HUMAN RESOURCE POLICIES

PROJECT REPORT
-

SUBMITTED TO
KUMAUN UNIVERSITY,NAINITAL

SUBMITTED IN THE PARTIAL FULFILLMENT OF

THE DEGREE IN
BACHELOR IN BUSINESS ADMINISTRATION
(2021-24)

SUBMITTED TO: SUBMITTED BY:

DR.BASKAR SINGH BISHT DEEPAK PALARIYA
AMRAPALI GROUP OF INSTITUTE, BBA 6 TH SEM
SIKSHA NAGAR,LAMACHAUR ROLLNO:210945250095

Amrapali group of institute

Shikshanagar,lamachaur
Haldwani,uttarakhand
 DECLARATION

I declare that the project report entitled “HUMAN RESOURCE

POLICIES“ is my on work conducted under the guidence

Of DR.BHASKAR SINGH BISHTat faculty of commerce and business
management at amrapali group of institute. I further declare that to the
best of my knowledge the project report has not previously formed the
basis of the award of any degree, diploma, or other similar title of
recognition.

SignatureofProjectGuide Signatureof Student

DR.BHASKAR SINGH BISHT MR.DEEPAK PALARIYA

FORWAREDED
DR.AK SRIVASTAV HEAD OF DEPARTMENT
FACULTY OF COMMERCEANDBUISNESS MANAGEMENT
AMRAPALI GROUP OF INSTITUTES
HALDWANI(NAINITAL),UTTARAKHAND
 ACKNOWLEDGEMENT

Before Istart with the details of my projects, Iwould like to add a few heartfelt
words for the people who were a part of my projects in numerous ways, the
people who gave me their immense support.

First,I thankou rDirectorProf.(Dr.)DeepChandraOli,Dr.N.P.Singh(Dean)&Dr.A.

K. Srivastava, HOD for their timely support and knowledgeable guidance that
helped me in my project.

Iwould like to thank my Project Supervisor DR.BHASKAR SINGH BISHTfor

hiscontinuous support in my Survey. Hewas involvedright from theselection till
theImplementation ofthe project. He taught me how to ask questions and
express my ideas. He showed me different ways to approach a problem and
the need to be persistent to accomplish any goal. His continuous support has
helped me in removing the operational Hurdles.

I also express my gratitude to all my faculty members who endured with

extraordinary grace
andprovidedconstantencouragementtomybesteffortsandmadethisarewardingex
perience.

DEEPAK PALARIYABBA
VI Semester Roll no.
210945250095
`

TABLEOFCONTENTS

CHAPTERNO TITLE PAGE NO

INTRODUCTION 1
1.1Introduction 1
1.2IndustryProfile 3
1 1.3CompanyProfile 7
1.4Needforthe Study 10
1.5ScopeandSignificanceofStudy 11
1.6ObjectivesoftheStudy 12
1.7LimitationsoftheStudy 13
2 REVIEWOFLITERATURE 14
RESEARCHMETHODOLOGY 22
3.1ResearchDesign 22
3.2SamplingTechnique 22
3 3.3SourcesofData 23
3.4StructureofQuestionnaire 23
3.5SampleSize 24
3.6PeriodofStudy 24
3.7Hypothesis/AnalyticalTools 24
DATAANALYSISANDINTERPRETATION 25
4 4.1Test-I 25
4.2Test –II 56
4.3Test-III 60
FINDINGS,SUGGESTIONSANDCONCLUSION 63
5 5.1FindingsoftheStudy 63
5.2 Suggestions 64
5.3Conclusion 65
REFERENCES 66
APPENDIX–II(Article) 77
`

**Executive Summary**

Our company is dedicated to producing high-quality

parts for Bajaj Automobile, a leading player in the
automotive industry. As an integral part of the supply
chain, we recognize the importance of establishing
robust HR policies to ensure the smooth functioning of
our operations and the well-being of our employees.

Our HR policies are designed to foster a culture of

excellence, safety, and accountability within the
organization. Key areas addressed in our policies
include:

- **Recruitment and Onboarding**: We are committed

to attracting and retaining top talent through transparent
and fair recruitment processes. Our onboarding
procedures ensure that new hires are seamlessly
integrated into the company and equipped with the
necessary resources to succeed.

