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 institute
library 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 to
produce 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 a
capacity 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, the
Company 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 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,

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Hydrochloric Acid, Chloromethanes,
Hydrogen Peroxide, Phosphoric Acid,
Potassium Hydroxide, Potassium
Carbonate, Sodium Cyanide, Sodium
Ferrocyanide. 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 Ahmedabad and Mumbai.

Right from the inception, GACL has been

following the strategy of continuous
capacity expansion in core areas. 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
to produce 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 Chloromethanes
using Chlorine, a co-product of the
Company and in 1991, the capacity of
Chloromethanes production was doubled.

As power is the major input for production

of Caustic Soda and constitutes about
65% - 70% of the cost of production, the
Company alongwith other Corporations
like M/s. GSFC, Petrofils Co-operative
Ltd. and Gujarat Electricity Board
promoted a gas based power unit in
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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 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 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 diversification

programme and to meet the growing
demand of its products in the State of
Gujarat and nearby areas, the Company
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. Alongwith this, a captive
90 MW co-generation Power Plant was
set up so as to ensure uninterrupted and
low 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 Bank
Indian 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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• To remain the largest producer.
• To maintain highest quality & be the first choice of customer.
• To remain in the host production through captive power.
• To have downstream value added products & flexibility of product mix for
better margins & wide market.
• To ultimate good to remain leader in the chloro alkalis.

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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

MD

CS & CGM
GM Chief
Sr.ED ED
(Tech.) GM (Mater (financ
(Perso (Com
ial e
nnel) (Legal) mercia
Mgt.l) officer
l)
)

DGM GM
DGM DGM
(Secre (Financ
(P & IR) (MM)
tarial) e - 2)

DGM GM(M GM
S.Adm
(Financ . HRD) (M
e - 2) ktg

GM(Secu GM
GM GM I/C GM
rity & GM (Corporat
CGM (Eng. (Safety & (Operatio
Vigilance (Elect.) e Plann)
(Dahej) Service) Env.) n S -2)) D
)
G
M

(
GM
DGM DGM M
DGM DGM DGM (Oper (Corpo k
(Engg (Mech.) (Inst.) (Elect.) -3) rate
. t
Plann)
Serv.) g
.)

DGM DGM
(Oper
ation
(Elect. ~ 15 ~
)
-4)
 DEPARTMENT AT GACL

1. Technical Departments: -
I. Production Department
II. 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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 B.D.

M.D.

G.M.

D.G.M.

Dy. Manager
Chief Mgr. of Personnel (1) Manager of PR
Personel

Officer (3) Officer

Mgt.
Officer Sr. Assistant
Trainers
Asst. Officer Clerk /Typist
(3)

Clerk / Typist

Peon

Commercial
Trainees (1)

TIME KEEPING SYSTEM

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 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 these
international standards.

THE ISO 14001 CERTIFICATION PROCESS IS AS FOLLOWS:

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 • Appoint M.R. for implementation of Environment Management System. Identify
core group from various departments.
• Define Environmental Policy. Indicating intentions towards continual
improvement.
• Setting objectives for environmental policies.
• Defining action plan for implementing the objectives and setting targets for each
department.
• Documenting required procedures and manuals with detailed environmental
program.
• 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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 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

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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

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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 the
practices, 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

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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 effectiveness
of 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 contributions
component 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 create
a sense of belongingness amongst the employees and inspire them to contribute to the
growth of your Company vis-àvis their own development.

