INTRODUCTION

Human Resource Development (HRD) is the framework for helping

employees develops their personal and organizational skills, knowledge, and abilities.
Human Resource Development includes such opportunities as employee training,
employee career development, performance management and development, coaching,
mentoring, succession planning, key employee identification, tuition assistance, and
organization development.

The part of human resource management that specifically deals with training
and development of the employees.

Human resource development includes training an individual after he/she is

first hired, providing opportunities to learn new skills, distributing resources that are
beneficial for the employee's tasks, and any other developmental activities.

The focus of all aspects of Human Resource Development is on developing

the most superior workforce so that the organization and individual employees can
accomplish their work goals in service to customers.

Organizations have many opportunities for human resources or employee

development, both within and outside of the workplace.

Human Resource Development can be formal such as in classroom training, a

college course, or an organizational planned change effort. Or, Human Resource
Development can be informal as in employee coaching by a manager. Healthy
organizations believe in Human Resource Development and cover all of these bases.

HRD practices are usually an accident of all previous decisions and

interactions experienced by the organization. Practices is usually messy and unpredic.
Yet practices is crucial to optimal contribution of the workforce.

Organizations regarded as ‘superior’ long-term performers, in addition to

having admirable economic outcomes, also have a healthy ‘intentional’ internal
practices.

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 In contrast, organizations that occasionally ‘do a survey’ to try to fix staff
problems are doing the members a disservice, especially if the survey is done ‘in-
house’. There is no argument or doubt that externally runs practices survey provides
more data - and better quality data.

HRD practices is about the perceptions of the practices and about absolute
measures. Practices, as a metaphor is helpful - e.g. temperature is a measurable
element of geographic practices, but it is not the absolute temperature that matters as
much as human perception of it (is it cold, hot, or comfortable). It is only after
knowing what temperature means in terms of human comfort, that measurement of
temperature becomes useful.

Practices is worthwhile to understand and measure because there are

organizational and human benefits a ‘good’ practices, and powerful disadvantages of
many kinds of bad practices.

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NEED FOR THE STUDY:

Observation and analysis of HRD practices is a difficult task in every

organization. Because it may depend upon organizational policies, structure,
employee behavior and coordination in the organization. So, it is needed to observe
the climatic conditions related to working area in the Mayur Bread.

HRD practices gives us the idea of behaviors and attitudes of employees at

work place. So that the top management can perform different types of plans to satisfy
the employees.

The HRD practices influences the behavior of executives during the

conversation with the top level management. It helps in expressing their ideas
regarding managing the things in the organizations.

HRD practices is a powerful strategy to an organization seeking a strategic

advantage. First - understand practices, then understand your practices, then which
levers do what, and so on. It’s a process that is very difficult for another organization
to duplicate. So, it is important to study and understand the HRD practices of Mayur
Bread.

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OBJECTIVES OF THE STUDY:

1. To study the concept of HRD practices at MAYUR BREAD.

2. To give the overview of the profile of MAYUR BREAD.

3. To give an overview of HRD practices at MAYUR BREAD.

4. To evaluate the HRD practices of MAYUR BREAD from the view point of
employees.

5. To suggest measures to top management to improve HRD practices.

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SCOPE OF THE STUDY:

The scope of this study is confined to organization executives working for

MAYUR BREAD.

My study is relating to evaluation of HRD practices from the point of view of

employees of MAYUR BREAD.

The study is limited to MAYUR BREAD, and it does not include any other
organizations. It covers the employees who are selected through random sampling.

The study is confined to the various departments like personnel &

administration, finance, accounts and technical service except plant operations.

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RESEARCH METHODOLOGY:

Sources of data:

 Primary data- Primary data is the data or information collected directly.

Mostly primary sources were used to collect the data.

 Secondary data- Secondary data is the data which is collected indirectly.

Both primary and secondary sources were used to gather the information.

Tools of data collection

The tool used for the collection is Questionnaire. Constructing and

implementing the questionnaire is one of the most interesting and challenging tasks of
conducting research. It is assumed that the respondent is able and willing to
communicate the information either verbally or in writing on a questionnaire form.

 The information obtained from the questionnaire is essentially about the

respondent's point of view.

 Questionnaire is prepared based on the dimensions of organization.

The secondary data on HRD practices of executives in MAYUR BREAD

comprises of the data that is collected through various books from the HRD & factory
libraries of MAYUR BREAD and also the information collected through MAYUR
BREAD.

Sample design

 Sample size

120 questionnaires were distributed to the employees in the MAYUR

BREAD.

Sampling technique

The technique used for the collection was simple random sampling technique.
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Sample unit:

For carrying out my project work on organization practices of executives in

MAYUR BREAD, intensive research was done in the MAYUR BREAD.

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LIMITATIONS OF THE STUDY:

The research is confined to MAYUR BREAD. Certain limitations of the study

are

 Only the Employees were covered for the study.

 Time period for the project is not sufficient as the period of study is 45 days.

 It was noted that samples for the present study of work are taken from
permanent employees of operation and maintenance department and the
executive of administration department also.

 The present study is limited to workers perception on HRD practices in

MAYUR BREAD, only.

 Respondent’s bias may be a limitation.

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 INDUSTRY PROFILE

Bread is a hygienically manufactured and packed snack food product available

at comparatively cheap prices. Major consumers of bread are people from the lower
middle class and economically weaker segments consuming more than 90 per cent of
the bread industry's total production. Bread is low margin-high volume based
processed food and bread making is a labor intensive process.

Bread is the cheapest and basic instant food available for consumption.
Though bread is not a staple food in the country, its consumption has increased over
the years. In India it is still a secondary staple food when compared to chapatti, puri or
rice.

Bread is generally a highly perishable item, which has a shelf life of maximum
of 72 hrs in a tropical country like India. The government has made it mandatory to
stamp the date and time of manufacture and the date and time of expiry on the packet.
Therefore, once the bread is baked and packed, any baker will make it a point that it
reaches the market at the earliest.

Per capita consumption

The per capita consumption of bread in India is only around 1.5 kg to 1.75 kg
in various zones.

The consumption pattern in four zones is

 Northern States: 27%

 Southern States: 32%

 Western States: 23%

 Eastern States: 18 %

Size of the Indian bread Industry

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 Bread industry is 4.00 million tones industry growing at the rate of 6 percent
and is expected to grow at the same rate in the medium term. However the organized
sector is growing at the rate of 8 percent. In 2006-07, the total production of the
organised sector has been estimated at 18lakh tonnes.

The bread industry, consist of organised and unorganised sectors, contributing

around 45 per cent and 55 per cent of the total bread production respectively. The
organised sector consists of around 1800 small scale bread manufactures around the
country, besides 25 medium scale manufacturers and 2 large scale industries which
were permitted to continue on the basis of their installed capacity in 1976 when the
Government of India reserved bread industry for the small sector.

The unorganised sector of bread units/neighbourhood bakeries etc. consist of

an estimated 75,000 bread bakers mostly located in residential areas of cities and
towns. 35 percent of the total production comes from the small scale sector with about
1500-1800 units in operation. As bread industry is a low margin business, cost control
is crucial in sustaining profitability in the long run.

Major Brands

The two major players i.e. BIL & MFIL are having a market share of 10-12
percent and 7-8 percent respectively. Apart from these two, there are few large
regional players such as Spencers in South India, Vibbs in Maharashtra, Kitty and
Bonn in Punjab, 365days in Delhi NCR, Haryana, etc and Harvest Gold and Perfect in
Delhi & NCR

Marketing

The marketing system in the bread industry is based on a strong retail-

wholesale distribution network and being a highly price sensitive low margin food
product with very short shelf life (about four days on an average) and resultant return
of more than 10 per cent of dispatches, the industry is witnessing a very competitive
environment with the result that inter alia the consumer's choice and preferences plays
an important role in the sales pattern of different brands of bread in the market.

Handling/ Logistics

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 Logistics plays a key role in the bread industry, as the proper logistic support
enables the producer to transport his products in the market at the right time. A
producer has to see that all the packs are stacked in solid containers - steel or plastic
crates - in order to avoid compression of bread (reduction of volume) during
transportation. In case of bulk transport, producers can make use of trucks and
tempos, and in case of smaller deliveries to the retail shops, the producer can use
smaller tempos and bicycles. A producer also has to make sure that all vehicles are
thermal proof, so that the bread is maintained at a lower temperature. All the products
should be transported preferably in the night in order to avoid the heat and humidity
and also the traffic delays.

Even after the product reaches the retail outlets, the producer has to educate
the retailer to keep the bread away from direct sunlight. On keeping it in direct contact
with the bright sunlight, bread starts sweating which may result in fungus formation,
reduction in weight due to loss of moisture, change in texture of bread, etc.