- **Employee Development**: We prioritize the

professional growth and development of our employees
through training programs, mentorship opportunities,
and performance evaluations. By investing in our

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workforce, we aim to cultivate a skilled and motivated

team capable of driving innovation and excellence.

- **Safety and Wellness**: The safety and well-being of

our employees are paramount. We adhere to strict
safety protocols and provide resources for maintaining
physical and mental wellness in the workplace. Our
goal is to create a safe and supportive environment
where employees can thrive.

- **Diversity and Inclusion**: We embrace diversity and

inclusion as core values, recognizing the unique
perspectives and contributions of individuals from
diverse backgrounds. Our policies promote equality of
opportunity and prohibit discrimination of any kind.

- **Compliance and Ethics**: We uphold the highest

standards of integrity and ethics in all aspects of our
operations. Our policies ensure compliance with
relevant laws and regulations, as well as ethical
conduct in interactions with stakeholders.

By adhering to these HR policies, we aim to cultivate a

positive work environment characterized by mutual
respect, collaboration, and continuous improvement.
We are committed to upholding the values of our
organization and contributing to the success of Bajaj
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INTRODUCTION

1
`

CHAPTER1

INTRODUCTION

Thisstudyisconductedtomeasuretheeffectofhuma
nresourcepolicies(planning, recruitment &
selection, training & development, job analysis &
design, motivation, performance appraisal, and
employee participation in decision making) on
organizationalperformance,toverifyifthereisapositi
veandsignificantrelationship
betweenhumanresourcepoliciesandorganizational
performance,andtomeasure the scope of
application of human resource policies. These
guidelines identify the
organizationsintentioninmattersofrecruitment,sele
ction,promotion,development, compensation,
motivation, and otherwise leading and directing
employees in the
workingorganization.HRpoliciesserveasaroadmap
2
`

forthemanager.HRpolicies are also defined as

that body of principles and rules of conduct which
govern the enterprise in its relationship with
employees. Such a policy statement provides
guidelines for a wide variety of employment
relationships in the organization. The purpose
and significance of the HR policies hardly need
any elaboration. Every
organizationneedspoliciestoensureconsistencyina
ctionandequityinitsrelation with employees.
Policies serve the purpose of achieving
organizational goals in an effective manner. HR
policies constitute the basis for sound HRM
practices. Moreover, policies are the yardstick by
which accomplishment of programs can be
measured.

3
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COMPANY
PROFILE

Badve Engineering Limited was formed in

1995. The Badve Engineering
Limited,Rudrapur is engaged in fabrication
of silencer of many companies.
Location & Surrounding of BEL

The plant is situated at a distance of 12

km from Rudrapur Railway Station and 6
km from bus stand in the Sidcul Industrial
Area.

4
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The neigbouring features are discussed

below:
 East side Open Land
 West side Pricol
 North side Industries
Suprajit
 South side
Industrial
road
Plants operate in shifts.General shift is
from 9:00 a.m. to 5:30 p.m...The general
shift is for administrative, technical and
accounts staff. All operations are carried
out in shifts.

Valued Customers of BEL (Metal parts) :-

• Bajaj Auto Ltd.
• Tata Motors Ltd.
• Royal Enfield
• Valco
5
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• Gabriel India
• Tata Johnson Controls
• Lambardini India
• Ingersoll Rand
• General Motors  LG Electronics

• Press Machines
• Paint Shop(internal & external)
• Shot Blasting
• Tool Room
• Buffing
• Autophoretic Plant