~ 32 ~
 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 various
departments 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 present
and 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 Appraisal
Employee 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 and
changing 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 also
sponsored 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 FREQUENCY PERCENTAGE

YEARS

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 Role
1. 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 ~
 Ratings Ratings Frequency Percent Cumulative Percent
Disagree 2.00 3 10.0 10.0
Partially agree 3.00 7 23.3 33.3
Agree 4.00 12 40.0 73.3
Strongly agree 5.00 8 26.7 100.0
Total 30 100.0

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

Ratings Ratings Frequency Percent Cumulative Percent

1.00 2 6.7 6.7
Disagree 2.00 3 10.0 16.7
Partially agree 3.00 5 16.7 33.3
Agree 4.00 16 53.3 86.7
Strongly agree 5.00 4 13.3 100.0
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 Administration
4.Respondent’s views on Time office functions are carried out with good efficiency and
speed
Ratings Ratings
Frequency Percent Cumulative Percent
Disagree 2.00 1 3.3 3.3
Partially agree 3.00 3 10.0 13.3
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
Partially agree 3.00 9 30.0 33.3
Agree 4.00 13 43.3 76.7
Strongly agree 5.00 7 23.3 100.0
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

Ratings Frequency Percent Cumulative Percent

Strongly Disagree 1.00 1 3.3 3.3
Partially agree 3.00 5 16.7 20.0
Agree 4.00 18 60.0 80.0
Strongly agree 5.00 6 20.0 100.0
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 & Development
7. Respondent’s views on new employees are always provided with complete
information about the organization through induction

Ratings Frequency Percent Cumulative Percent

Strongly Disagree 1.00 1 3.3 3.3
Disagree 2.00 1 3.3 6.7
Partially agree 3.00 6 20.0 26.7
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 induction
Thus 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 training
programs are provided

Ratings Frequency Percent Cumulative Percent

Disagree 2.00 3 10.0 10.0
Partially 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 ~
 Ratings Frequency Percent Cumulative Percent
Strongly Disagree 1.00 1 3.3 3.3
Disagree 2.00 2 6.7 10.0
Partially agree 3.00 8 26.7 36.7
Agree 4.00 15 50.0 86.7
Strongly 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

Ratings Frequency Percent Cumulative Percent

Disagree 2.00 4 13.3 13.3
Partially agree 3.00 5 16.7 30.0
Agree 4.00 16 53.3 83.3
Strongly agree 5.00 5 16.7 100.0
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 Percent

Strongly Disagree 1.00 1 3.3 3.3
Disagree 2.00 2 6.7 10.0
Partially agree 3.00 4 13.3 23.3
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 Management
12. Respondents views on that they were fully aware and satisfied with the performance
appraisal system existing in the company

Ratings Frequency Percent Cumulative Percent

Disagree 2.00 4 13.3 13.3
Partially agree 3.00 11 36.7 50.0
Agree 4.00 10 33.3 83.3
Strongly agree 5.00 5 16.7 100.0
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

Ratings Frequency Percent Cumulative Percent

Strongly Disagree 1.00 3 10.0 10.0
Disagree 2.00 1 3.3 13.3
Partially agree 3.00 9 30.0 43.3
Agree 4.00 12 40.0 83.3
Strongly agree 5.00 5 16.7 100.0
Total 30 100.0
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

Ratings Frequency Percent Cumulative Percent

Strongly Disagree 1.00 4 13.3 13.3
Disagree 2.00 2 6.7 20.0
Partially agree 3.00 7 23.3 43.3
Agree 4.00 12 40.0 83.3
Strongly agree 5.00 5 16.7 100.0
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 Welfare

15. Respondents views on that they were satisfied with the security services in the plant

Ratings Frequency Percent Cumulative Percent

Strongly Disagree 1.00 1 3.3 3.3
Disagree 2.00 2 6.7 10.0
Partially agree 3.00 2 6.7 16.7
Agree 4.00 11 36.7 53.3
Strongly agree 5.00 14 46.7 100.0
Total 30 100.0
From above table it is clear that 14( 47%) of respondents state that they were satisfied
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

Ratings Frequency Percent Cumulative Percent

Disagree 2.00 1 3.3 3.3
Partially agree 3.00 3 10.0 13.3
Agree 4.00 10 33.3 46.7

~ 57 ~
Strongly agree 5.00 16 53.3 100.0
Total 30 100.0

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

Ratings Frequency Percent Cumulative Percent

Disagree 2.00 1 3.3 3.3
Partially agree 3.00 1 3.3 6.7
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

Ratings Frequency Percent Cumulative Percent

Disagree 2.00 3 10.0 10.0
Partially agree 3.00 1 3.3 13.3
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.

