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Block Placement Report

MASTER IN HUMAN RESOURCE MANAGEMENT

PROJECT

ON

“Perceptions of Employees

Regarding the Functions of HR

Department at GACL”

Submitted by:

Alpa Parmar

Sr. MHRM

Faculty of Social Work

M.S.University of Baroda

Submitted to:

Faculty of Social Work

M.S.University of Baroda

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ACKNOWLEDGEMENT

In reference of my Block Placement at GACL, I would like to thank

Mr. Vinod Patel, Sr. Manager and other all employees of GACL for

providing me opportunity to become a part of their organization and

activities and to learn various skills that will be useful to me in my career as

an HR professional and continuously guiding me and teaching me the skills

required both in human resources management. I am also thankful to the

community resources that have helped us in our activities, the institutelibrary for providing me the books on various subjects related to field work. I

am grateful to the Faculty of Social work for providing me the opportunity to

work with GACL which has been helping me in developing skills that would

shape my career as an HR professional.

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GACL HISTORY

Gujarat Alkalis and Chemicals Limited (GACL) were incorporated on

29th March, 1973 in the State of Gujarat by Gujarat Industrial Investment

Corporation Limited (GIIC), a wholly owned company of Govt. of Gujarat,

as a Core Promoter.

GACL has two units located at Vadodara and Dahej, both in the

State of Gujarat. It has integrated manufacturing facilities for Caustic Soda,

Chlorine, Hydrogen Gas, Hydrochloric Acid, Chloromethane, Hydrogen

Peroxide, Phosphoric Acid, Potassium Hydroxide, Potassium Carbonate,

Sodium Cyanide, and Sodium Ferro cyanide. The Dahej unit also has 90

MW Captive Power Plant (CPP) for regular and economical power supply.

The Company commenced its operations in 1976 with 37,425 MTPA

Caustic Soda Plant based on the then, state-of-the-art Mercury Cell

process at its Plant which is situated 16 km North of Vadodara near Village

Ranoli on the main Railway track route between Ahmadabad and Mumbai.

Right from the inception, GACL has been following the strategy of

continuous capacity expansion in core is as. The first stage expansion of

the Caustic Soda Plant raising the capacity to 70,425 MTPA was

undertaken in October, 1981 followed by a diversification programme toproduce 2000 MTPA of Sodium Cyanide in December, 1982.

In 1984, the second stage expansion to increase the capacity of

Caustic Soda Plant to 103,425 MTPA was undertaken. Simultaneously, the

Company undertook the diversification project for manufacture of 10,560

MTPA of Chloromethane using Chlorine, a co-product of the Company and

in 1991, the capacity of Chloromethane production was doubled.

As power is the major input for production of Caustic Soda and

constitutes about 65% to 70% of the cost of production, the Company along

with other Corporations like M/s. GSFC, Petrofils Co-operative Ltd. and

Gujarat Electricity Board promoted a gas based power unit in Vadodara

under the name of Gujarat Industrial Power Company Ltd. (GIPCL) during

the year 1985. As a promoter of GIPCL, the Company gets low cost power,

as the plant is gas based and is depreciated.

Since production of Caustic Soda is highly power intensive, in order

to reduce power cost and to eliminate mercury pollution, the Company

during the year 1989 converted one of its Cell Houses producing Caustic

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Soda from Mercury Cell Technology to environment friendly Membrane Cell

Technology, thereby eliminating the use of mercury. The Capacity of

Caustic Soda was also increased to 132000 MTA.

The conversion of second Mercury Cell to Membrane Cell was

carried out during March, 1994, thereby eliminating the total use of mercury

from the Complex for production of Caustic Soda and increasing the

capacity of plant along with this conversion to 170000 MTA including

Potassium Hydroxide facility.

As part of this Membrane Cell Conversion Project, a new facility for

manufacture of 16500 MTA of Potassium Hydroxide Lye based on

Membrane Cell was also set up. The Company has further set up facility for

converting part of this Caustic Potash Lye into Potassium Carbonate with acapacity of 13200 MTA.

In order to add further value to its products, the company had set up

manufacturing facility for production of 11000 MTA Hydrogen Peroxide

(100%) at Vadodara Complex during the year 1996 to utilize Hydrogen gas,

which is a co-product from Caustic Soda Process.

In 1995, as a part of diversification programme and to meet the

growing demand of its products in the State of Gujarat and nearby is as, theCompany had set up a plant for manufacture of Technical Grade

Phosphoric Acid with capacity of 26400 MTA "(85% Phosphoric Acid) at a

new location at Dahej, District Bharuch. The Company also set up

Membrane Cell based grass root Caustic-Chlorine Unit with a capacity of

100000 MTA at Dahej. Along with this, a captive 90 MW co-generation

Power Plant was set up so as to ensure uninterrupted and low cost power

for its captive operation.

Gujarat Alkalies and Chemicals Limited(GACL) was incorporated on 29th March,1973 in the State of Gujarat by GujaratIndustrial Investment Corporation Limited(GIIC), a wholly owned company of Govt.of Gujarat, as a Core Promoter.

GACL has two units located at Vadodaraand Dahej , both in the State of Gujarat. Ithas integrated manufacturing facilities for Caustic Soda, Chlorine, Hydrogen Gas,

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Hydrochloric Acid, Chloromethanes,Hydrogen Peroxide, Phosphoric Acid,Potassium Hydroxide, PotassiumCarbonate, Sodium Cyanide, Sodium

Ferrocyanide. The Dahej unit also has 90MW Captive Power Plant (CPP) for regular and economical power supply.

The Company commenced its operationsin 1976 with 37,425 MTPA Caustic SodaPlant based on the then, state-of-the-artMercury Cell process at its Plant which issituated 16 km North of Vadodara near Village Ranoli on the main Railway track

route between Ahmedabad and Mumbai.

Right from the inception, GACL has beenfollowing the strategy of continuouscapacity expansion in core areas. Thefirst stage expansion of the Caustic SodaPlant raising the capacity to 70,425MTPA was undertaken in October, 1981followed by a diversification programmeto produce 2000 MTPA of Sodium

Cyanide in December, 1982.

In 1984, the second stage expansion toincrease the capacity of Caustic SodaPlant to 103,425 MTPA was undertaken.Simultaneously, the Company undertookthe diversification project for manufactureof 10,560 MTPA of Chloromethanesusing Chlorine, a co-product of the

Company and in 1991, the capacity of Chloromethanes production was doubled.

As power is the major input for productionof Caustic Soda and constitutes about65% - 70% of the cost of production, theCompany alongwith other Corporationslike M/s. GSFC, Petrofils Co-operativeLtd. and Gujarat Electricity Board

promoted a gas based power unit in

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Vadodara under the name of GujaratIndustrial Power Company Ltd. (GIPCL)during the year 1985. As a promoter of GIPCL, the Company gets low cost

power, as the plant is gas based and isdepreciated.

Since production of Caustic Soda ishighly power intensive, in order to reducepower cost and to eliminate mercurypollution, the Company during the year 1989 converted one of its Cell Housesproducing Caustic Soda from MercuryCell Technology to environment friendlyMembrane Cell Technology, therebyeliminating the use of mercury. TheCapacity of Caustic Soda was also

increased to 132000 MTA.The conversion of second Mercury Cell toMembrane Cell was carried out duringMarch, 1994, thereby eliminating the totaluse of mercury from the Complex for production of Caustic Soda andincreasing the capacity of plant alongwith this conversion to 170000 MTAincluding Potassium Hydroxide facility.

As part of this Membrane CellConversion Project, a new facility for manufacture of 16500 MTA of PotassiumHydroxide Lye based on Membrane Cellwas also set up. The Company hasfurther set up facility for converting part of this Caustic Potash Lye into PotassiumCarbonate with a capacity of 13200 MTA.