6
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ABOUT BELRISE INDUSTRIES

Established in the year 1988 with a capital influx

of INR 20,000, Belrise Industries commenced its
operations in a single shed as an Automotive
Fastener manufacturer in India. However, as a
first generation entrepreneur, Mr. ShrikantBadve
struggled to raise funds from several banks due
to lack of collateral securities. With an annual
turnover of INR 1 Lakh in the preliminary year,
the group evolved from inception phase into
growth phase. Today, Belrise Industries is a
Market Leader in the Automotive Sheet Metal
and Polymer Products with one in three
domestic two-wheeler being equipped with a
Belrise manufactured frame assembly.
The group has taken magnificent leap in the
global and domestic expansion by establishing
efficient supply chains correspondingly enlarging
our customer base which resulted in
INR 6416 Crores ($781 MUSD) of annual gross
turnover as on
2023. We as a group have outgrown in terms of
Global
Exports, Customer base, Diversified Product
Portfolio and wide
7
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Geographical reach all over India with 14 PAN

India
Manufacturing Plants. Our strong fundamentals
have enabled our growth potential at 16.4%
CAGR beating the ACMA (Automotive
Component Manufacturers Association of India)
Index of 12% over the course of last four
financial years. Belrise Industries arises as a
Conglomerate due to its YOY growth which is
strongly associated with our 35 years of
manufacturing expertise, long term customer
relationships and diversified product range.
Further, our focus to increase the value add per
vehicle has allowed us to move towards
becoming a one-stop shop for our customers in
the metals and plastics category. The value
which we have created within the Automotive
space is a testimony to our customer centricity
and excellence which resulted in several awards
and recognitions from our customers and
government agencies.
Board of Directors
1.Mr. Shrikant S. Badve – Managing Director
2.Mrs. Supriya S. Badve – Whole Time
Director
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`

3.Mr. Ashok V. Tagare – Non-executive

Director
4.Mr. Anant R. Sathe – Non-executive
Independent
Director
5.Mr. Dilip B. Huddar – Non-executive
Independent
Director
6.Mr. Girish Kumar Ahuja – Non-executive
Independent Director

Nomination and Remuneration Committee

1.Mr. Dilip B. Huddar – Chairman
2.Mr. Anant R. Sathe – Member
3.Mr. Ashok V. Tagare – Member

Audit Committee
1.Mr. Anant R. Sathe – Chairman
2.Mr. Dilip B. Huddar – Member
3.Mr. Ashok V. Tagare – Member

Corporate Social Responsibility Committee

1.Mrs. SupriyaShrikantBadve – Chairperson
2.Mr. Anant R. Sathe – Member
3.Mr. Ashok V. Tagare – Member
9
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Mission
To be a leading global organisation for the
supply of world class products through
continuous improvements partnering all
stakeholders.

Vision
To globally offer engineering products through
inexorable march of new technology by
becoming a trusted brand through customer
delight.

10
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SCOPEOFTHEREPORT

A complete background analysis of India Interior

Design Market which includes an assessment of
the emerging market trends by segments,
significant changes in

Byenduse ResidentialCommercial

ByTypeofDecoration RenovationNew

11
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the market dynamics, and the market overview is

covered in the report. The report also offers
market estimates of the segments and market
size. The company profile of key players is
provided along with an in-detailed analysis of
strategies adopted.

COMMERCIALINTERIORDESIGNISGROWINGINT
HEMARKET

With the steady growth in the demand from the

commercial real estate, the interior designing
solution has emerged as a progressive trend in
the market. As commercial space demand
surges, the sector is expected to further witness
a tremendous opportunity to leverage in the
coming years. With the visible transition in the
Indian work culture, office furniture and interiors
have seen a major evolution. Office commercial
spaces are expected to opt-out for various
interior design services in the market. Old and
12
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established offices will also consider refurbishing

their office spaces along with start-ups and new
offices. Hotels are also coming up with design
guidelines and pose as trendsetters combining
creativity and sustainability.

Figure1.2.1InteriorDesignMarketRangeC
hart

Interior design is a multi–faceted industry in

which innovative and technical design
conceptsfinishormodifyaninteriorenvironmenttoth
especificationsoftheclients.
13
`

designing, and management of projects within a

variety of interior spaces. Interior design
companies and design consultants must consider
the required building
codesandhealthandsafetyregulationsforallprojects
.Designersmustalsototake into account any
electrical and mechanical needs, interior fittings,
furniture, traffic
patterns,andfloorplanning.Profitabilityofinteriordes
igncompaniesdependsupon the volume of the
projects they take on, as well as the accuracy of
bidding, and timely delivery and completion of
projects.