Modern Food Industries (India) Ltd (MFIL) was set up in 1965 as Modern
Bakeries (India) Limited. It was set up under the Colombo plan. It got its present
name in 1982. MFIL was a wholly owned central government-owned PSU. MFIL had
bread manufacturing units in 13 cities spread across India. MFIL had also marketed
fruit juice concentrate under brand name Rasika in Delhi. MFIL also produced aerated
soft drinks under the brand Double Seven. MFIL was a wholly owned Central
Government-owned PSU. It was taken over by Hindustan Lever Limited in January
2000. This was the first privatisation of public sector unit by the government of India.
Modern Foods had over 40% of the bread market in India.

HUL was the sole bidder was Modern Foods. It paid Rs 10.5 million, as per
the valuation exercise undertaken by its valuer ICICI, for 74% of the shares. Later the
government exercised its put option to sell the remaining 26% to HLL for Rs 4.4
million in November 2002. In 2006, HUL merged MFIL with itself. Senior HUL
officials said the acquisition was a complete misfit with the HUL culture and systems.
The company had admitted that the acquisition was a mistake on account of improper
due diligence.

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 In 2001, HUL referred MFIL to Board of Industrial and Financial
Reconstruction. Later HUL had plans to sell the company to Middle East-based Switz
Group.

The Modern range includes:

White Sandwich / Regular Variants : Family Shakti,Oven Fresh, Regular

Premium Variants : Milk Classic, Butter Special, Kairali Special, Bread & Butter

Sweet Variants : Sweet Plus, Milk Plus

Health & Wellness Variants : Atta Shakti, 7 Must, Whole Wheat, Brown, Bread
with Heart Healthy Omegas

Fun / Taste Variants Fruity, Fruit / Sweet Buns, Kream Rolls & RTE Sandwiches

Cakes, Cookies & Ruskss

The Indian bakery industry is dominated by the small-scale sector with an

estimated 50,000 small and medium-size producers, along with 15 units in the
organized sector. Apart from the nature of the industry, which gravitates to the
markets and caters to the local tastes, the industry is widely dispersed also due to
the reservation policies (relating to the small scale industries) of the government.

Biscuits and bread which are considered to be the major bakery product and
they account for 82% of all bakery production. The unorganized sector accounts for
about half of the total biscuit production estimated at 1.5 million tonnes. It also
accounts for 85% of the total bread production and around 90% of the other bakery
products estimated at 0.6 million tonnes. The last includes pastries, cakes, buns,
rusks and others.

Biscuits are estimated to enjoy around 37% share by volume and 75% by
share by value of the bakery industry. The organized sector caters to the medium
and premium segments, which are relatively less price-sensitive. The organized

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sector is unable to compete at the lower price range due to the excise advantage
enjoyed by the informal sector. The organized segment in biscuits has witnessed a
steady growth of about 7.5%, conforming broadly to the growth rate of GDP.

Biscuits constitute about 7% of the Rs 478 billion FMCG markets in India.

During 2003-04 biscuits market grew at double digit (about 11%) compared to a
growth of 1.4% for the FMCG industry as a whole, and 4.4% average growth over last
five years (1999-2003).

In India the annual per capita consumption of branded confectionery is still

under 100 gms. Hard-boiled candy is reserved for the small-scale sector. There are
about 5,000 units catering to the local markets. The big players have used a mix of
franchise arrangements (with small units) and product formulations to get out of the
reservation mode.

The total contribution of the sugar boiled confectionery market in the

organized sector, comprise plain, hard-boiled candies, toffees, éclairs and gums is
around Rs. 20 billion. Add to this the unorganized sector and the market for all types
of confectionery is Rs. 50 billion. However, in terms of value the organized sector
commands 60% of the market share. With the exit of MNCs and other established
organized players from very low priced (25 paise) category, the unorganized sector
has grown very fast. MNCs and high-powered advertising support substitute
products like chewing and bubble gums. With Rs. 3,250 million market shares, the
gum and mint market is growing at a rate 10 to 15% annually. Fruit and mint rolls
being marketed by companies with sound strategies are going ahead rapidly.

Biscuits

Demand: Past and Future

Year Thousand MT

2000-01 1110

2001-02 1188

2002-03 1307

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2003-04 1444

2004-05 1523

2005-06 1607

2006-07 1696

2007-08 1804

2008-09 1920

2009-10 2043

2011-12 2758

Market Structure

Market Segmentation

Segment Share (%)

Organised 50

Informal 50

North 36

East 19

West 23

South 22

Market Growth Rates

1990-91 - 1996-97 5.5%

1996-97 - 2001-02 5.8%

2001-02 - 2006-07 7.4%

2004-05 - 2009-10 6.4%

2009-10 - 2014-15 6.2%

Bread

Demand: Past & Future

Year Rs bn.

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2000-01 11.90

2001-02 12.85

2002-03 13.85

2003-04 14.80

2004-05 15.85

2005-06 16.90

2006-07 17.90

2007-08 18.95

2008-09 20.00

2009-10 21.10

2014-15 26.90

Market Structure

Market Segmentation

Segment Share (%)

Organised 15

Informal 85

North 35

East 10

West 30

South 25

Market Growth Rates

1990-91 - 1996-97 5.4%

1996-97 - 2001-02 7.9%

2001-02 - 2006-07 6.9%

2004-05 - 2009-10 6.0%

2009-10 - 2014-15 5.0%

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Product Variation

Segment Share (%)

Milk Bread 85

Brown Bread 10

Fruity 3

Nutritional and other specialty 2

Source: Ministry of Food Processing Industries

India is the world's second largest producer of food next to China and has the
potential of being the biggest, backed by its food and agricultural sector. The total
food production in India is likely to double in the next 10 years with the country’s
domestic food market estimated to reach US$ 258 billion by 2015.

With a huge agriculture sector, abundant livestock, and cost competitiveness,

India is fast emerging as a sourcing hub for processed food. The Indian food
processing industry accounts for 32 per cent of the country’s total food market.

The food industry in India has been attracting a lot of attention from foreign
investors as the country is close to the markets of Middle East, Africa and South East
Asia. The Ministry of Food Processing Industries (MOFPI) is making all efforts to
encourage investments in the sector, incentives for cold chain development and also
grant-in-aid for setting up laboratories that are equipped for testing food products.

Key Players

Coca-Cola plans to foray into India's dairy segment in the coming season with
its milk-based drink 'Maaza Milky Delite'. The beverage made from milk and mango
pulp will now be rolled across the country in 200 ml tetra packs.

Everest Spices plans to set up spices processing units in the East African
country Zanzibar at an investment of about Rs 100 crore (US$ 16.73 million), said Mr
Sanjeev Shah, Executive Director, Everest Spices. The firm has entered into a
memorandum of understanding (MoU) with the Government of Zanzibar for the
same.

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 Cadbury brand owner Mondelez International is investing heavily in sales and
route-to-market expansion in India. The company has increased sales infrastructure
with one lakh visicoolers in the market and it took big strides by expanding into rural
India and reaching seven states in 2013.

Capri-Sun AG has entered into a franchise agreement with SDU Beverages, an

Indian beverages firm that currently produces packaged water and soda under the
Kingfisher brand and RC Cola.

Hardcastle Restaurants, master franchise for west and south India operations
of McDonald's Restaurants, plans to bring its coffee retail format McCafe to India.
More than 150 McCafes are expected to be set up in the next five years.

Food Processing Industry

Food processing sector is an important segment of the economy, constituting a

share of around 9–10 per cent of gross domestic product (GDP) in agriculture and
manufacturing sector. Currently growing at more than 10 per cent per annum, it is
expected to touch US$ 194 billion by 2015 from a value of US$ 121 billion in 2012,
according to Mr Swapan Dutta, Deputy Director General, Indian Council of
Agricultural Research (ICAR).

Packaged food industry is the fifth largest sector in India. The industry is
currently pegged at US$ 39.7 billion in India and is expected to reach US$ 65.41
billion by 2020, owing to the rise in middle class income, changing urban lifestyle and
modern retail trade. Residents in urban areas are the largest consumers of processed
food, consuming 78 per cent of all packaged food in 2011.

Indian agricultural and processed food exports during April–December 2013

stood at US$ 16,578.91 million as compared to US$ 15,206.22 million during the
same period last year, according to data released by the Agricultural and Processed
Food Products Export Development Authority (APEDA). The share of food
processing export in total exports from India is around 12 per cent.

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 Food processing industries in India attracted foreign direct investments (FDI)
worth US$ 5,360.89 million during the period April 2000–January 2014, according to
the latest data published by Department of Industrial Policy and Promotion (DIPP).