In order to add further value to its

products, the company had set up

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manufacturing facility for production of 11000 MTA Hydrogen Peroxide (100%)at Vadodara Complex during the year 1996 to utilize Hydrogen gas, which is a

co-product from Caustic Soda Process.

In 1995, as a part of diversificationprogramme and to meet the growingdemand of its products in the State of Gujarat and nearby areas, the Companyhad set up a plant for manufacture of Technical Grade Phosphoric Acid withcapacity of 26400 MTA (85% PhosphoricAcid) at a new location at Dahej, DistrictBharuch. The Company also set up

Membrane Cell based grass root Caustic-Chlorine Unit with a capacity of 100000MTA at Dahej. Alongwith this, a captive90 MW co-generation Power Plant wasset up so as to ensure uninterrupted andlow cost power for its captive operations.

COMPANY PROFILE

NAME: -

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GUJARAT ALKALIES & CHEMICAL LIMITED (GACL)

REGISTERED OFFICE:-

P.O. Petrochemicals -391346

Dist -Vadodara

Gujarat (INDIA)

Pin-391346

VADODARA COMPLEX: -

P.O. Petrochemicals -391 346

Dist –Vadodara

Gujarat (INDIA)

Pin-391346

Phone -(0265) - 2232681 -82 / 2232701

DAHEJ COMPLEX: -

Village: Dahej -392 130

Tal: Yagra

Dist: Bharuch

Gujarat (INDIA)Phone -(02647) - 256315-16-17 / 256235

FORM OF ORGANISATION: -

Joint Venture

SIZE OF ORGANISATION: -

Large Scale Organisation

AUDITIORS:

Masers Prakash Chandra Jain & Co.

Chartered Accountants,

Vadodara

SOLICITORS:-

Masers Amarchand & Mangaldas

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& Suresh A. Shroff & Co.

COST AUDITORS: -

Masers Diwanji & Associate

Cost Accountants

Vadodara.

COMPANY SECRETARY & GENERAL MANAGER: -

Shri. V.L.Vyas

BOARDS OF DIRECTORS: -

Shri D. Rajagopalan, I AS, Chairman

Shri S Jagadeesan,IAS

Shri G.C.Murmu (I.A.S)

Shri G.M.Yadwadkar

Dr. Sukh Dev

Shri Jayant Narayan Godbole

Shri Guruprasad Mohapatra (I.A.S.), Managing Director

BANKERS: -

State Bank of India

Central bank of India

AXIS Bank Ltd.(UTI)

IDBI Bank Ltd.

UCO BankIndian Bank

HDFC Bank Ltd.

GACL PRODUCTS

1. Caustic Soda Lye

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2. Caustic Soda Flakes

3. Caustic Soda Prills

4. Liquid Chlorine

5. Hydrochloric Acid

6. Sodium Hypochloride

7. Sodium Cyanide

8. Sodium Ferrocyanide

9. Caustic Potash Lye

10. Caustic Potash Flakes

11.Potassium Carbonate

12.Poly Aluminum Chloride

13.Chlorinated Paraffin Wax

14.Methyl Chloride

15.Methylene Chloride

16.Chloroform

17.Carbon Tetrachloride

18.Phosphoric Acid

19.Hydrogen Peroxide

20.Compressed Hydrogen Gas

21.Dilute Sulphuric Acid

22.Scalewin

23.Bleachwin

24.Aluminum Chloride Anhydrous

25.Calcium Chloride Powder

GROWTH STRATEGY

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VISION

To continue to be identified & recognized as dynamic, modem & eco friendly

chemicals company with enduring ethics & values.

MISSION

To manage our business responsibility & sensitivity in order to address the

needs of our customers & stakeholders.

To strive for continuous improvement performance, measuring results precisely

& ensuring GACL's growth & profitability through innovations.

To demand from ourselves & others the highest ethical standards and to ensure

products & processes to be of the highest quality.

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SWOT ANALYSIS OF GACL

STRENGTH:

• Single largest caustic soda producer in the country coin a capacity of 27000

TPA having industry shis of 13.75%

• Leader in chlor-alkali industry

• Low cost power from GIPCL Baroda

• Integrated downstream plants

• In house research and development

• Dedicated men power

• Proximity to raw material source and market

• Excellent industry relation

• Strong and committed work force

• The company has been awarded ISO9001:2000certificated from 20thNov.2

Nationals award by government of India 1993 for contribution of R & D department of

the company in the pollution control environment protection.

WEAKNESS:

• High Price.

• Highly power intensive products as power.

• Company's products are in commodity group and therefore the prices are purely

market driven.

• The supply of natural gas for the power plants varies depending upon availability

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OPPORTUNITY:

• Foreign market the demand for company's products in foreign market is high

therefore GACL has golden opportunity to gain shis market by exporting its

products to foreign countries.

• Excess capacity in power plant will help in setting up down stream projects for

increasing the capacity of caustic soda production

THREATS:

• The chloro alkali industry in cyclical in nature

• The industry has faced with over capacity in the country

• Dependence on the performance of consuming sectors

• Threats of impact of slow down Indian economic growth

• Highly competition market for the products of the company

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ORGANISATION STRUCTURE

~ 15 ~

GM

(Perso

nnel)

CS &

GM

(Legal)

CGM

(Mater

ial

Mgt.l)

Chief

(financ

e

officer

)

ED

(Com

mercia

l)

CGM(Dahej)

GM(Eng.

Service)

GM(Security &

Vigilance)

GM(Elect.)

GM(Safety &

Env.)

I/C GM(Operation S -2))

GM(Corporate Plann)

DGM

(P & IR)

GM

(Financ

e - 2)

DGM

(MM)

DGM

(Secre

tarial)

GM

(M

GM(M

S.Adm

. HRD)

D

G

M

(

M

k

t

g

.)

DGM

(Corpo

rate

Plann)

DGM(Oper

-3)

DGM(Elect.

)

DGM(Elect.)

DGM(Inst.)

DGM(Mech.)

GM

(Engg

.

Serv.)

DGM(Oper ation-4)

DGM

(Financ

MD

Sr.ED(Tech.)



DEPARTMENT AT GACL

1. Technical Departments: -

I. Production DepartmentII. Engineering Department

III. Quality Control Department

IV. Safety & Environmental Department

V. Research & Development Department

2. Non- Technical Department: -

I. Purchase Department

II. Marketing Department

III. Finance Department

IV. HR Department

V. Security Department

VI. MS Department (Management System)

VII. Secretary Department

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TOTAL MANPOWER STRENGTH AT GACL

Manpower is the real strength of any organisation & that is so in GACL also. The

total manpower strength at GACL includes both management & Non- Management

Category.

AT BARODA STRENGH

Management Level 392 employees

Non- Management 435 employees

Trainees&contractual 100 employees

AT DAHEJ STRENGH

Management Level 151employees

Non- Management 441 employees

Trainees&contractual 108 employees

Thus, the total manpower strength at GACL has 1627 employees.

ORGANISATION STRUCTURE

OF PERSONNEL DEPARTMENT

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TIME KEEPING SYSTEM

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D.G.M.

B.D.

M.D.

G.M.

Peon

Asst. Officer (3)

Officer (3)

Clerk /Typist

Officer

Commercial

Trainees (1)

Clerk / Typist

Dy. Manager

Personnel (1)

OfficerMgt.