Reports in this section include, but are not limited

to, different components of the market, such as
decorating and decoration products merchants,
design in furnishings, office and industrial interior
design, painting and remodelling, industry
analysis for different countries, and transportation
of materials used by interior designers.
14
`

Marketsegmentation

3D Visualization Software for Interior Designers

market is split by Type and by Application. For
the period 2016-2026, the growth among
segments provides accurate calculations and
forecasts for revenue by Type and by Application.
This analysis can help you expand your business
by targeting qualified niche markets.

MarketsegmentbyTypecovers

CloudB
ased
On-
premis
es

RISEINNUMBEROFINTERIORDESIGNERSACROS
SINDIA

15
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There are growing investments in real estate in

India. The market is primarily seeing investments
in commercial real estate and co-working spaces.
As the real estate market is projected to grow in
future the interior designing services will also be
required for the same. There are growing
investments in tire 1 and tire 2 citiesin the nation
which is leading to a rise in the number of
interiors designing and
designersinIndiainthesecities.Variousarchitecture
sareshiftingtotheInterior

16
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designing market in India. The data also shows

that the Interior Designing industry is more
concentrated in urban areas.

Figure1.2.2NumberofInteriorDesignersacr
ossIndia

COMPETITVE LANDSCAPE
TheIndiaInteriorDesignMarketisfragmentedandco

17
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mpetitiveinnature.Dueto a lot of traction in the

market for interior design services, there is
crowding of designers and studios which is
driving profitability low, but the market is
expected to show growth in the coming years.
Small and medium-sized designing companies
dominated the market. The major players in the
industry include Aamir & Hameed, Livspace
Lipika Sud Interior Pt. Ltd., FDS, Chaukor Studio,
among others.

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NEEDOFTHESTUDY

 HRpoliciesareimportantforemployeestoworkforan
Organization.
 Ithelpstomaintainmotivationandwillingwork
forces.
 Itisaninterestingandsignificantareaforconducting
research.
 They also ensure compliance with
employment legislation and inform
employees of their responsibilities and the
Company's expectations
 HR policies provide guidelines on employer-
employee relationships, which
impartinformationonacceptablenormsofbehav
iour,workschedules,health and safety
measures, employment laws, conflict
resolution and disciplinary measures.
 HRplanning, hiring (recruitment and
19
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selection), training and development, payroll

management, rewards and recognitions,
Industrial relations, grievance handling, legal
procedures.
 To have a formal Statement on corporate
thinking which will serve as a guideline for
actions. Promote effective management
without your constant intervention
 Toestablishtheconsistencyinthe application
 MotivateTeamMembers
 DeviceandimplementBest policies
 ImproveEmployers Branding

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SCOPEOFTHESTUDY

In any organization human resource is the most

important asset. In today’s current scenario,
Creations Infra Nitrite Ltd. is a very large
manufacturer and marketer of Interiors.
 Asmostofthecompany’soverallperformancedep
endsonitsemployee’s performance which
depends largely on the HR POLICIES of the
organization.
 So, the project has wide scope to help the
company to perform well in today’global
competition.
 The core of the project lies in analysing and
assessing the organization and to design and
HR policy manual for the organization.
 Theyprovideclearcommunicationbetweentheorg
anizationandtheir employees regarding their
condition of employment.
21
`

 Theyformabasisfortreatingallemployeesfairlyandeq
ually.
 Theyareasetofguidelinesforsupervisorsandmanage
rs.
 Theycreateabasisfordevelopingtheemployee
handbook.
 Theyestablishabasisforregularlyreviewingpossi
blechangesaffecting employees.
 They form a context for supervisor training
programs and employee orientation programs.

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OBJECTIVESOF STUDY

PRIMARYOBJECTIVES

 To study the amendments made in the HR

Policies of CREATION INFRAINDIA
PRIVATE LIMITED the time of incorporation.