Beverages

The Indian non-alcoholic beverages market is currently growing at 15 per cent

year-on-year (Y-O-Y). “As more people are trading up to packaged drinks,
consumption of non-alcoholic beverages in India is expected to increase by 16.5–19
per cent over the next three years,” according to a report by the Indian Council for
Research on International Economic Relations (ICRIER) and the Indian Beverage
Association (IBA).

Within the beverages market, packaged juice has charted a high growth
trajectory. As of March 2013, the Indian packaged juices market is valued at Rs 1100
crore (US$ 183.89 million) and is projected to grow at a compound annual growth
rate (CAGR) of 15 per cent over the next three years. Dabur India Ltd is the
established leader with a market share of 54 per cent with its brands Real and Real
Activ. PepsiCo India is the second largest player with a 25–30 per cent share through
its Tropicana juice brand.

Milk and tea could also witness rapid growth, as foreign firms have started
looking at India as a huge dairy market. It has been projected that India’s packaged
milk segment would grow from US$ 7.76 billion to US$ 32.9 billion and register an
annual growth of eight per cent by 2030. The top ten companies in India account for
65 per cent of the hot beverage market.

Government Initiatives

The Government of India has allowed FDI up to 100 per cent in food
processing sector through automatic route. For promotion and development of the
food processing sector, it has allocated a sum of Rs 5,990 crore (US$ 1 billion) under
various schemes of the food processing industries ministry during the 12th Five Year
Plan.

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 The MOFPI and ‘Invest India’ have entered into an agreement for the setting
up of an Investors’ “Help Desk” for offering online support to investors, both
domestic and international, with regard to their queries, and guide them particularly at
the initial stage of setting up their units.

The Ministry has launched a Centrally Sponsored Scheme namely, National

Mission on Food Processing (NMFP) during the 12th Plan. A sum of Rs 204.85 crore
(US$ 34.23 million) has been released to States/ Union Territories (UT) under the
scheme during FY 13 and FY 14 (up to January 31).

The Ministry is implementing a scheme for Human Resource Development

(HRD) in the food processing sector on developing technologists, managers,
entrepreneurs and manpower for quality management in the sector. The annual
manpower requirement in the industry is estimated at about 5.3 lakh persons.

With the objective of providing incentive to create integrated cold chain and
preservation infrastructure facilities in the country, the Ministry is implementing the
Scheme of Integrated Cold Chain, Value Addition and Preservation Infrastructure.

Road Ahead

The revival of the agriculture sector is expected to open up a plethora of

opportunities for players having strong linkages in the agri value chain. The food
processing industry is expected to be one of the biggest beneficiaries of this process.
Significant investment opportunities are yet to be tapped in the areas of supply chain
management (SCM), cold storages, financing, retailing and exports.

The MOFPI has formulated a Vision 2015 Action Plan that includes trebling
the size of the food processing industry, raising the level of processing of perishables
from 6 per cent to 20 per cent, increasing value addition from 20 per cent to 35 per
cent, and enhancing India's share in global food trade from 1.5 per cent to 3 per cent.
Exchange rate used: INR 1 = US$ 0.01671 as on March 28, 2014

19
 COMPANY PROFILE

MAYUR BREAD

Figure No. 1

Kapil group started manufacture of bread and other bakery products in 1987 to
serve the needs of rural areas in the districts of Karimnagar, Nizamabad, Adilabad,
Warangal, Khammam, Nalgonda, Krishna, Guntur and West Godavari in Andhra
Pradesh.. The company initially had a tie up with the “SPENSERS” brand for know-
how and technology. Subsequently, in 1988 another factory was set up to manufacture
bread, cakes etc under the “MAYUR” BRAND NAME. At present over 1,00,000
loaves are sold, each day under the brand name MAYUR. Mayur bread is managed
and organized by Mr. Vishwanath.

As a start up in 1981, none of the members who joined together to form Kapil
Chit Funds Pvt Ltd could have imagined that the company would grow to be a
conglomerate it is today. Our most significant imprint has been in the service sector -
offering financial service to our customers through chits, insurance products and
loans. We have exposure to the manufacturing sector with our bread manufacturing
units and plastic factory.

The unit is manufacturing all types of Breads like White, Brown, Whole
Wheat & Fruit in various sizes. The unit is also manufacturing all type of Bakery
items like Buns, biscuits, Fruit Buns, Rusks & Toast, Cakes, in different Sizes &
Packaging.

Our company with its efficient and dynamic management, semi automatic
bread making machines, ovens, computerized accounting systems and inventory
control is well equipped to provide quality products and services to our growing list of

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customers. We manage to stay one step ahead of the competition by continuously
searching for the latest technology to use in the production of our products.

Our infrastructure comprises of giving proper attention to every section of our

business & quality requirement. We have a huge array of labourers working with the
help of the best & latest machinery available in market. The machines are kept under
the supervision of technical experts whose responsibility ranges from rectifying minor
snags to notifying the authority concerned when a gadget requires to be replaced.

The products of the company are well established in the market in terms of
their quality, price and service and command brand equity in the market. The
marketing network is spread in some district of Telangana like Karimnagar,
Nizamabad, Adilabad, Warangal, Khammam and Nalgonda, Krishna, Guntur and
West Godavari in Andhra Pradesh. The products are distributed in these states
through a chain of distributors and retailers.

The products of the company are well in demand and enjoy good brand image
in the market as well. The company has considerable presence in Punjab, Himachal
Pradesh, Chandigarh, Haryana, Uttranchal, Western U.P., J&K and some parts of
Rajasthan. The products are distributed in these states through a chain of distributors
and retailers.

Figure No. 2

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Meghana foods (Mayur bread) products

 Atta Biscuits

 Anytime Cookies

 Any Time Biscuits

 Coconut Cookies

 Peanut Biscuits

 Salt Cookies

 Fruity Biscuits

 Coconut Biscuits

 Badam Biscuits

 Tea Time Biscuits

 Jam Cookies

Cakes

Figure No. 3

Puffs

Figure No. 4

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Toasts

Figure No. 5

Bread

Figure No. 6

ORGANIZATION STRUCTURE

Figure No. 7

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24
LOCATION

E-5,INDUSTRIAL ESTATE KARIMNAGAR

KARIMNAGAR,

Karimnagar,

Telangana-505002.

Meghana Foods is a company of Kapil Group.

Companies in Kapil group

1. Chit Funds

2. Real estate - Layouts

3. Construction

4. Hospitality

5. Information Technology

6. Electronic and Print Media

7. Financial Products

8. Bread (Bakery) Manufacturing

9. Plastics

10. Horticulture, Dairy and Poultry

11. Distribution

12. Health Care

13. Travel

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26
 INTRODUCTION

If we need to find a way to develop employees in order to become effective

contributors to the goals of an organization, we need to have a clear view of what an
effective contribution would look like. The use of personal capacities can be very
helpful in describing the way in which an effective employee should operate and
behave, but there can be no general prescription of an effective employee.
Effectiveness will differ with organizational context, and on whose perspective we
are adopting. The matter of what, finally, makes an effective employee is a
combination of personality, natural capabilities, developed skills, experience and
learning. The process of enhancing an employee’s present and future effectiveness is
called development.

The concept of HRD practices has been assessed by various authors, of which
many of them published their own definition of organization practices. For those
interested in understanding HRD practices, it is important to make some
distinctions. First, practices and culture are both important aspects of the overall
context, environment or situation. Culture tends to be shared by all or most
members of some social group; is something that older members usually try to pass
on to younger members; shapes behavior and structures perceptions of the world.
Cultures are often studied and understood at a national level, such as the American
or French culture. Culture includes deeply held values, beliefs and assumptions,
symbols, heroes and heroines, and rituals. Culture can be examined at an
organizational level as well. The main distinction between organizational and
national culture is that people can choose to join a place of work, but are usually
born into a national culture.

Organizational cultures are generally deep and Practices, on the other hand,
is often defined as the recurring patterns of behavior, attitudes and feelings that
characterize life in the organization (Isakson & Kevel, 2007). Although culture and
practices are related, practices often proves easier to assess and change. At an
individual level of analysis, the concept is called individual psychological practices.
These individual perceptions are often aggregated or collected for analysis and

27
understanding at the team or group level, or the divisional, functional, or overall
organizational level.

Meaning of HRD Practices

HR means employees in organization, who work to increase the profit for

organization. Development, it is acquisition of capabilities that are needed to do the
present job, or the future expected job. After analyzing Human Resource and
Development, we can simply stated that, HRD is the process of helping people to
acquire competencies. Practices, this is an overall feeling that is conveyed by the
physical layout, the way employees interact and the way members of the organization
conduct themselves with outsiders. (It is provided by an organization.)

“HRD practices is a set of characteristics of an organization which are referred

in the descriptions employees make of the policies, practices and conditions which
exist in the working environment”.