Ratings Frequency Percent Cumulative Percent

Strongly Disagree 1.00 2 6.7 6.7
Disagree 2.00 2 6.7 13.3
Partially agree 3.00 3 10.0 23.3
Agree 4.00 12 40.0 63.3
Strongly agree 5.00 11 36.7 100.0
Total 30 100.0
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.

Ratings Frequency Percent Cumulative Percent

Strongly Disagree 1.00 1 3.3 3.3
Disagree 2.00 3 10.0 13.3
Partially agree 3.00 4 13.3 26.7
Agree 4.00 9 30.0 56.7
Strongly agree 5.00 13 43.3 100.0
Total 30 100.0
From above table it is clear that 13( 43%) of respondents state that they were satisfied
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

Ratings Frequency Percent Cumulative Percent

Disagree 2.00 1 3.3 3.3
Partially agree 3.00 4 13.3 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( 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.

Ratings Frequency Percent Cumulative Percent

Strongly Disagree 1.00 2 6.7 6.7
Disagree 2.00 3 10.0 16.7
Partially agree 3.00 4 13.3 30.0
Agree 4.00 12 40.0 70.0
Strongly agree 5.00 9 30.0 100.0
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 Communication
23. Respondents views on that they are clear about all policies, regulations and
information that I feel I should be aware of

~ 60 ~
 Ratings Frequency Percent Cumulative Percent
Strongly Disagree 1.00 1 3.3 3.3
Disagree 2.00 3 10.0 13.3
Partially agree 3.00 2 6.7 20.0
Agree 4.00 17 56.7 76.7
Strongly agree 5.00 7 23.3 100.0
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

Ratings Frequency Percent Cumulative Percent

Disagree 2.00 5 16.7 16.7
Partially agree 3.00 6 20.0 36.7
Agree 4.00 13 43.3 80.0
Strongly agree 5.00 6 20.0 100.0
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 Relations
25. Respondents views on HR department successfully manage a good level of
relationship between management and the union.

Ratings Frequency Percent Cumulative Percent

Strongly Disagree 1.00 1 3.3 3.3
Disagree 2.00 3 10.0 13.3
Partially agree 3.00 2 6.7 20.0
Agree 4.00 12 40.0 60.0
~ 61 ~
Strongly agree 5.00 12 40.0 100.0
Total 30 100.0
From above table it is clear that 12( 40%) of respondents state that HR department
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.

Ratings Frequency Percent Cumulative Percent

Disagree 2.00 1 3.3 3.3
Partially agree 3.00 2 6.7 10.0
Agree 4.00 10 33.3 43.3
Strongly agree 5.00 17 56.7 100.0
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

Ratings Frequency Percent Cumulative Percent

Strongly Disagree 1.00 2 6.7 6.7
Disagree 2.00 3 10.0 16.7
Partially agree 3.00 6 20.0 36.7
Agree 4.00 16 53.3 90.0
Strongly agree 5.00 3 10.0 100.0
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

Ratings Frequency Percent Cumulative Percent

Strongly Disagree 1.00 1 3.3 3.3
Disagree 2.00 4 13.3 16.7
Partially agree 3.00 6 20.0 36.7
Agree 4.00 14 46.7 83.3
Strongly agree 5.00 5 16.7 100.0
Total 30 100.0
From above table it is clear that 14( 47%) of respondents state that they were satisfied
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

Ratings Frequency Percent Cumulative Percent

Disagree 2.00 3 10.0 10.0
Partially agree 3.00 3 10.0 20.0
Agree 4.00 17 56.7 76.7
Strongly agree 5.00 7 23.3 100.0
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.
Cumulative
Ratings Frequency Percent Percent
Disagree 2.00 3 10.0 10.0
~ 63 ~
Partially agree 3.00 3 10.0 10.0
Agree 4.00 15 50.0 50.0
Strongly agree 5.00 9 30.0 30.0
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.

~ 67 ~