picture of satisfaction level in regard to the grievance handling
mechanism, following table is evolved:
SECTION WISE SATISFACTION
MECHANISM

LEVEL REGARDING GRIEVANCE

HANDLING

Response Highly

Satisfied

Indifferent

Dissatisfied

Highly

Total

Section

Satisfied

Dissatisfied

Plant

02

33

12

21

12

80

Sales

01

03

02

06

Accounts

01

01

08

06

16

P&I

10

06

12

07

35

Engg.

08

03

04

03

18

P&A

02

14

04

20

MIS

01

01

02

01

05

Total

04

68

23

54

31

180

At the organisational level, 38% respondents were highly satisfied with the
grievance-handling mechanism. On the other hand 47% respondents were dissatisfied or
highly dissatisfied by the grievance handling.
When individual section figures are considered, maximum dissatisfaction is found in
the accounts section where in more than 87% respondents were dissatisfied or highly
dissatisfied with grievance handling mechanism. The respondents were not satisfied with
the grievance committee due to their pending cases of promotion. Dissatisfaction among
the respondents from P&L section is minimum i.e. 34%, it is because their section head is
also the head of grievance committee, so the problems of employees are solved at the first
hand itself. In engineering and plant section, the dissatisfaction level is 39% and 44.7%
respectively. Plant is very large section, so by seeing the total organisation figures, the
condition is not so bad. It can be improved by showing a little more competency by the
section head, by motivating the supervisors and directing them care of the personal working
under them.
Suggested that the grievance handling mechanism should be less time consuming.
There should be a time limit within which the committee should be bound to give its
decision. And the committee should represent all the hierarchical levels of the organisation.
52% of the respondents were always or sometimes asked about their views by the
management before making the crucial decisions. The responses were classified according
to the designation of the respondents to reach to the following table:

DESIGNATION WISE RESPONSES REGARDING DECISION MAKING

Response Always

Sometimes

Rarely

Total

Section
Group I

20

10

30

Other

67

83

150

Total

20

77

83

180

It is evident that there is vast difference among top/middle management and other
employees of the organisation in this regard. All the respondents from Group I are always or
sometimes consulted by the management, while only 67% of the respondents from all other
groups were only sometimes consulted by the management before taking any crucial
decision. This shows that the employee's participation in decision making is restricted to
Group I to a great extent.
It was also observed 55% of respondents were always or sometimes informed by the
management of the decision taken.
50% of the respondents had the meeting of the concerned section to discuss any
problem faced or the performance of the section. These responses were further categorized
section-wise to obtain the frequency of such meeting in such section.
FREQUENCY OF MEETING IN EACH SECTION
Response Once
Section

a Once

week

a Once
f

a Once

in

3 When

ever Total

month

months

Required

o
rt
n
i
g
h
t
Plant

07

10

06

15

18

56

Sales

05

04

03

12

Accounts

03

08

04

15

P&I

12

25

15

52

Engg.

10

10

P&A

05

05

15

MIS

05

10

20

Total

12

19

36

61

52

180

The organisation regularly comes out with the organisational publications like
newsletter, manual for rules and regulations etc. This newsletter contains information
regarding dairy. 55% of the respondents were provided theses publications. Moreover, 75%
of the respondents considered the information provided in these publications to be
always/sometimes adequate.
For improvement of the publications the respondents suggested that the newsletter
should include the outstanding performed by any section as well as by any individual also. It
should include section wise summary of activity performance. It should include the target
achieved by the organisation and various challenges being faced by the organisation. It
should focus more on the technological development and market scenario so that the
employees can have a clear picture of where they stand and what has to be achieved by
them as well as the organisation.

CHAPTER-6

SWOT ANALYSIS
5.1

Strength

5.2

Weakness

5.3

Opportunity

5.4

Threats

5.1 Strengths:
Demand profile absolutely optimistic.
Margins Quite reasonable even on packed liquid milk.
Flexibility of product mix: Tremendous with balancing equipment, you can keep on
adding to your product line.
Availability of raw material: Abundant presently more than 80 percent of milk produced is
flowing into the unorganized sector, which requires proper channelization.
Technical manpower: Professionally trained, technical human resource pool, built over

last 30 years.