An organization become dynamic and growth oriented if their people are

dynamic and pro-active. Through proper selection of people and by nurturing their
dynamism and other competencies, an organization can make their people dynamic
and pro-active. To survive, it is very essential for an organization to adopt the change
in the environment and also continuously prepare their employees to meet the
challenges; this will have a positive impact on the organization.

HRD is mainly concerned with developing the skill, knowledge and

competencies of people and it is people-oriented concept. When we call it as a people-
oriented concept, the question of people being developed in the larger or national
context or in the smaller organizational context. Is it different at the macro and micro
level? HRD can be applied both for the national level and organizational level.

But many personnel managers and organizations view HRD as synonymous to

training and development. Many organizations in the country renamed their training
departments as HRD departments. Surprisingly, some organizations renamed their
personnel department as HRD departments. Some educational, institutions started
awarding degrees and diplomas in HRD even though the concept is not yet crystal
clear.

28
 HRD from organizational point of view is a process in which the employees of
an organization are helped/motivated to acquire and develop technical, managerial
and behavioral knowledge, skills and abilities, and mould the values, beliefs, attitude
necessary to perform present and future roles by realizing highest human potential
with a view to contribute positively to the organizational, group, individual and social
goals.

A comparative analysis of these definitions shows that the third definition

seems to be comprehensive and elaborate as it deals with the developmental aspects
of all the components of human resources. Further, it deals with all types of skills, the
present and future organizational needs and aspect of contribution to not only
organizational also other goals.

The analysis of the third definition further shows that there are three aspects, viz.,

1. Employees of an organization are helped/motivated.

2. Acquire, develop and mould various aspects of human resources.

3. Contribute to the organizational, group, individual and social goals.

The first aspect deals with helping and motivating factors for HRD.

These factors may be called Enabling factors which include:

• Organization structure

• HRD practices

• HRD knowledge and skills to managers

• Human resource planning

• Recruitment and selection

The second aspect deals with the techniques or methods which are the means
to acquire, develop and mould the various human resources. These techniques

29
include: Performance appraisal, Potential appraisal, Career planning and
Development, Training, Management development, Organizational development,
Social and Cultural programs, Workers participation in management and Quality
circles. The third category includes the outcomes contribution of the HRD process to
the goals of the organization, group, individuals and the society.

Practices is worthwhile to understand and measure because there are

organizational and human benefits a ‘good’ practices, and powerful disadvantages of
many kinds of bad practices.

Bad’ Practices has been linked ‘Good’ Practices has been linked to
to: desirable outcomes such as:

 Turnover  Job satisfaction

 Stress  Confidence in management
 Sickness  Affective commitment
 Poor performance  Intention to quit
 Error rate  Emotional Exhaustion
 Wastage  Faith in Organizational
 Accidents  Performance

and to bad behaviors such as: and to desirable behaviors such as:

 Sabotage  risk-taking (strategic)

 Absenteeism  departure from the status quo,
 Go-slow  open communication
 Bullying  trust
 operational freedom, and
 employee development

A key point to make is that a ‘good’ practices is not just one that keeps people
comfortable but one that is strategically advantageous to the organization while
simultaneously bringing out the best in its members because they are in a
motivational practices.

30
 Bad - practices ‘of’ Good - practices ‘of’

 fear,  respect,

 crisis,  support.

 anxiety,  entrepreneurialism,

 workplace aggression,  innovation,

 employee and executive burnout,  cooperation,

 employee turnover,  performance,

 politicking,  profitable. management practices,

 decay,  knowledge management,

 hopelessness,  organization learning

 stagnation  employee readiness to change,

 collective learning,

 openness

Strategic Practices Planning & Alignment

Although organizational activities are theoretically conducted in an

emotionless manner, strategic plans are highly mechanistic in nature. There are at
least two occurrences of 'below the line' interactions that need acknowledgement.
Firstly, humans are doing the strategic planning, so feelings and emotions are an
unavoidable (even if denied) and integral part of all group conversations.

31
 The practices that is 'felt' by participating executives will influence their
behavior during that conversation. In other words, practices influences strategic
conversation. Secondly and conversely, the strategic decisions affect feelings and
emotions of employees impacted by the decisions and thus influence the perceptual
practices. So, strategic conversation influences practices.

Unfortunately, acknowledgement of that bi-directional interaction is absent

from literature on strategic planning. This is in spite of recognition that much of what
really goes on in an organization takes place below the surface of daily behaviors,
displayed in the form of conflicts, defensive behavior, tensions and anxiety

WHAT IS NEEDED TO DEVELOP HRD PRACTICES IN ORGANIZATION

Top to Bottom effort

Organization is considered to be complete organization after including top

authority to bottom line of workers. And whenever we talk about development at
organizational level, effort is needed from top level to bottom level. Top authority
should not have thinking in their mind that their task is to only take decisions but they
should also emphasized on proper implementation of decision by adopting various
controlling technique. Bottom level workers should have loyal mind-set towards their
organization. Bottom level workers have to work with dedication. They should have
realization that organization is their organization.

Motivator role of Manager and Supervisor

To prepare Human Resource Development Practices, Manager and

Supervisor’s responsibilities are more or we can say that they are the key players.
Manager and Supervisors have to help the employees to develop the competencies in
the employees. To help the employees at lower level they need to updated properly
and they need to share their expertise and experience with employees.

Faith upon employees

In the process of developing HRD Practices, employer should have faith on its
employee’s capabilities. It means whatever amount is invested that should be based
on development of employees. Top management should trust the employees that after

32
making huge effort to develop employees, employees will work for the well being of
organization and for human being also.

Free expression of feelings

Whatever Top management feels about employees they have to express to

employees and whatever employees think about top management it must be
expressed. In other words, we can say that there should not be anything hidden while
communication process. Clear communication process will help to establish the HRD
Practices.

Feedback

Feedback should be taken regularly to know the drawbacks in system. This

will help to gain confidence in employees mind. Employee will trust on management
and he can express his opinion freely which is very good for HRD Practices.
Feedback will help to remove the weakness.

Helpful nature of employees

Whenever we talk about 100% effort then we have to talk about employees
effort too. Nature of employees should be helping for management and for his
colleagues. They should be always ready to help to customers too.

Supportive personnel management

Personnel policies of organization should motivate employees to contribute

more from their part. Top management’s philosophy should be clear towards Human
Resource and its well being to encourage the employees.

Encouraging and risk taking experimentation

Employees should be motivated by giving them authority to take decision.

This concept is risky but gradually it will bring expertise in employees to handle
similar situation in future. It will help to develop confidence in employees mind.
Organization can utilize and develop employees more by assigning risky task.

Discouraging stereotypes and favoritism

33
 Management need to avoid those practices which lead to favoritism.
Management and Managers need to give equal importance.

Those people who are performing good they need to appreciate and those who
are not performing well they need to be guided. Any kind of partial behavior should
be avoided.

Team Spirit

There must be feeling of belongingness among the employees, and also

willingness to work as a team.

COMPONENTS OF HRD PRACTICES

The HRD practices consists of

Organizational Structure

An organization’s structure is actually a ‘snapshot’ of a work process, frozen

in time so that it can be viewed. The structure enables the people’s energy to be
focused towards process achievement and goal achievement. Employee must have a
clear definition of not only the work structure but also the role used to organize the
work. If the structure and the role is not clear, people will not know what the work
process is, who is responsible for what, whom to go for help and decision, and who
can assist in solving problems that may arise.

Organizational Culture

Organizational culture is the pattern of beliefs, knowledge, attitudes, and

customs that exists within an organization. Organizational culture may result in part
from senior management beliefs or from the beliefs of employees.
Organizational culture can be supportive or unsupportive, positive or negative. It can
affect the ability or willingness of employees to adapt or perform well within the
organization.

The most effective work culture is one that supports the organizations HR
strategies by aligning behaviors, processes and methods with the desired results. It is

34
not just achieving results but the methods through which they are achieved that are
critical to long-term success.

Before any HR strategy is designed there must be a clear understanding of the

organization, its current values, its structure, its people as well as its goals and vision
for the future.

HR Processes

The HR system of an organization should be comprehensive enough to take

care of employees from the time they join till the time they leave HR. Their demands
must not be ignored, but a feeling of belongingness be created. Process should be very
clear and impartial, so that employee’s faith in organization. From recruitment to
retirement whole process should be according to employee’s expectation and ability
of employer.

DIFFERENT CULTURES ON ORGANIZATION PRACTICES

Organization practices, or organizational culture, sometimes also called

organization ideology refers to a pervasive way of life and a set of norms.

In organizations there are deep-set beliefs about the way should be

organized, the way authority should be exercised, how people should be rewarded,
and how they should be controlled. The culture of an organization can sometimes be
visible in its building and its offices. It can be manifest in the kinds of people it
employs, the kind of career aspirations they hold, their status in society, their level
of education and their degree of mobility.