TrainersSr. Assistant

Chief Mgr. of

PersonelManager of PR



Time keeping system is the most important function of the organization. The

main functioning of time keeping office is as follows,

TIME KEEPING OFFICE:

1. WAGE AND SALARY ADMINSTARTION

2. WELFARE

INFORMATION ABOUT ISO OF GACL

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Quality Matter

GACL are committed to utmost customer satisfaction, which is the driving force for

progress. Adhering to international standards, with no laxity in any sphere, GACL

are successfully a favored supplier for our range of products. To consolidate this

and to gain international credibility, GACL had obtained quality system certificate as

ISO. The main object of ISO is exchange of goods & receives on international level.

These are the quality system of GACL as under.

1. ISO 9001 -2000: For the quality management system.

2. ISO 14001 - 2004: For the environment management system.

HR AUDIT – ISO 14001

International standards covering Environment Management are intended to provide

organizations with the element of an effective environmental management system,

which can be integrated with other management requirement to assist organization

to achieve environmental and economic goals.

This international standard is applicable to any organization that wishes to:

• Implement, Maintain and Improve an Environmental Management System.• Assure itself of its conformance with its stated Environmental Policy.

• Demonstrate such conformance to others.• Seek certification/Registration of its Environment Management System by an

external organization.

• Make a self determination and self declaration of conformance with theseinternational standards.

THE ISO 14001 CERTIFICATION PROCESS IS AS FOLLOWS:

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• Appoint M.R. for implementation of Environment Management System. Identifycore group from various departments.

• Define Environmental Policy. Indicating intentions towards continualimprovement.

• Setting objectives for environmental policies.

• Defining action plan for implementing the objectives and setting targets for eachdepartment.

• Documenting required procedures and manuals with detailed environmentalprogram.

• Arranging environmental training programs throughout the training program.

• Preparing the team of internal audit and conducting internal audits.

• Presenting the system for certification audit and achieving certification.

3. ISO 18000 - 2000: For the occupational health & safety management system.

THE 5 “S” MODEL OF GACL

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WHAT THE NEW LOGO OF GACL SAYS?

Taking into the considerations the aspects of the global warming and the need to

address to the cleaner and greener environment, the logo of the company Gujarat

Alkalies and Chemicals Limited, Vadodara has been conceived to represent a

responsible corporate. Keeping the importance of the rising issue of the pertinent to the

environment, GACL have designed a logo that would reflect the company’s mission to

keep earth green.

The abbreviated GACL goes in different fashion,

G represents, “Globe, which encompasses the vision, mission and objectives that the

corporation tries to achieve.

A represents “ The core competence of the company as a manufacture of Alkalies and

related chemicals.” “PROMOTING GREEN TECHNOLOGY”, retries GACL’s motive to

envision a verdant earth and a clean environment.

The “Green Attitude” of company addressing the aspects of global warming .

The colors Blue and Yellow reflect , the rising temperatures can adversely affect some

regions with excessive rainfall while some others with heat waves and drop.

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~ 23 ~



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Major activities done:

1) Learned about the Training and Development function of GACL Vinod Sir.

2) Learned the Performance Appraisal system of GACL Kaushik Patel sir.

3) Learned Grievance Handling Procedure from Kaushik Patel sir.

4) Learned about the Time keeping office department from Dave sir.

5) Learned the different policies of GACL.

6) Learned to nominate candidates for Training and Development programme

from Vinod Patel sir.

7) Learned about the Provident fund act from Suresh Shah Sir.

8) Preparing Presentation on induction with Vaidehi madam for the trainees and

new joinees at GACL.

9) Learned about Gratuity and Pension fund from Suresh sir.

10)Learned the function of Secretarial department from Gandhi sir.

11) Project taken on “Perceptions of employees regarding the functions of

HR department at GACL”

12)Learned Bonus / Exgracia and wages and salary administration, Salary

Structure from A.K .Desai Sir, from Ajit sir of Finance Department.

13)Learned Workmen’s Compensation Act from Kaushik sir.

14)Learned Recruitment and Seletion Procedure.

15)Learned about different department such as Finance, Administrative, Excise,

Security,Fire and Safety,etc.

16)Plant Visit of GACL

Training programme attended at GACL

• Stress and Conflict Management

• Fire and Safety

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INTRODUCTION:

“ The constant worry of all personnel administrators is their inability to prove that they

are making a contribution to the enterprise. Their preoccupation is with the search for a

“gimmick” that will impress their management associates. Their persistent complaint is

that they lack status.”

Peter Drucker, The Practice of Management, (1954), p. 205

Nestling warm and sleepy in your company, like the asp in Cleopatra’s bosom, is a

department whose employees spend 80% of their time on routine administrative tasks.

Nearly every function of this department can be performed more expertly for less by

others. Chances are its leaders are unable to describe their contribution to value added

except in trendy, unquantifiable and wannabe terms.....I am describing your human

resource department, and have a modest proposal: Why not blow it up?

Thomas A. Stewart, Fortune, 1/15/96, p. 105

The search for status and respect within the organization has plagued the field of

Human Resources (HR) for over 40 years. During the era of downsizing, reengineering,

and outsourcing, it became apparent that HR executives’ intuitive belief that the

services, roles, and contributions of the HR function are critical to firm success, may not

be shared by their line colleagues. In the face of calls for blowing up the HR function

(Stewart, 1996), HR executives increasingly have become concerned with being able to

demonstrate the HR function’s value to the firm (Ulrich,1997). The challenge of this task

is to convince line executives that HR is providing a value added contribution to the firm

in order to gain equal footing with other functional areas in the decision making process.While a number of techniques, measures, and models have been proposed, it seems

that it might first be important to gather actual data on how the HR function is being

evaluated by these line colleagues, and to determine if their perceptions are consistent

with those of HR executives. By analyzing the level of agreement or disagreement, it

~ 27 ~



may be possible to strategize more effective ways to provide, document, and

communicate the valueadded of HR. Thus, the purpose of this study was to explore

how both line and HR executives perceived the effectiveness of the HR function.

Evaluating HR’s Contributions

Attempts to demonstrate the value of HR have focused in a few areas. Considerable

progress in demonstrating that HR practices can contribute to firm performance has

been made as recent research shows significant returns from investments in HR

practices themselves (AMJ Special Issue, 1996; Becker & Gerhart, 1996; Delery &

Doty, 1996; Huselid, 1995, Becker, Huselid, Pickus, & Spratt 1997). However, less

satisfying are a number of studies which have found that the HR function’s involvement

in strategic planning exhibits no relationship with firm performance (Bennett, Ketchum,

& Schultz, 1998; Wright, McMahan, McCormick, & Sherman, 1998). While observing a

relationship between an HR variable and firm performance is quite valuable, this

research has failed to rule out a number of competing causal hypotheses (Delery, in

press; Ferris, Harrell-Cook & Kaplan, in press; Gerhart, in press)

A second approach has been to demonstrate the value of HR through theoretical

modeling. For example, Wright, McMahan and McWilliams (1994) used the resource-based view of the firm to analyze how HR can provide human resources that are

valuable, rare, inimitable, and non-substitutable, thus fulfilling the criteria of a source of

sustainable competitive advantage. Heskett, Sasser, and Schlesinger (1997) described

the Service-Profit chain which highlights the importance of people (and, consequently,

HR) in generating profits. Yeung and Berman (1997) provide another model showing

how HR practices contribute to employee satisfaction and organizational capability,

which are then related to customer and shareholder satisfaction.

Boudreau and Ramstad (1997) similarly discuss the relationships among what HR does

(activities), what HR Makes Happen (attitudes, behavior, capability) and Business

Success (customer value added, financial performance). While these models provide

~ 28 ~



extensive theoretical rationale for the value-added of HR, they only describe the

potential, rather than observed value.