SECONDARYOBJECTIVES

 ToStudytheamendmentsinthebasepolicyandprep
areafinalpolicy.
 To Examine a HR Policy manual for the
company with special emphasis on the
“Managerial Service Conditions”
 TounderstandtheHRpoliciesmaintainingtheso
undrelationamong Employees & Employer.
 Tofind out the employees’
satisfaction towardssatisfied with
the implementation of policy in
organization.

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Table1.6.1HRpolicies

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LIMITATIONSOFSTUDY

 HRpoliciesareanimportantforemployeesworkfor
Organization.

 Ithelpstomaintainmotivationandwillingwork forces.

 Itisaninterestingandsignificantareaforconducting
research.

 Itaimstostudyanunderstandingtowhichtheemplo
yeesbe satisfiedunderthe human resources
system of the organizations

 Tostudythehumanresourcesneedsofanorganization

 Tostudythemainprocessesofemployeeresortingand
development

 To know whether the employees are aware of

25
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these policies and are deriving benefits for

themselves as well as for the company.

 To provide a such conditions of employment

that enable the personnel to develop a sincere
sense of unity with the organizations and to
carry out their duties in the most willing and
effective manner.

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CHAPTER2

2.1REVIEWOFLITERATURE

A literature review is a type ofreview article. A

literature review is a
scholarlypaperthatpresentsthecurrentknowledgei
ncludingsubstantivefindingsaswellas
theoreticalandmethodologicalcontributionstoapart
iculartopic. Literaturereviews aresecondary
sourcesand do not report new or original
experimental work. Most
oftenassociatedwithacademic-
orientedliterature,suchreviewsarefoundinacademi
cjournalsandarenottobeconfusedwithbookreviews
,whichmayalso
appearinthesamepublication.Literaturereviewsare
abasisforresearchinnearly every academic field

27
`

 Kundu. Subhash C., Diva Mahan (2009) This

study is based on the "Human Resources
Management Practices in Insurance
Companies: The study was made in Indian and
MNC’s and explains the benefits of the
organization is generated only by Human
Resources. However, the advantage of giving
insurance to the Human Resources is one of
the employee benefits issued by the Human
Resource Management. The findings of the
study says that both domestic and international
Insurance companies have toimprovemoreon
their HR practices like performance appraisal,
HR planning and Recruitment.

 HemantRao(2007)Inthisresearchstudyheexplai
nedthechangesintherole Human Resources.
There was an extraordinary change in the role
of Human resource department. He found that
each individual should work in the organization

28
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such that they should treat the employees

irrespective to cast, religion, gender etc. The
productivity of the company is based on the
quality of work done by the employees in the
organization.

 Subramanian, V. (2005)He expresses that the

recruitment and selection process in the
organization and selecting the right candidate
for the correct
positionhelpsemployeestoworkintheorganizatio
ninaverypositivemode.

29
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Theinterviewprocessshouldberelevanttothejobp
rofilesothatthecandidates will be interested in
the job profile.

 Maitin, T.P. (2003) Inhis studyheexplains the

Human Resource Development shows the
progress of the organizational growth with
different process like recruitment and selection,
payroll processing and maintains the rules and
regulations of the office. By the way of best
approach towards the employees which the in
the high productive of the employees.

 SudhamShettyV.Naveen,Dr.D.N.Raju(2014)T
heirresearchisbasedonthe recruitment and
selection process in Cement Industry,
Electronics Industry, Sugar Industry in Krishna
Dt AP, India and observed that in all the
selected
industriesofthestudyarearecruitmentismadebyc

30
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ampusplacements,job.com, data banks etc.

The selection is done by evaluating the
candidate’s skills, knowledge and abilities
which are highly required to the vacancies in
selected
industries.Theyalsoidentifiedthatbothmonetarya
ndnon-monetaryincentives are given to the
employees to motivate them for better.