A large research university will have a culture quite different from that of a
manufacturing firm or a retail store. Different kinds of libraries have different
cultures, reflecting the environment in which they are placed. Even within an
organization cultures will vary.

The research department will have a different atmosphere than the

administration, which will be different from that of the place where operational
activities take place.

35
 Four cultures identified by Roger Harrison and used as a basis for the
organization practices self-test are: power, role, task and person.

POWER CULTURE

The power culture is most often found in small entrepreneurial organizations. Its
structure can be pictured as a web.

The power culture depends on a central power source with rays of power
and influence spreading out from that central figure. The rays may be connected by
functional or specialist strings but the power rings are the centers of power and
influences.

This organization works on precedent and by anticipating the wishes and

decisions of the central power sources. There are few rules and procedures and little
bureaucracy. Control is exercised from the center. It is a political organization in that
decisions are taken large based on the balance of influence rather than on logical or
procedural grounds.

A power culture can move very quickly and react rapidly to threats or
opportunities. These cultures put a lot of faith in the individual, little in committees.
They judge by results and care very little about the means used to obtain results.
Size is a problem for power cultures; when they get large or when they seek to take
on too many activities, they can collapse.

ROLE CULTURE

36
The role culture is called a bureaucracy. The structure for a role culture can be
pictured as a Greek temple.

The role culture works by logic and rationality. Its’ strength is in its pillars or
functional specialties, e.g. the finance department, the technical services
department and the public services department. The work of the functional
departments is controlled by:

 Procedures for roles -- Job descriptions, authority definitions

 Procedures for communications -- required sets of copies of memos

 Rules for settlement of disputes -- appeal process.

The functional departments are controlled at the top by a small group of

senior managers (the pediment of the temple). It is assumed that these folks are the
only coordinators required if the separate departments do their job as laid down by
the rules and procedures and the overall plan. In the role culture, the job description
is often more important than the individual who fills it. Individuals are selected for
satisfactory performance of a role and the role is usually so described that a range of
individuals can fill it. Performance above and beyond the role prescription is not
required and can even be regarded as disruptive. Position power is the major power
source; personal power is frowned upon and expert power limited to its proper
place. The efficiency of this culture depends on the rationality of the allocation of
work and responsibility rather than on individuals. The role organization will succeed
very well in stable environments where little changes from year to year and

37
predictions can be made far in advance. Where the organization can control its
environment, where its markets are stable, predictable or controllable, the rules and
procedures and the programmed approach to work will be successful.

Role cultures are slow to perceive the need for change and slow to change
even when the need is seen. If the market, the product/service needs, or the
environment changes, the role culture is likely to continue without change until it
collapses or until the top management is replaced.

Role cultures offer security and predictability to the individual -- a steady rate
of ascent up the career ladder. They offer the change to acquire specialist expertise
without risk. They tend to reward those wanted to do their job to standard. A role
culture is frustrating for the individual who is power-oriented or who wants control
over his/her work. Those who are ambitious or more interested in results than
method may be discontent, except in top management.

The role culture is found where economies of scale are more important than
flexibility and where technical expertise and depth of specialization are more
important than product innovation or product cost.

TASK CULTURE

The task culture is job or product oriented or focused on service delivery. Its
accompanying structure can be represented as a net.

Notice some of the strands of the net are thicker and stronger than the
others. The power and influence in a task culture lies at the intersections. A matrix
organization is one form of the task culture.
38
 The task culture seeks to bring together the appropriate resources, the right
people at the right level of the organization, and then to let them get on with it.
Influence is based more on expert power than on position or personal power,
although these power sources have an effect. Influence is more widely dispersed
than in other cultures and each individual in the culture tends to think he/she has
influence.

The task culture is a team culture where the outcome, the result, the product
of the team's work tends to be the common goal overcoming individual objectives
and most status and style differences. The task culture uses the unifying power of
the group t o improve efficiency and to identify the individual with the objective of
the organization.

The task culture is highly adaptable . Groups, project teams, or task forces
are formed for a specific purpose and can be reformed, abandoned or continued.

The net organization works quickly since each group ideally contains within it
all the decision-making powers required. Individuals have a high degree of control
over their work in this culture. Judgment is by results.

There are generally easy working relationships within the group with mutual
respect based upon capacity rather than age or status. The task culture is
appropriate where flexibility and sensitivity to the market or environment are
important. The task culture fits where the market is competitive, where the product
life is short, where speed of reaction is important.

The task culture finds it hard to produce economies of scale or great depth of
expertise. Large scale systems are difficult to organize as flexible groups. The
technical expert in a task culture will find him/herself working on various problems
and in various groups and thus will be less specialized than his/her counterpart

39
working in a role cultures. Control in a task culture is difficult. Control is retained by
top management through the allocation of projects, people and resources. But little
day-to-day control can be exerted over the methods of working or the procedures
without violating the nor ms of the culture. Task cultures flourish when the practices
is agreeable, when the product is all-important, when the customer is always right,
and when resources are available for all who can justify using them.

When resources of money and people have to be rationed, top management

may wish to control methods as well as results. When this happens, team leaders
begin to compete for resources using political influence. Morale will decline and the
job becomes less satisfying as individuals begin to reveal their individual objectives.
When this happens the task culture tends to change to a role or power culture.

The task culture is usually the one preferred as a personal choice to work in
by most managers especially those at junior and middle levels. It is the culture which
most of the behavioral theories of organizations point towards with their emphasis
on groups, expert power, rewards for results, merging individual and group
objectives. It is the culture most in tune with current ideologies of change and
adaptation, individual freedom and low status differentials.

PERSON CULTURE

The person culture is an unusual one and won't be found in many

organizations but many individuals cling to some of its values. In this culture, the
individual is the central point. If there is a structure or an organization, it exists only
to serve and assist the individuals within it. If a group of individuals decide that it is
in their own interests to band together in order to do their own thing more
successfully and that an office, a space, some equipment, some clerical support
would help, then the resulting organization will have a person culture. Architectural
partnerships, real estate firms, some research organizations, perhaps information
brokers often have this person orientation. Its structure is minimal, a cluster or
galaxy of individual stars may be the best picture.

40
 As most organizations tend to have goals and objectives over and above the
set of collective objectives of their members, there are few organizations with
person cultures. Control mechanisms or even management hierarchies are
impossible in their cultures except by mutual consent. The organization is
subordinate to the individual and depends on the individual for its existence. The
individual can leave the organization but the organization seldom has the power to
evict an individual. Influence is share and the power base is usually expert.

IMPORTANCE OF ORGANIZATION PRACTICES

Looking at the HRD practices, which means taking a closer look at what is
happening in and around in the HR scenario of the various organization. It is essential
to work on because directly or indirectly this environment affects the organization and
the employee.

• Environmental factors of HR are prime influencing elements of change in HR

strategy.

• It gives HR professionals time to anticipate opportunities in HR area and time

to plan optional responses to these opportunities.

• It helps HR professionals to develop an early warning system to prevent

threats emerging out from HR scenario, or to develop strategies, which can
turn a threat.

• It forms a basis of aligning the organization strengths to the changes in the

environment.

41
 • It enables the entry of the latest national/international HR developments.

HRD PRACTICES AND COMMUNICATION

The communications that arise not out of formal relations between people but
out of informal or social relationship is called the grapevine or informal
communication. The management has no absolute control over this type of
communication as they neither created nor destroyed it. Communication need not
flow through authority-responsibility relationship or channels of organization in
informal communications. In informal communication, there is no formal superior
subordinate relationship.

The informal communication does both good and bad to the organization. The
advantages of informal communication are:

1. It acts as a driving force to untie the workforce in cases of common matters.

2. It saves time and energy as the information flows at high speed

3. It has immediate response from the receiver.

4. It provides the scope for creation of new ideas

5. It satisfies the communication needs of various employees

6. It provides scope for immediate feedback.

Informal communication suffers from various drawbacks. They are:

1. Informal communication sometimes spreads wrong information and rumours.

2. It distorts information

3. Grapevine provides only inadequate information

4. Information provided through grapevine has no formal authority.

5. It overlooks superiors.

42
 The most effective communication results when managers utilize the informal
organization to supplement the communication channels of the formal organization.

It should be remembered that it is a part of the management’s job to have a

little control over this informal communication so that he can take the appropriate
action to minimize the adverse effect of this channel. HRD practices is very important
in the context of communication.

HRD practices is the summary perception which people have about an

organization. It is thus, a global expression of what the organization is:

HRD practices refers to a system of shared meaning held by members that

distinguishes the organization from other organizations.

The characteristics of HRD practices are:

1. Individual Initiative: The degree of responsibility, freedom and

independence that individuals have.