A third approach is to use actual HR metrics as a means of showing where the HR

functions stands in performing its tasks relative to either other firms or its own past

performance on these metrics. For example, Fitz-Enz (1980, 1984, 1990) at the

Saratoga Institute has done extensive work in gathering efficiency indicators for a large

number of HR activities. While models are quite useful for both internal analyses of

areas of potential improvement in service delivery and documentation of actual

improvements, they may not provide convincing evidence of any actual value added to

line executives.

Finally, one could assess HR effectiveness through surveying its customers. For

example, Tsui (1987) examined how managers and supervisors, line executives, and

human resource managers and executives rated the importance and effectiveness of

the HR function. Ulrich (1997) has suggested conducting an HR Audit as part of a

balanced scorecard approach to evaluating the effectiveness of the HR function.

Balanced scorecards assess performance with regard to the three major organizational

stakeholders: Investors, customers, and employees. The HR audit can assess thepractices, professionals, or department/function. One aspect of this audit is the

customer value survey, where employees as user/customers of the HR programs and

practices, indicate their evaluations of the value of these practices.

Ulrich notes that one weakness of such an approach is that while employees may know

what they want, they may not know what is best for the firm. These executives may be

the best source of evaluative information for a number of reasons.

First, they are users of the services both as individuals who are subject to them, and as

managers who have a vested interest in these services/practices having the maximal

positive impact on employees. Second, they have more extensive knowledge of what

~ 29 ~



might be best for the firm, and are in a unique position to evaluate the tradeoffs

between services that might be desired by employees but would put the firm at financial

disadvantage. In fact, these individuals are in the ideal position to make decisions

regarding how to balance the desires of and returns to shareholders, customers, and

employees.Finally, while employees are an important customer group, ultimately, for

the reasons cited above, top line executives serve as HR’s most important customer.

Thus, we approached evaluating the effectiveness of the HR function by surveying the

top line and HR executives within our sample of firms.

Evaluating HR: Services, Roles, and Contributions

Ulrich (1997) noted that the HR audit could evaluate the HR practices, professionals,

and/or the department itself. Given the nature of our sample, we decided to evaluate

three aspects of HR: Services, roles, and contributions.

One major aspect of HR is the delivery of HR services (or practices) such as

staffing/succession planning systems, compensation systems, training and

development systems. These systems form the main architecture of the HR system and

consist of the practices through which the firm seeks to create a skilled, motivated, and

committed workforce. For this reason we went beyond evaluating just the effectivenessof HR with regard to these services. Given the current talent wars (Fishman, 1998) and

the increased recognition that people can be a source of sustainable competitive

advantage (Barney & Wright, 1998; Pfeffer, 1998; Ulrich, 1998), we wanted to assess

the extent to which executives thought that the various

HR services were important to their firm’s competitive advantage. Thus, with regard to

each of the HR services, we assessed both the importance of the service and HR’s

effectiveness in delivery. In addition to the specific HR services, an evaluation of HR’s

effectiveness in performing various roles. A number of researchers have sought to

classify the various roles that HR plays (e.g., Foulkes & Morgan, 1977). Most recently,

Ulrich (1998) has proposed that HR plays 4 basic roles. “Management of Strategic

Human Resources” consists of aligning HR strategies and practices with the strategic

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needs of the business. “Management of Firm Infrastructure” deals with the delivery of

efficient HR processes such as staffing, training, appraisal, and reward systems.

“Management of Employee Contribution” concerns keeping close tabs on employees

needs and problems and these needs are met and problems are solved. “Management

of Transformation and Change” refers to HR’s role in changing both the culture of the

firm and the processes used within the firm.

In this study we broke down the roles in different ways, but ones which capture the

essence of the roles proposed by Ulrich (1998). The “Strategic Partner” role focuses on

HR’s participation in and influence over the formulation of strategy. The “Tailoring

Practices” role highlighted the role of HR in strategy implementation. It deals with

tailoring HR practices to support the business strategy once it is formulated. “Providing

HR Services” encompasses HR’s role in providing the basic services discussed in the

HR Services discussed above. “Providing Change Consulting” refers to HR’s role in

helping line executives to effectively manage cultural and organizational change.

Finally, “Developing Organization Skills and Capabilities” deals with HR’s role in

identifying and/or developing critical organizational core competencies or capabilities.

The last aspect to HR we chose to assess in this study was its contributions, and this

served as more of an overall evaluation of the function. The HR contributionscomponent sought to evaluate how executives felt the HR function was being run and

how it was contributing to the firm on different dimensions.

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HR DEPARTMENT ACITIVITES AT GACL.

Strategic Role:

Monitor recruitment , resignation and requirements at the plant location accordingly,

plan and initiates for recruitment for fresh position and replacements.

Maintain monitor and renew agreements relating to contractual staff

Recruitment

Advertisement

Arranging interviews

Selection minutes for approval

Medical examination

Issue of appointments

Joining formalities

Maintaining personnel records

Personnel Administration:

Recruitment , placement and induction

Apprentice work

Resignation work

LTA/LTC work

Leave encashment, Food grain advance

Increment list work, D.A circular

No objection certificate

Promotion, Wage settlement, Educational allowance, Loansetc.

Training & Development:

The training programs ensuring holistic growth of the employees have helped to createa sense of belongingness amongst the employees and inspire them to contribute to thegrowth of your Company vis-àvis their own development.

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INDUCTION

Inducting is a technique by which a new employee is rehabilitated in to the

changed practices, policies and purpose of the organization

The process of induction in GACL is carried out for new incumbents.

Induction is necessary for new entrants to have better orientation. We are giving

them requisite exposure of the company’s business and

functional/responsibilities of various departments is given to them.

We are giving training to new incumbents as per following:

In case of Management cadre trainees, they are fresh coming from

the college and joining our organization without any experience. They only

possess requisite technical/functional skills. They have to be slowly

introduced with the culture of a business unit which is very different than

college environment. We are giving them company’s exposure for 25 days as

they are joining in industrial environment which is different than college

environment. They can understand the work culture and functions of variousdepartments so that it will help them to develop an understanding of the

functioning of a business entity as a whole. Their training is kept for 25 days

as they are going to absorb in Management cadre on completion of their

training period.

In case of trainees other than Management category

(commercial/technical), we are giving them company’s exposure for 05 days

to get fair idea of company’s business area and acquaint themselves with the

personnel of various departments such as Personnel, Security, Safety, etc.

with whom they are required to interact.

In case of regular employees, we are giving them company’s

exposure for 05 days keeping in mind that they already have some work

~ 33 ~



experience in industry and they are acquainted with the rules and regulations

prevailing in the industry. We are giving them exposure of company’s

business and acquaint themselves with the personnel of various departments

such as Personnel, Security, Safety, etc. with whom they are required to

interact.

We are arranging plant visit of Baroda & Dahej for all the new entrants.

In case of senior executives of GM and above level, they will be introduced with

EEC Members and will have auto exposure through discussion as they have rich

experience from outside industries.

TRAINING

It’s company’s endeavor to recognize the value of its human resources for their

growth. The company is committed to provide adequate opportunity to

employees to enrich their knowledge, skills, and attitudes contributing to steady

growth of the company and feeling proud of working for the company through

meticulously identifying needs for employees to upgrade their knowledge,

sharpen skills and improve attitude for improving performance at their presentand future functions and importing such training to employees, after assessing

their capabilities and potential.