5.2 Weaknesses:
Perishability: Pasteurization has overcome this weakness partially. UHT gives milk
long life surely, many new processes will follow to improve milk quality and extend its shelf
life.
Lack of control over yield: Theoretically, There is little control over milk yield.
However, increased awareness of development like embryo transplant, artificial
insemination and properly managed animal husbandry practice, coupled with higher income
to rural milk producers should automatically lead to improvement in milk yields.
Logistics of procurement: Woes of bad roads and inadequate transportation facility
make milk procurement problematic. But with the overall economic improvement in India,
these problems would also get solved.
Problematic distribution: Yes, all is not well with distribution. But then if ice creams
can be sold virtually at every nook and corner, why can't we sell other dairy products too?
Moreover, it is only matter of time before we see the emergence of a cold chain linking the
producer to the refrigerator at the consumer's home.

5.3 Opportunities:
"Failure is never final and success never ending". Dr. Kurien bears out this statement
perfectly. He entered the industry when there we only threats. He met failure head on and
now he clearly is an example of never ending success! If dairy entrepreneurs are looking for
opportunities in India, the following areas must be tapped:
Value addition: There is a phenomenal scope for innovations in product
development, packaging and presentation. Given below are potential areas of value

addition: Steps should be taken to introduce value-added products like shrikhand, ice
creams, paneer, khoa, flavored milk, dairy sweets, etc. This will lead to a greater presence
and flexibility in the market place along with opportunities in the field of brand building.
Additional of cultured products like yoghurt and lend further strength: both in terms of
utilization of resources and presence in the market place.
A lateral view opens up opportunities in milk proteins through casein; caseinates and
other dietary proteins, further opening up export opportunities.
Yet another aspect can be the addition of infant foods, geriatric foods and nutritional.

5.4 Threats:
Milk vendors, the un-organized sector: Today milk vendors are occupying the pride of
place in the industry. Organized dissemination of information about the harm that they are
doing to producers and consumers should see a steady decline in their importance.
Competition: With so many newcomers entering this industry, competition the
becoming tougher day by day. But then competition has to be faced as a ground reality. The
market is large enough for many to carve out their niche.

CHAPTER-7

CONCLUSION

CONCLUSIONS
The findings and analysis of the data reveal that the organisation is poor as for HR
climate is concerned. The findings clearly indicate that the induction procedure is not up to
mark. A marked difference in satisfaction level among the group I employees and those
belonging to other groups was observed regarding induction procedure, performance
appraisal and decision making. The training programme in the organisation was found
below the required standard.
The major reason of discontent among the employees was found to be the
promotion policy and grievance handling mechanism. It was observed that the organisation
did not have any well defined reward system. The organisation also lacks a well developed
communication system.
At the same time it was also observed that employees were satisfied with
wage/salary structure offered by the organisation.

CHAPTER-8

RECOMMENDATION AND SUGGESTIONS

Suggestions:
On the basis of the findings, there after the analysis provided the basis for the
following suggestions:
1. There should be a well developed induction programme forthe employees. It
should emphasise on objectives, of the organisation and job description so as to
acquaint the new entrants with the organisation's goals and objectives, and
responsibilities attached to their jobs.
2. The training programmes should be updated from time to time as per the latest
technological scenario. Training should meet the job requirement. Appropriate
infrastructural support should be provided to back-up the training programme.
3. The promotion policy of the organisation should be revised, as it is a major cause
for dissatisfaction. An alternative has to be developed that should consider both
performance and length of service as the promotion criteria.
4. An appropriate reward system should be developed. It should emphasise both
monetary and non-monotony incentives. The incentive plan should properly
communicated to the employees to encourage individual performance.
5. The grievance handling process should be time bound i.e., time period should be
fixed within which the grievance has to be looked into this will reduce the
dissatisfaction towards the grievance handling mechanism to a great extent.
6. Worker's participation management should be increased by asking for their
suggestions or view points before making nay decision. To encourage the
employee, suggestions should be made in written and good suggestions should
be rewarded.

SHEDULE FOR
EVALVULATING HUMAN RESOURCE CLIMATE
MANPOWER PLANNING:
Q.1

How did you get to know about the organisation before joining it as a member?
Through Friends/Relatives

Q.2

Q.3

Through employees of the organisation (

Through newspaper/TV etc.

Any other

Written Test

Interview

Both

Any other

Please Specify

What was the procedure of your selection?