2. Risk Tolerance: The degree to which employees are encouraged to be

aggressive, innovative and risk-seeking.

3. Direction: The degree to which the organization creates clear objectives and
performance expectations.

4. Integration: The degree to which units within the organization are encouraged
to operate in a coordinated manner.

5. Management Support: The degree to which managers provide clear

communication, assistance and support to their subordinates.

43
 6. Control: The number of rules and regulations and the amount of direct
supervision that is used to oversee and control employee behavior.

7. Identity: The degree to which members identify with the organization as a

whole rather than with their particular workgroup or field of professional
expertise.

8. Reward System: The degree to which reward allocations are based on

employee performance.

9. Conflict Tolerance: The degree to which employees are encouraged to air

conflicts and criticisms.

10. Communication Patterns: The degree to which organizational

communications are restricted to the formal hierarchy of authority.

Communicating with the Employees

• Both formal as well as informal communication channels are used to

communicate with the employees. In addition to following written
communication, oral and nonverbal communication should be relied upon. In
addition to downward communication to communicate rules, procedures and
programs of the organization to employees, employees should also be
encouraged to communicate to their superiors.

• In order to make use of team work, all channels of communication or star

communication pattern should be encouraged. Interpersonal communication
should be encouraged with a view to develop interpersonal relations.
Employees should also be encouraged to develop effective and active listening
skills.

MEASURING HRD PRACTICES

Economic condition

44
 An organization’s economic condition influences its culture in several ways.
The more prosperous an organization is the more it can afford to spend on research
and the more it can afford to risk and be adventurous.

Leadership Style

An organization leadership style plays a profound role in determining several

aspects of its culture. An authoritarian style may make the organization’s culture
characterized by high position structure, low individual autonomy, low reward
orientation, low warmth and support and so on, or it may be opposite, like goal
directed leadership.

Managerial assumption about human nature

Every act on the part of the management that involves human beings is
predicated upon assumptions, generalizations and hypotheses relating to human
behavior. There are two theories of behavior (Theory X and Theory Y).

Managerial values and ethos

The feeling of managers about norms and values what is good and what is
poor as management practice. There are few dimensions on which it can be checked.
They are – self-awareness, risk-taking, participation, bureaucracy, equity, employee’s
security and growth.

Organization size

In small organizations there are few levels of management, these are generally
more amenable to democratic and participative functioning than big organizations.
More open communication system in small organizations. Hence these organizations
have a different type of practices than what are in big organizations.
1) “Serious variance does not exist in the way benefits are awarded to persons in
the organization”. To what extent do you agree with the statement?
Table No. 4. 1 Variance of benefits awarded
NO. OF PERCENTAGE OF
S. NO OPINION
RESPONDENTS RESPONDENTS
1 Strongly disagree 8 7%
2 Disagree 4 4%
3 Neither agree nor 32 26%

45
 disagree
4 Agree 36 30%
5 Strongly agree 40 33%
Total 120 100%

Graph No.4.1

INTERPRETATION:

From the above table, it is clear that

 Maximum no. of employees i.e., 33% strongly agreed that there is not
much variance in the way benefits are awarded to persons in the
organization.

 30% of the employees agreed with this.

 26% of the employees are neutral about the matter.

 7% of the employees agreed that there is not much variance.

2) To what extent do the superiors and the knowledgeable Colleagues take pains
to help employee who want to learn more about his job?
Table No. 4. 2 Extent of superiors taking pain

PERCENTAGE
NO. OF
S. NO OPINION OF
RESPONDENTS
RESPONDENTS
1 To a great extent 16 13%
2 To a considerable 72 60%

46
 extent
3 To some extent 28 24%
4 To a little extent 4 3%
5 Not at all 0 0%
Total 120 100%

Graph No.4.2

INTERPRETATION:

From the above table, it is clear that

 60% of the employees agreed to a considerable extent that the superiors and
the knowledgeable colleagues take pains to help employee who want to learn
more about his job.

 24% of the employees agreed to some extent.

 13% of the employees agreed to a great extent.

 3% of the employees are dissatisfied about the topic.

3) Attempts to do things in better ways are encouraged in this organization. How

often does it happen here?
Table No. 4. 3 Encouragement to do new things

PERCENTAGE
NO. OF
S. NO OPINION OF
RESPONDENTS
RESPONDENTS
1 never 0 0%
2 Rarely 4 3%
3 Sometimes 20 16%

47
 4 Usually 40 34%
5 always 56 47%
Total 120 100%

Graph No.4.3

INTERPRETATION:

From the above analysis, it is observed that

 47% of the employees agreed that attempts to do things in better ways are
always encouraged in the organization.

 34% of the respondents agreed that it happens usually.

 16% of the respondents agreed that it happens sometimes.

 3% of the employees agreed that attempts to do things in better ways are

encouraged rarely in the organization.

4) Do people here get an opportunity to develop their skills further to do their

jobs?

Table No. 4. 4 Opportunity to develop skills

PERCENTAGE
NO. OF
S. NO OPINION OF
RESPONDENTS
RESPONDENTS
1 all the people 48 40%
2 Most of the people 24 20%

48
 3 Some of the people 28 23%
4 A few people 20 17%
5 none 0 0%
Total 120 100%

Graph No.4.4

INTERPRETATION:

From the above analysis, it is observed that

 40% of the respondents agreed that all the people get an opportunity to
develop their skills further to do their jobs.

 20% of the respondents agreed that most of the people get an opportunity to
develop their skills further to do their jobs.

 23% of the respondents agreed that some of the people get an opportunity to
develop their skills further to do their jobs.

 17% of the respondents agreed that a few people get an opportunity to develop
their skills further to do their jobs.

5) How often do the employees here try to do things better than what they have
done last time?

Table No. 4. 5 Employees try to do better things

PERCENTAGE
NO. OF
S. NO OPINION OF
RESPONDENTS
RESPONDENTS
1 never 8 7%
2 Rarely 0 0%
3 Sometimes 28 23%
4 Usually 48 40%

49
 5 always 36 30%
Total 120 100%

Graph No.4.5

INTERPRETATION:

From the above analysis, it is observed that

 40% of the respondents agreed that usually employees try to do things better
than what they have done last time.

 23% of the respondents agreed that they try sometimes.

 30% of the respondents agreed that always employees try to do things better
than what they have done last time.

 7% of the respondents agreed that employees never try to do things better than
what they have done last time.

6) How much do you agree with the statement that this organization is better
than other similar organizations in the country to work in?

Table No. 4. 6 Organization is better than other similar organizations

NO. OF PERCENTAGE OF
S. NO OPINION
RESPONDENTS RESPONDENTS
1 Strongly disagree 20 17%
2 Disagree 56 47%
Neither agree nor
3 40 33%
disagree
4 Agree 0 0%
5 Strongly agree 4 3%

50
 Total 120 100%

Graph No.4.6

INTERPRETATION:

From the above analysis, it is observed that

 47% of the employees disagreed that this organization is better than other similar
organizations in the country to work in.
 33% of the employees neutrally agreed that this organization is better than other
similar organizations in the country to work in.
 17% of the employees strongly disagreed that this organization is better than other
similar organizations in the country to work in.
 10% of the employees strongly agreed with the statement that this organization is
better than other similar organizations in the country to work in.

7) How often are your ideas for change given a good hearing?

Table No. 4. 7 Hearing of good ideas

PERCENTAGE
NO. OF
S. NO OPINION OF
RESPONDENTS
RESPONDENTS
1 Never 8 7%
2 Sometimes 12 10%
3 Often 28 23%
4 always 60 50%
5 Always 12 10%

51
 Total 120 100%

Graph No.4.7

INTERPRETATION:

From the above analysis, it is known that

 50% of the respondents agreed that their ideas for change given a good
hearing always.

 23% of the respondents agreed that often their ideas for change given a good
hearing.

 10% of the respondents agreed that their ideas for change given a good
hearing sometimes.

 7% of the respondents agreed that their ideas are never heard.

8) Is it true that being busy is not enough in this organization? One has to show
results?

Table No. 4. 8 Necessity of showing of results

PERCENTAGE
NO. OF
S. NO OPINION OF
RESPONDENTS
RESPONDENTS
Yes, it is true here to
1 60 50%
a very great extent
Yes, it is true here to
2 28 23%
a great extent
Well, it is true to a
3 12 10%
negligible extent

52
 4 No, it is not quite true 4 4%
5 No, it is not true at all 16 13%
Total 120 100%

Graph No.4.8

INTERPRETATION:

From the above analysis, it is known that

 50% of the respondents agreed that showing of results here is up to a great

extent. Being busy is not enough in the organization.

 23% of the respondents agreed with this.

 10% of the respondents felt that this is to a negligible extent.