 Anupama Gupta (2010)Her study research

mostly revolves around the consequences of
the challenges faced by the Human resource
management in context with the current
economic status and the challenges faced
should be taken in consideration. This article
insists on the challenges in the short fall of
talentedemployees.ThisalsoemphasisonhowHu
manresourcesManagement tackles the
problems handled on day-to-day activities. It
also suggested some important points to
handle things better.
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 Singh S.K (2008)In this study He explained

that for a good organizational growth employee
Should maintain their involvement to yield high
productivity.
Employee’sdedicationhelpshimtoachievehistarg
et,andincreaseshisquality of work. Organization
should also help the employee in training him
to develop his interpersonal skills. Both
Employer and Employee should equally
contribute each for individual’s growth.

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 Vidya A. Salokhe (2002)In her study she

explained the Human Resource
departmenthaveseveralprocessestoimprovethe
employee’sindividualgrowth in the organization.
It also helps the organization to achieve more
in the profit with their effective smart work.
Employees are the asset of any organization
which they make profit out of them.

 T.V.Rao(1999)thestudyinhisbookexplainsthatth
eauditconducteddescribes the methods and
ideas which have to be implemented in the
Human Resource Audit. His Framework helps
to estimate the different criteria like core
competency,cultureandvalueoftheorganization.
Byevaluatingtheemployee’s interpersonal skills,
they can improve in some of the factors which
are they lacking in the system. They also have
broadminded people in the top-level
management which helps the low and middle

33
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level employees to know about

theirconcerns.So,theyeachandeveryemployeein
theorganizationhelpsthem to achieve more by
increasing the productivity.

 Udai Pareek &T.V. Rao (1999) In his study he

explains that the limitations of Human
Resource Department where they need to
improve in the personal growth of employee
and the organization. In his he elaborately
explains about the importance of the training
and Development, HR Audit, Planning and
Development,OrganizationalBehaviours.Thisals
ogivesthelotsofinformation about the
Educational Institutes and lot of professional
people.

 Venkateswaran (1997) He explains in his

article about how Human resource Department
helps the organization in their Financial growth.

34
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For that he made

anempiricalstudybycollectingdatafromasampleo
f132executivesofaprivate organization. This
study helps to know how the HRD works in the
organization
andhowforemployeesarebenefitedoutofthem.As
aresult,theHRDworksin
betterwayhowsuchthatemployeesaremoremuch
comfortableintheruleand regulations of the
organizations. This also helps the organization
to maintain a good decorum.

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`

 SainiR.R.
(2010)ThisstudyisbasedontheManagementinUn
itedCommercial
BankwhichisacasestudyofChandigarhStatewhic
helaboratesHRDrulesand regulations.
Basically, this study explains the hurdles in the
process of framing the rules and process of
executing it. This analytical study contains a
sample
sizeof100peopleandanalysedtheiropinionabout
HRDrulesandregulations. As a result of this
study is qualification plays an important role in
recruitment in top,middleandlow-
levelmanagement.Thepracticeofselectingrightc
andidate for the level of management helps the
organization to achieve more and retain
employees in the organization.

 Tripathy(2008)Hehasexplainedthattheorganiza
tionhavetheoptimumusage of Human resources
36
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in the organization. They follow the 3 C concept

(i.e.) Competencies, commitment and culture.
By following these 3 C cultures in the work
organization give the positive results in the
organization. This practice is considered to be
the best result earning which resulted in the
increase in the financial growth.

 Patil,KallinathS.
(2007)Inhisstudyhehasresearchedaboutthedev
elopment of facility management industry has
an important place in the growth of the
country.LifeInsuranceCorporationisoneofthemaj
orserviceprovidersinwhich
theyprovidethebestservice.TheTransmissiondo
esn’tcomeinaday.Forthat employees have put
in lot of efforts to bring the service in the field of
service.

 Sharma and Jyoti (2006)In their article they

have explained about the Job
37
`

Satisfactionthattheyfinalizeitthebestandeffective
reasonforanemployeein the working situation.
They also explain that this emotional factor
helps the employee in the organization to yield
best results. Dissatisfaction is one of the
mainreasonsforattritionofemployeeintheorganiz
ation.So,jobsatisfactionis the primary reason of
an employee’s carrier growth and development
of an organization

38
`

 G.V. Chalam and L. Srinivas (2005) In their

article they have made a Human Resources
Department survey across 120 branches of
State Bank of India at
AndhraPradesh,anddefinesthegenderwherethei
rpapersmadeanattemptto
explorethebasicgenderdifference.Theyfoundtha
tthewomenemployeeshave much more concern
that the male employees. Female employees
have higher attitude of respecting the
organization and Human resource department.
They also have good source of Loyalty towards
Bank work.