Training is a function of learning while working. It is a on-going process of

learning. We have implemented the training process for our employees by giving

them different types of training such as

Technical/Functional

• Operations/Maintenance Related

• Finance for Non-Finance

• Exposure to Computer

~ 34 ~



• Energy Conservation

Behavioural/ General

•

Good Housekeeping Practices• Managerial Skills Development

• Supervisory Skills Development

• Mental and Physical Health

• Soft Skill Development

Safety/ISO Related

•

Refresher Programme for IS/ISO Series• Safety Related

• Fire-Fighting

The above training is given to the employees on the basis of Identification of

Training Needs identified by concerned employees upto the level of Chief

Manager. For this we are sending the blank Identification of Training Needs

formats to all the regular employees. They fill up the same in consultation with

their HOD/Training Coordinator and return the same to HRD Department. HRD

Department compiles all the formats and prepares Annual Training Calendar and

nominates the employees for training programme on the basis of their identified

training needs.On the basis of Annual Training Calendar we are preparing

monthly training calendar and organizing the training programmes regularly with

the help of internal and external training faculties. We are also organizing

additional training programmes for senior executives and organizing Health Talk

Show.

Training and Development activities are organized in our Company with the aim

to develop our employees by imparting them necessary guidance and requisite

need based training at all levels on different subjects such as, Leadership

~ 35 ~



Qualities, Motivational Skills, Health Related, Stress Management,

Communication, Safety Related, Plant Operations and Maintenance Related,

Soft Skills Programme, Supervisory Development Related and IS/ISO Related,

etc. to enhance their skills and enrich their knowledge to enable them to perform

better. This will motivate the employees to perform better.

Main focus areas of training activities are not limited only upto enhancement of

productivity, housekeeping, technical upgradation but also covers the mind body

fitness, proficiency boosting, development of self through yoga, meditation, etc.

The professional, spiritual and holistic training has contributed visibly to boost the

moral of the employees and has resulted in nurturing the feeling of being a

member of GACL Parivar. Continuous growth of GACL is a cumulative result of

this sense of belonging, resulting from requisite training activities.

Company’s innovative training and development practices have been recognized

by “Indian Society for Training and Development” (ISTD) in the form of Merit

Certificate.

TRAINING AND DEVELOPMENT

Training is a service function, providing management with professional

support in meeting the organizational objectives.

1) ISO RELATED TRAINING: -

GACL is an ISO 9001-2000 certified company and so it has to maintain the

standards.

2) BEHAVIORAL TRAINING: -

Discipline is very important aspect, which reduces the rate of absenteeism, work

stoppage of plant, which is one of the goals of GACL.

~ 36 ~



3) TECHNICAL OR FUNCTIONAL TRAINING: -

Technical Training converts an unskilled worker to a skilled worker, which

strengthens the competencies of the worker, which is beneficial to the company

hence; such training is conducted in GACL.

Methods of Training and Development: -

• ON THE JOB TRAINING METHOD:

• Orientation training

• Job -instruction training

• Apprentice training

• Internship & assistantship training

• Coaching

• Job rotation

• OFF THE JOB TRAINING METHODS:

• Lectures

• Special study

•Films

• Television

• Conference or discussion

• Case Study

• Role playing

• Simulation

• Programmed Instruction

• Laboratory training

~ 37 ~



Performance Management:

Send performance appraisal forms to all departments’ heads in January every

year.Obtain performance appraisal forms duly filled and reviewed by the

departmental head within a month.

In case not obtained send remainder.

Communicate adverse remarks to concerned employees through departmental

heads by means of note with a copy to performance appraisal file of each

employee.

Performance AppraisalEmployee assessment is one of the fundamental jobs in an organization.

Performance appraisal is the systematic assessment of an individual’s

performance in a systematic way with respect to his or her performance on the

job and his or her potential for development. Assessment shall not be confined to

past performance alone, potential of the employee for future performance shall

also be assessed.

The main purpose of introducing a formal performance system are as follows-

• To confirm the services of the probationary employees upon

their completing the probationary period satisfactorily.

• To provide role clarity and clarity of functions.

• To identify the problems faced by employees in performing

their task and take corrective actions to facilitate effective and efficient working.

• To access training and development needs of the

employees.

• To generate objective data about the employee for deciding

on matters of promotions, transfer and rewards.

~ 38 ~



• To let the employees know where they stand insofar as their

performance is concerned.

• To assist the employees with constructive criticism and

guidance for the purpose of their development.

The salient features of the Performance System is as follows-

• The responsibilities and requirements of skills are different at

different levels. Hence for the purpose of assessing the employees shall be

done at two levels-

1. Category A : Staff

2. Category B : Workers

• There shall be a performance appraisal form for each

category which will include the following points-

1. Guidelines for the employee.

2. Basic information of the employee- Name, DOB, Employee code, DOJ,

Dept., Designation, etc.

3. Job description of the employee.

4. Key Performance Areas of the employee.

5. Skills of the employee.

6. Strengths and weaknesses of the employee.

7. Training needs of the employee.

8. Behavioral aspect of the employee.

9. Relationship with peer group, subordinates, superiors, etc.

10.Review and summary.

~ 39 ~



• Performance of the employee shall be appraised by his

immediate supervisor.

• The employee’s performance shall be reviewed once in a

year and recorded in the appraisal form, that in turn shall be maintained in the

personal record file of the employee.

• The responsibility of administering the whole system shall be

the concerned Personnel Dept

Employee benefits and welfare:

• Medical benefit/ reimbursement schemes.

• Indenting and distribution of various welfare items like uniform, safety

appliances, foodgrain.etc.

• Canteen facility

• Records of employees,

• Employee’s benevolent fund

• Medical centre facility

Credit society and loan-advances through credit society:

Maintaining various welfare functions:

Bonus

Employees shall be entitled to bonus declared by the unit in which he is placed in

accordance with the provisions of the payment of Bonus Act, 1965

Provident Fund Scheme (PF) - this scheme is compulsory and an employee shall

contribute 12% of the salary towards Provident Fund every month. The company

shall make equal contribution.

~ 40 ~



Employee Family Pension Scheme (EFP)-this is an integral part of the Provident

Scheme. Under this scheme, in the event of the death of the employee, his family

starts getting a monthly pension. The employee who is a member shall have to

contribute 8.33% of salary towards the scheme and 12% towards PF. In case of

cessation of membership of the scheme, the employee receives a certain lump sum

amount.

Deposit Linked Insurance Scheme (EDLI) - the employee who is a member of the

PF scheme get covered under the EDLI scheme. The member needs to contribute

0.5% of Basic and DA towards this scheme. Under this scheme, at the event of the

death of the member, the nominee becomes eligible to receive from the PF

authorities an amount of Rs.10000 provided that, at the time of death the member’s

PF account had a minimum deposit balance of Rs.1000 for the preceding 3 years.

Gratuity

This scheme is in accordance with the provisions of the Payment of Gratuity Act,

1972. An employee who has put in a minimum service of 5 years shall be eligible for

gratuity on resignation, retirement and superannuation.

In case of separation by discharge/ dismissal on account of some serious

misconduct causing any damage or loss to or damage of property belonging to the

company, the gratuity can be forfeited to the extent of damage or loss. It can also be

wholly forfeited for misconduct or act of violence or any moral offence.

The Gratuity shall be calculated as follows-

Amount of Last Drawn Salary *15 * No. of completed

= 26 Yrs of service.

Gratuity payable

The payment of gratuity shall be made within one month from the date of receipt of

the employee’s application.

~ 41 ~



Under the statutory welfare facilities given to the employees are Uniforms,

Jacket, Safety shoes:

Period Item

Every Year 2 uniforms to workers.Every Year 2 shirts for staff

members.

Every two years 1 pair of shoe.

Work environment:

People are our biggest strength. One of the basic reasons of our success is the

fact that we have been able to fine-tune talent with newer technologies andchanging corporate environment. We firmly believe that people make the

organization and hence a sense of belonging is a must for inculcating the spirit of

dedication and loyalty amongst them. Hence, Human Resource Development is

given the top priority through on the job training, training programs and

workshops conducted by reputed organizations from time to time throughout the

year.

Employee communication:

Proper hierarchical structure.