 13% of the respondents felt that the showing of results is not true at all.

 4% of the respondents felt that the showing of results is not quite true.

9) To what extent do you agree that quite often a subordinate here has to attend
to orders issued by more than one person at a time?

Table No. 4. 9 Subordinate here meet multiple orders

NO. OF PERCENTAGE OF
S. NO OPINION
RESPONDENTS RESPONDENTS
Strongly
1 20 17%
disagree
2 Disagree 24 20%
Neither agree
3 36 30%
nor disagree

53
 4 Agree 36 30%
5 Strongly agree 4 3%
Total 120 100%

Graph No.4.9

INTERPRETATION:

From the above analysis, it is known that

 30% of the respondents agreed that a subordinate here has to attend to orders
issued by more than one person at a time. 3% of the employees strongly agreed
with it.
 30% of the respondents are neutral about the matter.
 20% of the respondents disagreed with this.
 17% of respondents strongly disagreed with this
 3% of respondents strongly agreed with this

10) To what extent do you think that when decisions are being made about
certain work that you are to do, you are asked for your ideas?

Table No. 4. 10 Chance of asking for ideas

NO. OF PERCENTAGE OF
S. NO OPINION
RESPONDENTS RESPONDENTS
1 never 8 6%
2 Rarely 16 13%
3 Sometimes 20 17%

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 4 Usually 52 44%
5 always 24 20%
Total 120 100%

Graph No.4.10

INTERPRETATION:

From the above analysis, it is known that

 44% of the respondents agreed that usually they are asked for their ideas when
decisions are being made about certain work that they have to do.

 20% of the respondents agreed that always they are asked their ideas.

 13% of the respondents felt that their ideas are rarely asked.

 6% of the respondents felt that their ideas are never asked.

11) To what extent do you receive correct information about your work, duties
etc.?

Table No. 4. 11 Receiving of proper information

NO. OF PERCENTAGE OF
S. NO OPINION
RESPONDENTS RESPONDENTS
To a very great
1 40 33%
extent
To a considerable
2 56 47%
extent
3 To some extent 12 10%
To a very little
4 8 7%
extent

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 5 Not at all 4 3%
Total 120 100%

Graph No.4.11
INTERPRETATION:
From the above analysis, it is known that

 47% of the respondents agreed that they receive correct information about
their work, duties etc., to a considerable extent.

 33% of the respondents agreed that they receive correct information about
their work, duties etc., to a great extent.

 10% of the respondents agreed that to some extent they receive the
information.

 3% of the respondents agreed that they don’t get any information regarding
their work and duties.

12) “There is a general feeling here that grievances of the employees are handled
properly.” To what extent do you agree with this statement?

Table No. 4. 12 Proper handling of grievances

NO. OF PERCENTAGE OF
S. NO OPINION
RESPONDENTS RESPONDENTS
1 Strongly agree 40 13%
2 Agree 44 37%
Neither agree nor
3 28 23%
disagree
4 Disagree 4 17%
Strongly disagree 4 10%
5

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 Total 120 100%

Graph No.4.12

INTERPRETATION:

From the above analysis, it is known that

 37% of the employees agreed that grievances of the employees are handled
properly.

 13% of the employees strongly agreed with this.

 23% of the employees are neutral about the topic.

 17% of the employees disagreed that grievances of the employees are

handled properly.

13) Do you agree that everyone here knows who is working under whom in this
organization?

Table No. 4. 13 Knowledge about the superior officer

NO. OF PERCENTAGE OF
S. NO OPINION
EMPLOYEES EMPLOYEES
1 Yes 92 76%
2 No 8 7%
3 Can’t say 20 17%

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 Total 120 100%

Graph No.4.13

INTERPRETATION:

From the above analysis, it is known that

 76% of the employees agreed that everyone here knows who is working
under whom in this organization.

 7% of the employees disagreed with this.

 17% of the employees are unable to respond to this topic.

14) To what extent do people in your department encourage one another in

work?

Table No. 4. 14 Encouragement of another work

NO. OF PERCENTAGE
S. NO OPINION
EMPLOYEES OF EMPLOYEES
1 Not at all 4 3%
2 To a little extent 8 7%
3 To some extent 28 23%
To a considerable
4 24 20%
extent

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 To a very great
56 47%
5 extent
Total 120 100%

Graph No.4.14

INTERPRETATION:

From the above Table No. 4., it is clear that

 47% of the employees agree to a very great extent that people in the
department encourage one another in work.
 23% of the employees agree to some extent that people in the department
encourage one another in work.
 20% of the employees agree to a considerable extent that people in the
department encourage one another in work.
 7% of the employees agree to a little extent that people in the department
encourage one another in work.
 3% of the employees agree that people in the department not at all encourage
one another in work.
15) How frequently do you think it is true that in this organization it is easier to
deal with those things that have priority?
Table No. 4. 15 Dealing with priority things
NO. OF PERCENTAGE OF
S. NO OPINION
EMPLOYEES EMPLOYEES
No, it is not true in
1 8 3%
any case
2 Yes, in some cases 16 7%
3 Yes, in many cases 16 23%
Yes, in most of the
4 24 20%
cases
5 Yes, in all cases 48 47%

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 Total 120 100%

Graph No.4.15

INTERPRETATION:

From the above analysis, it is known that

 47% of the respondents agreed that in this organization it is easier to deal

with those things that have priority in all cases.

 23% of the respondents agreed that in many cases.

 7% of the respondents agreed that in this organization it is easier to deal

with those things that have priority only in some cases.

 3% of the respondents agreed that it is not easier to deal with those things
that have priority in all cases.

16) Is the organization receptive to new ideas?

Table No. 4. 16 Reception of new ideas

NO. OF PERCENTAGE OF
S. NO OPINION
EMPLOYEES EMPLOYEES
1 It is never receptive 8 7%
It is sometimes
2 8 7%
receptive
3 It is often receptive 32 26%
4 always receptive 56 46%
5 Always receptive 16 14%
Total 120 100%

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 Graph No.4.16

INTERPRETATION:
From the above analysis, it is known that

 46% of the respondents agreed that the organization is always receptive to

new ideas.

 26% of the respondents agreed that the organization is often receptive to

new ideas.

 7% of the respondents agreed that the organization is receptive to new

ideas only for sometimes.

 7% of the respondents agreed that the organization is never receptive to

new ideas.

17) “The general feeling here is that people do not get fair hearing from those
who are higher up.” How much do you agree with it?

Table No. 4. 17 Fair hearing of feelings

PERCENTAGE
NO. OF
S. NO OPINION OF
EMPLOYEES
EMPLOYEES
1 Strongly disagree 24 20%
2 Disagree 40 33%
Neither agree nor
3 36 30%
disagree
4 Agree 16 14%
5 Strongly agree 4 3%

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 Total 120 100%

Graph No.4.17
INTERPRETATION:
From the above analysis, it is known that
 33% of the respondents agreed that the people get fair hearing from those who are
higher up.
 20% of the respondents strongly agreed that the people get fair hearing from those
who are higher up.

 30% of the respondents are neutral about the topic.

 14% of the respondents agreed that the people do not get fair hearing from those
who are higher up.

 3% of the respondents strongly agreed that the people do not get fair hearing from
those who are higher up.

18) How adequate is the amount of information you get about what is going on in
other departments and units of this organization?

Table No. 4. 18 Information about other departments

NO. OF PERCENTAGE OF
S. NO OPINION
EMPLOYEES EMPLOYEES
1 Very inadequate 20 16%
2 Inadequate 8 7%
Neither inadequate
3 20 16%
nor adequate
4 Adequate 52 44%
5 Vary adequate 20 17%

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 Total 120 100%

Graph No.4.18
INTERPRETATION:
From the above analysis, it is known that

 17% of the respondents agreed that they get very adequate information
about what is going on in other departments and units of this organization.

 44% of the respondents agreed that they get adequate information about
what is going on in other departments and units of this organization.

 16% of the respondents are neutral about the matter.

 7% of the respondents agreed that they get inadequate information.

 16% of the respondents agreed that they get inadequate information about
what is going on in other departments and units of this organization.

19) Is there a general feeling amongst the employees of your level that anybody
can be removed from his job at any time?

Table No. 4. 19 Feeling about job security

NO. OF PERCENTAGE OF
S. NO OPINION
EMPLOYEES EMPLOYEES
all the employees
1 0 0%
feel so
Most of the
2 4 4%
employees feel so

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 Some of the
3 16 13%
employees feel so
A few employees
4 24 20%
feel so
None of the
5 76 63%
employees feel so
Total 120 100%

Graph No.4.19

INTERPRETATION:
From the above analysis, it is clear that
 Majority of the respondents i.e., 63% of the respondents agreed that they
feel job security.
 20% of the respondents agreed that a few employees feel that anybody can
be removed from his job at any time.
 4% of the respondents agreed that most of the employees feel that anybody
can be removed from his job at any time.
 13% of the respondents agreed that some of the employees feel so.
20) How often are the rewards (such as raise in salary and promotions) given
strictly on the basis of valid reasons?