Please Specify

a) After selection, did you undergo any induction procedure?

Yes

No

b) If yes, what information was provided to you?

Objectives of the organisation

Job description

Working conditions

Rules and regulations

Departmental Orientation

Incentives and benefits

Any other

TRAINING AND DEVELOPMENT:

Q.4

a) Have you undergone any training after joining the organisation?

Yes

No

b) If yes, then,
1)

II)

What was the duration of the training<

Less than 15 days

15 days-1 Month

1 Month-3 Months

What was the method of training?

On the job training

Classroom Lectures

Training by supervisor/experienced worker(

III)

IV)
Q.5

Demonstrations

Any other

Please Specify

Are you satisfied with the training programme?

Highly satisfied

) Satisfied

) Indifferent

Dissatisfied

) Highly Dissatisfied (

What changes do you suggest in the training programme?

A) Do you have talks/Seminars/Lectures by experts to educate the workersforbetter

performance?
Yes

No

Can't Say

B) If yes, then how frequently?

Once a month

Once in 3 months

Once in 6 months

Once in a year

PERFORMANCE APPRAISAL:
Q.6

A) Do you have a performance appraisal system?

Yes

No

B) If yes, then,
I)

II)

Are you satisfied by the performance appraisal system?

Highly satisfied

) Satisfied

Dissatisfied

) Highly Dissatisfied (

) Indifferent

What changes do you suggest in the same?

POTENTIAL APPRAISAL:
Q.7

A) Have you been promoted while working in the organisation?

Yes

No

B) If yes, then how many times?

Once

Twice

) Thrice

C) After how many years of service?

<5 years (
Q.8

) 5-10Years (

) 10-15 years (

) >15 years

Are you satisfied, with the promotion policy of the organisation?

Q.9

Highly satisfied

) Satisfied

Dissatisfied

) Highly Dissatisfied (

) Indifferent

What changes do you suggest in the present promotion policy?

REWARD AND CAREER PLANNING:

Q.10 What are the various facilities or benefits provided to you by the organisation?
Q.11 A) Are you rewarded for your outstanding performance?
Yes

No

B) If yes, then how are you rewarded?

Increase in pay package

Certificate

Recognition by superior

Any other

Q.12 Are you satisfied by the wages/salary structure?

Highly satisfied

) Satisfied

Dissatisfied

) Highly Dissatisfied (

) Indifferent

Q.13 What changes do you suggest in the wages/salary structure?

GRIEVANCE HANDLING"
Q.14 Does your superior encourage you to approach him/her with your problems?
Always

Sometimes (

Rarely

Q.15 Does your superior make efforts to solve your problems?

Always

Sometimes (

Rarely

Q.16 Are you satisfied with the grievance handling mechanism of the organisation?
Highly satisfied

) Satisfied

Dissatisfied

) Highly Dissatisfied (

) Indifferent

DECISION MAKING:
Q.17 Does the management ask for your suggestion and opinion for making any crucial
decision?
Always

Sometimes (

Rarely

Q.18 Does the management regarding any decision taken inform you?
Always

Sometimes (

Rarely

Q.19 What changes do you suggest in the decision making policy of the organisation?
Q.20 A) Do you meeting of section to discuss any problems or challenges faced?

Yes

No

B) If yes, then frequently?

Once a week (

) Once a fortnight (

Once in 3 months

Once a month (

) Whenever required (

Q.21 Are you provided with organizations publications like newsletters, manuals etc.?
Yes

No

Q.22 Do they provide adequate information regarding the organisation?

Always

Sometimes (

Rarely

Q.23 What changes do you suggest in the existing communication procedure?

BIBLIOGRAPHY

Annual report, URMUL LTD., 2003-2004, 2004-2005.

Schneider, B., Salvaggio, A.N., & Subirats, M. (2002). Service climate: A new
direction for climate research. Journal of Applied Psychology, 87(2), 220-229.

Kothari, C.R., "Research Methodology, - Methods and techniques", second

edition, Wishwa Prakashan, NewDelhi, 1997.

Mamoria, C.B., "Personnel Manager", Twelfth edition, Himalaya publishing house,

New Delhi, 1993.

Times of India

Economic times

Dainik bhaskar

http://www.indiadairy.com

http://www.saras.com

www.google.com