Open comminication

Intranet facility

Industrial Relations:

• Day to day liasions with gac employees union

• Proactive approach towards grievance handling

• Arrangements IRC committee meetings preparing and distributing minutes then

implementation if any

~ 42 ~



• Coordinates the bonus payment activity, implementation of long term wage

settlement

• Disciplinary matters related to employees.

• Legal cases at various statutory authorities like govt labor office to various

courts.

• Arranging liaison and maintaining records under various labor laws/ IR related

laws welfare provisions and factory inspectorate.

CORPORATE SOCIAL RESPONSIBILITY (CSR) :

As a responsible Corporate Citizen, your Company regularly contributes to the

community development in surrounding areas as well as in other places in

Gujarat. We support activities of ‘SVADES’ (Society for Village Development in

Petrochemical Area) on regular basis to uplift the quality of life of village people.

We actively assisted Dahej Village Panchayat by providing equipments to keep

the villages clean under the ‘Nirmal Gujarat Yojana’. Empowering the children is

the best way to secure the future. Your Company provided computers and

furniture to a school at Timba under Shala Pravesh Mahotsav. It has alsosponsored two students of Vivekananda Gramin Tekniki Kendra run by SEWA

(Self Employed Women Association) Rural, Branch.

Addressing its care and commitment towards environment, we supported District

Rural Development Agency to organize Vasantotsav in tribal areas in Vadodara

District and also provided tree-guards to Sardar Sarovar Punarvasvat Agency,

Vadodara. Your Company also supported District Sainik Welfare and

Resettlement Fund, and provided furniture to Jawaharnagar Police Station,

Vadodara, I/c. Deputy Director (Industrial Safety & Health), Bharuch , donated

five Multipara Monitors to Pediatric Intensive Care Unit at Kashiben Children

Hospital, Vadodara, partnering the Life Line Foundation, which carries out

rescue operations for accident victims

~ 43 ~



on Dahej – Bharuch road. Concentrating on the under-privileged sections of the

Society, your Company arranged wheel chairs for the physically handicapped at

V-One Society, Vadodara and also contributed towards Special Olympics

organized for the intellectually disabled children. It has also contributed to Mook

– Badhir Mandal to enable dumb & deaf to participate in National level Cricket

Tournament. To preserve the rich cultural heritage, your Company contributed to

the construction of Maharana Pratap’s statue at Fatehgunj, Vadodara.

The Company has a well designed and well developed Disaster Management

Plan within the Company and to surrounding industry, either in the form of

providing risk information to the community or to respond in case of any

emergency, as a part of its social responsibility. As a part of Disaster

Management Programme, to create awareness about the immediate and timely

actions to be taken at the time of disasters like gas leak, accidents etc., mock

drills are conducted. Booklets on Safety giving ‘Dos’ and DONTs’ and Safe

Handling of Chlorine are distributed to residents of nearby villages on a regular

basis.

The Company has evolved and implemented effective programmes based on

adherence to social values such as –

• Undertaking Clean Development Mechanism (CDM) Project to reduce carbon

and green house emissions.

• Facilitating dialogue with various constituents, establishments and departments

concerned with environment, safety and social welfare, with a view to achieve

co-ordination and co-operation in successful implementation of the programme.

• Afforestation programmes in and around both the Complexes of the Company,

(for environmental protection) thus minimizing the global warming scenario.

~ 44 ~



• Promoting and Sponsoring activities in the areas of Safety, Health and

Environment, Education, Sports and Cultural Activities.

• Promoting primary and girl’s education (e.g. Sarva Shiksha Abhiyan and

Kanya Kelvani Programmes of Govt. of Gujarat) in surrounding rural areas.

• Providing vocational and on the job training to ITI pass outs.

• Providing employment and self-employment opportunities through development

on ancillary industries, both to local community and to others.

• Infrastructure developmental programmes such as drinking water and irrigation

facilities, electricity, roads etc., thus accelerating rural development.

• Construction of check dams and water harvesting to improve the water table.

• Undertaking relief operations in times of natural disasters such as floods and

earthquake.

• Creating awareness about HIV/AIDS and organizing free distribution of condoms

through vending units at convenient places targeting the local groups of labour,

transport workers etc.

• Providing employee welfare and facilitate freedom of association and promote

cordial industrial relations.

~ 45 ~



RESEARCH METHODOLOGY

The study focuses on the perception of employees regarding HR functions at

GACL.

Research Design:-

In order to achieve the objective of the study it is essential to outline various

procedures for collecting information and analyzed them. This is a descriptive

study.

The study conducted was quantitative and descriptive in nature.

The technique used was questionnaire to derive the opinions of the employees on

different aspects. Questions included in the questionnaire are close ended only.

SAMPLING TECHNIQUE:

Universe:The universe of the study was the total employee of the GACL i.e. all

the employees consisting all the three level of designation in the organization i.e.

top, middle and lower in the organization except the contract workers employed in

the organization.

Sample Size:

For the purpose of the study 30 employees are selected as sample.

~ 46 ~



Sampling Technique:

For the purpose of selecting the sample for the study, the Simple Random

Sampling Technique / Convenient sampling method was adopted. Randomly

sample was selected for the study and 30 employees employed in the organization

were selected as sample for the study.

Tools of data collection:- Questionnaire will be suitable for study. The

questionnaire used to gather information contained sections A to I.

Analysis of data: Results (Using SPSS for data analysis.)

DATA ANALYSIS AND INTERPRETATION:

TABLE 1: DEPARTMENTS OF RESPONDENTS

DEPARTMENTS FREQUENCY PERCENT

1 MARKETING 7 21

2 PURCHASE 5 15

3 FINANCE 2 7

4 EXPORT 4 12

5 PERSONNEL /ADM 4 12

6 SECURITY 1 3

7 ELECTRICAL 2 7

8 SECERTERIAL 1 3

9 STORES 4 12

Total 30 100

Above table shows respondents view on statement that most of repondents are

from marketing section.

~ 47 ~



TABLE 2: DESIGNATION DISTRIBUTION OF RESPONDENTS

DESIGNATION FREQUENCY PERCENT

1 OPERATOR 4 12

2 OFFICER 7 21

3 SR.OFFICER 8 24

4 ASSISTANT 9 27

5 MANAGER 1 3

6 Dy. MANAGER 1 3

Total 30 100.0

Above table shows respondents view on statement that most of respondents are

from assistant designation.

~ 48 ~



TABLE 3: DISRTIBUTION OF RESPONDENTS WITH EDUCATIONAL QUALIFICATIONS

QUALIFICATION FREQUENCY PERCENTAGE

SSC 2 7

BA 4 12

BSc 3 11

MBA 3 11

B.Com 15 45

M.Com 3 11

TOTAL 30 100

Above table shows respondents view on statement that most of respondents are

from B.Com 15 (45%).

~ 49 ~



TABLE 4: DISTRIBUTION OF REPONDENTS BY THEIR TOTAL WORK EXPERIENCE.

WORK EXPERIENCE

YEARS

FREQUENCY PERCENTAGE

1-10 10 35

10-20 8 25

20-30 9 29

30-40 3 11

TOTAL 30 100

Above table shows respondents view on statement that 1-10 Years experience

person are more.

~ 50 ~



A. Strategic Role1. Respondents views on HR department understand the business priorities and needs

of their department.

Ratings Ratings Frequency Percent Cumulative Percent

Disagree 2.00 2 6.7 6.7

Partially agree 3.00 6 20.0 26.7

Agree 4.00 19 63.3 90.0

Strongly agree 5.00 3 10.0 100.0

Total 30 100.0

From above table it is clear that 19( 63%) of respondents state that HR department

understands the business priorities and needs of their department.