Table No. 4. 20 Valid reason for awards

NO. OF PERCENTAGE OF
S. NO OPINION
EMPLOYEES EMPLOYEES
1 always 32 27%
2 Usually 44 36%
3 Sometimes 24 20%
4 Rarely 4 4%
5 never 16 13%

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 Total 120 100%

Graph No.4.20

INTERPRETATION:

From the above analysis, it is clear that

 36% of the respondents agreed that rewards (such as raise in salary and
promotions) are given strictly on the basis of valid reasons usually.

 27% of the respondents agreed that always.

 13% of the respondents agreed that rewards (such as raise in salary and
promotions) are not given strictly on the basis of valid reasons usually.

FINDINGS

1. 33% strongly agreed that there is not much variance in the way benefits are
awarded to persons in the organization.

2. 60% of the employees agreed to a considerable extent that the superiors and
the knowledgeable colleagues take pains to help employee who want to learn
more about his job

65
3. 47% of the employees agreed that attempts to do things in better ways are
always encouraged in the organization.

4. 40% of the respondents agreed that all the people get an opportunity to
develop their skills further to do their jobs.

5. 40% of the respondents agreed that usually employees try to do things better
than what they have done last time.

6. 47% of the employees disagreed that this organization is better than other
similar organizations in the country to work in.

7. 50% of the respondents agreed that their ideas for change given a good
hearing always.

8. 50% of the respondents agreed that showing of results here is up to a great

extent. Being busy is not enough in the organization.

9. 30% of the respondents agreed that a subordinate here has to attend to orders
issued by more than one person at a time. 3% of the employees strongly
agreed with it.

10. 44% of the respondents agreed that usually they are asked for their ideas when
decisions are being made about certain work that they have to do.

11. 47% of the respondents agreed that they receive correct information about
their work, duties etc., to a considerable extent.

12. 37% of the employees agreed that grievances of the employees are handled
properly.

13. 76% of the employees agreed that everyone here knows who is working under
whom in this organization.

14. 47% of the employees agree to a very great extent that people in the
department encourage one another in work.

15. 47% of the respondents agreed that in this organization it is easier to deal with
those things that have priority in all cases.

16. 46% of the respondents agreed that the organization is always receptive to new
ideas.
17. 33% of the respondents agreed that the people get fair hearing from those who
are higher up.

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18. 17% of the respondents agreed that they get very adequate information about
what is going on in other departments and units of this organization.

19. 63% of the respondents agreed that they feel job security.

20. 36% of the respondents agreed that rewards (such as raise in salary and
promotions) are given strictly on the basis of valid reasons usually.

SUGGESTIONS

 Employees are not satisfied with the way of benefits awarded to persons in the
organization. So, the management must be loyal to the all employees equally.

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 Management must help people to get an opportunity to develop their skills
further to do their jobs.

 Some employees feel that this organization is better than other similar
organizations in the country to work in. So, the management has to take
decisions regarding the company’s policies and practices.

 Subordinate here has to attend to orders issued by more than one person at a
time. It is to be decided that only one superior must be there for a subordinate.

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 CONCLUSIONS

From the above analysis, it is concluded that

 Usually rewards (such as raise in salary and promotions) are given strictly on
the basis of valid reasons.

 Maximum no. of employees of MAYUR BREAD - has job security.

 Employees get adequate information about what is going on in other

departments and units of this organization.

 People get fair hearing from those who are higher up.

 The organization is receptive to new ideas.

 People in the departments encourage one another in work.

 Employees receive correct information about the work, duties etc.,

69
 QUESTIONNAIRE

Name :

Designation/Grade :

Department :

1) “Serious variance does not exist in the way benefits are awarded to persons in the
organization”. To what extent do you agree with the statement?

A. Strongly disagree ( ) B. Disagree ( )

C. Neither agrees nor disagree( ) D. Agree ( )

E. Strongly agree ( )

2) To what extent do the superiors and the knowledgeable Colleagues take pains to
help employee who want to learn more about his job?

A. To a great extent ( ) B. To a considerable extent ( )

C. To some extent ( ) D. To a little extent ( )

E. Not at all ( )

3) Attempts to do things in better ways are encouraged in this organization. How

often does it happen here?

A. Never ( ) B. Rarely ( )

C. Sometimes ( ) D. Usually ( )

E. always ( )

4) Do people here get an opportunity to develop their skills further to do their jobs?
A. All the people ( ) B. Most of the people ( )
C. Some of the people ( ) D. A few people ( )
E. None ( )

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5) How often do the employees here try to do things better than what they have done
last time?

A. never ( ) B. Rarely ( )

C. Sometimes ( ) D. Usually ( )

E. always ( )

6) How much do you agree with the statement that this organization is better than
other similar organizations in the country to work in?

A. Strongly agree ( ) B. Agree ( )

C. Neither agrees nor disagrees( ) D. Disagree ( )

E. Strongly disagree ( )

7) How often are your ideas for change given a good hearing?

A. Never ( ) B. Sometimes ( )

C. Often ( ) D. always ( )

E. Always ( )

8) Is it true that being busy is not enough in this organization? One has to show
results?

A. Yes, it is true here to a very great extent ( )

B. Yes, it is true here to a great extent ( )

C. Well, it is true to a negligible extent ( )

D. No, it is not quite true ( )

E. No, it is not true at all ( )

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9) To what extent do you agree that quite often a subordinate here has to attend to
orders issued by more than one person at a time.

A. Strongly disagree ( ) B. Disagree ( )

C. Neither agrees nor disagrees( ) D. Agree ( )

E. Strongly agree ( )

10) To what extent do you think that when decisions are being made about certain
work that you are to do, you are asked for your ideas?

A. never ( ) B. Rarely ( )

C. Sometimes ( ) D. Usually ( )

E. always ( )

11) To what extent do you receive correct information about your work, duties etc.?

A. Not at all ( ) B. To a very little extent ( )

C. To some extent ( ) D. To a considerable extent ( )

E. To a very great extent ( )

12) “There is a general feeling here that grievances of the employees are handled
properly.” Do you agree with this statement?

A. Strongly agree ( ) B. Agree ( )

C. Neither agrees nor disagree( ) D. Disagree ( )

E. Strongly disagree ( )

13) Do you agree that everyone here knows who is working under whom in this
organization?

A. yes ( ) B. No ( )

C. can’t say ( )

72
14) To what extent do people in your department encourage one another in work?

A. Not at all ( ) B. To a little extent ( )

C. To some extent ( ) D. To a considerable extent ( )

E. To a very great extent ( )

15) How frequently do you think it is true that in this organization it is easier to deal
with those things that have priority?

A. No, it is not true in any case ( ) B. Yes, in some cases ( )

C. Yes, in many cases ( ) D. Yes, in most of the cases ( )

E. Yes, in all the cases ( )

16) Is the organization receptive to new ideas?

A. It is never receptive ( ) B. It is sometimes receptive ( )

C. It is often receptive ( ) D. always receptive ( )

E. Always receptive ( )

17) “The general feeling here is that people do not get fair hearing from those who are
higher up.” How much do you agree with it?

A. Strongly agree ( ) B. Agree ( )

C. Neither agrees nor disagrees( ) D. Disagree ( )

E. Strongly disagree ( )

18) How adequate is the amount of information you get about what is going on in
other departments and units of this organization?

A. Very inadequate ( ) B. Inadequate ( )

C. Neither inadequate nor adequate( ) D. Adequate ( )

E. Very adequate ( )
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19) Is there a general feeling amongst the employees of your level that anybody can
be removed from his job at any time?

A. all the employees feel so ( )

B. Most of the employees feel so ( )

C. Some of the employees feel so ( )

D. A few employees feel so ( )

E. None of the employees feel so ( )

20) How often are the rewards (such as raise in salary and promotions) given strictly
on the basis of valid reasons?

A. always ( ) B. Usually ( )

C. Sometimes ( ) D. Rarely ( )

E. never ( )

Thank you for taking part in the survey. I very much appreciate your help.

74
 BIBLIOGRAPHY

BOOKS

 Biswajeet pattnayak/ human resource management/prentice hall of India/3 rd

edition.

 B.L mathur/human resource management/mohit publications/2008/1st edition.

 P. Subbarao/essentials of human resources management and industrial

relations. 2007.

 Tapomay Deb, Managing Human Resource and Industrial Relations, Excel

Publications new Delhi, 2009, 1st edition.

WEBSITES

 www.successinhr.com

 www.hr.com

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