Thus majority of them state that HR department understands the business priorities and

needs of their department

2. Respondents views on HR department provides appropriate advices and resources

to add value to their department

~ 51 ~




Disagree 2.00 3 10.0 10.0


Agree 4.00 12 40.0 73.3

Strongly agree 5.00 8 26.7 100.0Total 30 100.0


provides appropriate advices and resources to add value to their department

Thus majority of them state that HR department provides appropriate advices and

resources to add value to their department.

3.Respondents views on Competent and suitable persons are always recruited in their

department when there is a need


1.00 2 6.7 6.7

Disagree 2.00 3 10.0 16.7


Agree 4.00 16 53.3 86.7


Total 30 100.0

From above table it is clear that 16( 53%) of respondents state that Competent and

suitable persons are always recruited in their department when there is a need

Thus majority of them state that Competent and suitable persons are always recruited

in their department when there is a need

B. Personnel Administration4.Respondent’s views on Time office functions are carried out with good efficiency and

speed


Disagree 2.00 1 3.3 3.3


Agree 4.00 15 50.0 63.3

Strongly agree 5.00 11 36.7 100.0

Total 30 100.0

~ 52 ~



From above table it is clear that 15( 50%) of respondents state that Time office

functions are carried out with good efficiency and speed.

Thus majority of them state that Time office functions are carried out with good

efficiency and speed.

5.Respondent’s views on that they were told clearly about my compensation & benefits

when they joined the company

Ratings Frequency Percent Cumulative Percent

Strongly Disagree 1.00 1 3.3 3.3


Agree 4.00 13 43.3 76.7


Total 30 100.0

From above table it is clear that 13( 43%) of respondents state that they were told

clearly about my compensation & benefits when they joined the company

Thus majority of them state that they were told clearly about my compensation &

benefits when they joined the company

6.Respondent’s views on that they were paid adequately for their responsibilities




Agree 4.00 18 60.0 80.0


Total 30 100.0

From above table it is clear that 18( 60%) of respondents state that they were paid

adequately for their responsibilities.

Thus majority of them state that they were paid adequately for their responsibilities

~ 53 ~



C. Training & Development7. Respondent’s views on new employees are always provided with complete

information about the organization through induction



Disagree 2.00 1 3.3 6.7


Agree 4.00 12 40.0 66.7

Strongly agree 5.00 10 33.3 100.0

Total 30 100.0

From above table it is clear that 12( 40%) of respondents state that new employees are

always provided with complete information about the organization through inductionThus majority of them state that new employees are always provided with complete

information about the organization through induction

8.Respondents views on training needs are regularly identified and appropriate trainingprograms are provided


Disagree 2.00 3 10.0 10.0Partially agree 3.00 2 6.7 16.7

Agree 4.00 14 46.7 63.3

Strongly agree 5.00 11 36.7 100.0

Total 30 100.0

From above table it is clear that 14( 46%) of respondents state that training needs are

regularly identified and appropriate training programs are provided. Thus majority of

them state that training needs are regularly identified and appropriate training programs

are provided.

9.Respondents views on that they were satisfied with the trainings provided for the

systems such as ISO, six sigma, 5S, WCM, TPM

~ 54 ~





Disagree 2.00 2 6.7 10.0


Agree 4.00 15 50.0 86.7Strongly agree 5.00 4 13.3 100.0

Total 30 100.0

From above table it is clear that 15( 50%) of respondents state that they were satisfied

with the trainings provided for the systems such as ISO, six sigma, 5S, WCM,

TPM .Thus majority of them state that they were satisfied with the trainings provided for

the systems such as ISO, six sigma, 5S, WCM, TPM

10.Respondents views on that they are having good learning, exposure and skill

development in the company


Disagree 2.00 4 13.3 13.3


Agree 4.00 16 53.3 83.3


Total 30 100.0

From above table it is clear that 16( 53%) of respondents state that they are having

good learning, exposure and skill development in the company.Thus majority of them

state that they are having good learning, exposure and skill development in the

company

11. Respondents views on that there is a good scope for my career development in the

company.

Ratings Frequency Percent Cumulative PercentStrongly Disagree 1.00 1 3.3 3.3

Disagree 2.00 2 6.7 10.0


Agree 4.00 11 36.7 60.0

Strongly agree 5.00 12 40.0 100.0

~ 55 ~



Total 30 100.0

From above table it is clear that 12( 40%) of respondents state that there is a good

scope for my career development in the company. Thus majority of them state that

there is a good scope for my career development in the company

D. Performance Management12. Respondents views on that they were fully aware and satisfied with the performance

appraisal system existing in the company


Disagree 2.00 4 13.3 13.3


Agree 4.00 10 33.3 83.3


Total 30 100.0

From above table it is clear that 11( 37%) of respondents state that they were fully

aware and satisfied with the performance appraisal system existing in the company.

They are partially agreed with statement. Thus majority of them state that they were

fully aware and satisfied with the performance appraisal system existing in the

company.

13. Respondents views on Promotions or rewards are always given according to

competencies and performance without any bias



Disagree 2.00 1 3.3 13.3


Agree 4.00 12 40.0 83.3


From above table it is clear that 12( 40%) of respondents state that Promotions or

rewards are always given according to competencies and performance without any

bias. Thus majority of them state that Promotions or rewards are always given

according to competencies and performance without any bias.

~ 56 ~



14. Respondents views on that the organization is successful in retaining talent in the

company and decreasing employee turnover



Disagree 2.00 2 6.7 20.0


Agree 4.00 12 40.0 83.3


Total 30 100.0

From above table it is clear that 12( 40%) of respondents state that organization is

successful in retaining talent in the company and decreasing employee turnover . Thus

majority of them state that organization is successful in retaining talent in the company

and decreasing employee turnover .

E. Employee Benefits and Welfare15. Respondents views on that they were satisfied with the security services in the plant



Disagree 2.00 2 6.7 10.0



Total 30 100.0


with the security services in the plant. Thus majority of them state that they were

satisfied with the security services in the plant.

16. Respondents views on that they were satisfied with the existing transport facility

provided by the company


Disagree 2.00 1 3.3 3.3


Agree 4.00 10 33.3 46.7

~ 57 ~



Strongly agree 5.00 16 53.3 100.0

Total 30 100.0


with the existing transport facility provided by the company.

Thus majority of them state that they were satisfied with the existing transport facility

provided by the company.

17. Respondents views on that they are satisfied with the existing medical facility (First

aid, Emergency care) and medical benefits provided by the company


Disagree 2.00 1 3.3 3.3


Agree 4.00 9 30.0 36.7

Strongly agree 5.00 19 63.3 100.0

Total 30 100.0

From above table it is clear that 19( 63%) of respondents state that they are satisfied

with the existing medical facility (First aid, Emergency care) and medical benefits

provided by the company. Thus majority of them state that they are satisfied with the

existing medical facility (First aid, Emergency care) and medical benefits provided by

the company

18. Respondent’s views on that they are satisfied with the existing canteen facility

provided by the company


Disagree 2.00 3 10.0 10.0


Agree 4.00 13 43.3 56.7

Strongly agree 5.00 13 43.3 100.0

~ 58 ~



Total 30 100.0

From above table it is clear that 13( 53%) of respondents state that they are satisfied

with the existing canteen facility provided by the company

Thus majority of them state that they are satisfied with the existing canteen facility

provided by the company.

19.Respondents views on that the company gives motivation to the employees by

different recognition programs, awards etc.



Disagree 2.00 2 6.7 13.3


Agree 4.00 12 40.0 63.3


From above table it is clear that 12( 40%) of respondents state that company gives

motivation to the employees by different recognition programs, awards etc. Thus

majority of them state that company gives motivation to the employees by different

recognition programs, awards etc.

F. Work Environment

20. Respondents views on that they were satisfied with infrastructure facilities at

workplace such as computer ,telephone, stationary, furniture.



Disagree 2.00 3 10.0 13.3


Agree 4.00 9 30.0 56.7

Strongly agree 5.00 13 43.3 100.0

Total 30 100.0


with infrastructure facilities at workplace .Thus majority of them state that they were

satisfied with infrastructure facilities at workplace such as computer (hardware and

software), telephone, stationary, furniture.

~ 59 ~



21. Respondents views on standards of housekeeping are good in my department and

within the premises of my company


Disagree 2.00 1 3.3 3.3


Agree 4.00 14 46.7 63.3

Strongly agree 5.00 11 36.7 100.0

Total 30 100.0

From above table it is clear that 14( 47%) of respondents state that standards of

housekeeping are good in my department and within the premises of my company.

Thus majority of them state that standards of housekeeping are good in my department

and within the premises of my company.

22.Respondents views on the company has a participative work environment where

views and suggestions of different level of employees are taken into consideration.



Disagree 2.00 3 10.0 16.7


Agree 4.00 12 40.0 70.0


Total 30 100.0

From above table it is clear that 12( 40%) of respondents state that the company has a

participative work environment where views and suggestions of different level of

employees are taken into consideration

Thus majority of them state that the company has a participative work environment

where views and suggestions of different level of employees are taken into

consideration.

G. Employee Communication23. Respondents views on that they are clear about all policies, regulations and

information that I feel I should be aware of

~ 60 ~





Disagree 2.00 3 10.0 13.3



Total 30 100.0

From above table it is clear that 17( 57%) of respondents state that they are clear

about all policies, regulations and information that I feel I should be aware of . Thus

majority of them state that they are clear about all policies, regulations and information

that I feel I should be aware of

24. Respondents views on that strengths and weaknesses are communicated to them

in a positive way


Disagree 2.00 5 16.7 16.7


Agree 4.00 13 43.3 80.0


Total 30 100.0

From above table it is clear that 13( 43%) of respondents state that strengths and

weaknesses are communicated to them in a positive way. Thus majority of them state

that strengths and weaknesses are communicated to them in a positive way

H. Industrial Relations25. Respondents views on HR department successfully manage a good level of

relationship between management and the union.



Disagree 2.00 3 10.0 13.3


Agree 4.00 12 40.0 60.0

~ 61 ~



Strongly agree 5.00 12 40.0 100.0

Total 30 100.0


successfully manages a good level of relationship between management and the union.

Thus majority of them state that HR department successfully manages a good level of

relationship between management and the union

26. Respondents views on that company has a good corporate image and brand

identity as an employer in the market.


Disagree 2.00 1 3.3 3.3



Total 30 100.0

From above table it is clear that 17( 57%) of respondents state that company has a

good corporate image and brand identity as an employer in the market

Thus majority of them state that company has a good corporate image and brand

identity as an employer in the market

27. Respondents views on that complaints and suggestions for improvements are

always taken positively and acted upon



Disagree 2.00 3 10.0 16.7


Agree 4.00 16 53.3 90.0


Total 30 100.0

From above table it is clear that 16( 53%) of respondents state that complaints and

suggestions for improvements are always taken positively and acted upon

Thus majority of them state that complaints and suggestions for improvements are

always taken positively and acted upon

~ 62 ~



28. Respondents views on that they were satisfied with the way grievances are handled

in the organization


Strongly Disagree 1.00 1 3.3 3.3Disagree 2.00 4 13.3 16.7


Agree 4.00 14 46.7 83.3


Total 30 100.0


with the way grievances are handled in the organization

Thus majority of them state that they were satisfied with the way grievances are

handled in the organization

I. Corporate Social Responsibility (CSR)29. Respondents views on that they were aware about CSR activities done by company


Disagree 2.00 3 10.0 10.0



Total 30 100.0

From above table it is clear that 17( 57%) of respondents state that they were aware

about CSR activities done by company. Thus majority of them state that they were

aware about CSR activities done by company

30. Respondents views on CSR activities done by company are for betterment of

community people as well as company’s image.

Ratings Frequency Percent

Cumulative

Percent

Disagree 2.00 3 10.0 10.0

~ 63 ~




Agree 4.00 15 50.0 50.0


Total 30 100.0 100.0

From above table it is clear that 15( 50%) of respondents state that CSR activities done

by company are for betterment of community people as well as company’s image.

Thus majority of them state that CSR activities done by company are for betterment of

community people as well as company’s image.

FINDINGS AND CONCLUSIONS:

Strategic Role

It reveals that 19( 63%) of respondents state that HR department understands the

business priorities and needs of their department.12( 40%) of respondents state that

HR department provides appropriate advices and resources to add value to their

department.16( 53%) of respondents state that Competent and suitable persons are

always recruited in their department when there is a need.

Personnel Administration

It reveals that 16( 53%) of respondents state that Competent and suitable persons are

always recruited in their department when there is a need . 13( 43%) of respondents

state that they were told clearly about my compensation & benefits when they joined the

company. 18( 60%) of respondents state that they were paid adequately for their

responsibilities

Training & Development

~ 64 ~



It reveals that 12( 40%) of respondents state that new employees are always provided

with complete information about the organization through induction. 14( 46%) of

respondents state that training needs are regularly identified and appropriate training

programs are provided. 15( 50%) of respondents state that they were satisfied with the

trainings provided for the systems such as ISO, six sigma, 5S, WCM, TPM . 16( 53%) of

respondents state that they are having good learning, exposure and skill development

in the company. 12( 40%) of respondents state that there is a good scope for my career

development in the company.

Performance Management

It reveals that 11( 37%) of respondents state that they were fully aware and satisfied

with the performance appraisal system existing in the company. They are partially

agreed with statement. 12( 40%) of respondents state that Promotions or rewards are

always given according to competencies and performance without any bias. 12( 40%)

of respondents state that organization is successful in retaining talent in the company

and decreasing employee turnover.

Employee Benefits and Welfare

It reveals that 14( 47%) of respondents state that they were satisfied with the security

services in the plant. 16( 53%) of respondents state that they were satisfied with the

existing transport facility provided by the company. 19( 63%) of respondents state that

they are satisfied with the existing medical facility (First aid, Emergency care) and

medical benefits provided by the company. 13( 53%) of respondents state that they are

satisfied with the existing canteen facility provided by the company. 12( 40%) of

respondents state that company gives motivation to the employees by different

recognition programs, awards etc.

~ 65 ~



Work Environment

It reveals that 13( 43%) of respondents state that they were satisfied with infrastructure

facilities at workplace such as computer (hardware and software), telephone, stationary,

furniture. 14( 47%) of respondents state that standards of housekeeping are good in my

department and within the premises of my company. 12( 40%) of respondents state that

the company has a participative work environment where views and suggestions of

different level of employees are taken into consideration

Employee Communication

It reveals that 17( 57%) of respondents state that they are clear about all policies,

regulations and information that I feel I should be aware of. 13( 43%) of respondents

state that strengths and weaknesses are communicated to them in a positive way.

Industrial Relations

It reveals that 12( 40%) of respondents state that HR department successfully manages

a good level of relationship between management and the union. 17( 57%) of

respondents state that company has a good corporate image and brand identity as an

employer in the market. 16( 53%) of respondents state that complaints and suggestions

for improvements are always taken positively and acted upon.14( 47%) of respondents

state that they were satisfied with the way grievances are handled in the organization.

Corporate Social Responsibility (CSR)

~ 66 ~



It reveals that 17( 57%) of respondents state that they were aware about CSR activities

done by company.15( 50%) of respondents state that CSR activities done by company

are for betterment of community people as well as company’s image.

.

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