 MishraandHardwar(2002)Intheirresearchtheyh
avemadeanempiricalstudy on the Private
companies and their nature of work in Human
resources Department. A random sample of
107 managers with different levels like low
level, middle level and top-level management
39
`

are taken into consideration. A questionnaire

was circulated to them to know about the
Human Resource department and analysed. As
a result, the situation present in the HRD is
satisfactory.

 V.Siva Kumar (2015)This study describes that

the high level of policies increases the growth
of the organization and acts as a retention
strategy. From this study it is observed that
employee’s relationship

 NP Myilswamy, Dr.R. Gayatri (2014)

According to their research “A study on
Duetothedifficultyofevaluatingtheintegrationofhu
manresourcespoliciesand
practices(LEPAKetal,2006),thisresearchpropos
esnotonlytoevaluatePPHR as a single
construct, but also the relation of each
dimension – or subsystem – on organizational
citizenship behaviours, seeking to identify
40
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which policy has a greater or lesser impact on

the worker’s behaviour. Thus, the six
dimensions
analysedare:recruitmentandselection;involvem
ent;traininganddevelopment; work conditions;
performance and competency assessment; and
remuneration and incentives.

 Demo(2012)recruitmentandselectionpoliciesan
dpracticesaredefinedasan
organizationproposaltoseekoutemployees,stim
ulatethemtoapplyandselect
them,seekingtoharmonizetheperson’scompeten
cieswithcharacteristicsand demands of the
organization. The involvement policy is an
articulated proposal

41
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oftheorganizationtocreateanaffectivebondwithit
scollaborators,contributing to their well-being,
in terms of recognition, relationship,
participation and communication. The training
and development policy includes the provision
to employees of the systematic acquisition of
skills and the encouragement of continuous
learning and knowledge production.

 T. Suhasini and Dr. K. Kalpana (2018) The

study reveals that relevance of HRM policy
studies to the organizations. However, the
urgency for new studies on the HRM was
highlighted, since some policies, despite their
strategic nature for organizations,are still little
investigated. This is the case for recruitment
and selection and evaluation of performance
and skills, as well as studies relating HRM
policies to other variables of organizational
behaviour and the effort to construct and
validate measurement instruments.
42
`

 CamCaldwellPhdandLarry(2004)Floydthefocu
softhisarticleistoexplain the key elements of
research opportunities grow as new and
different practices are proposed, with no
indication of saturation. Other institutions can
use the opportunity to stimulate the academic
production, focusing on research related to
other HRM policies, such as performance and
competency, working conditions and rewards,
given the identified gaps. The joint production
of these groups can strengthenthe lines of
research on HRMpolicies and include Brazil as
a reference on the international scenario.

 M. Madhyvadany, S. Panboli (2019) The

performance and competency evaluation policy
involve assessing the performance and skills of
43
`

workers, subsidizingdecisionsaboutpromotions,
careerplanninganddevelopment. The author
also grouped the issues of compensation and
incentives, encompassing rewards on
performance and employee competencies in
terms of remuneration and incentives. Given
this conceptual field presented and the
objectives of the
research,thePPHRscaleelaboratedbyDemo(20
12)isanadequateinstrument to meet the
objectives of this study.

44
`

 Dessler(2002)humanresourcespoliciesandprac
ticesneededtocontributeto the greater well-
being of people, allowing them greater personal
and professional fulfilment. In addition to the
policies and practices defined by Dessler
(2002), a began considering the “involvement”
policy in the group

 Albrecht S.L, Bakker A.B, Gruman J.A,

Macey W.H and Saks A.M(2015)
thesepracticesnecessarytomanagepeopleatwor
k,specificallyintheaspects related to hiring,
training, evaluation, remuneration and the
provision of a good
andsecureenvironmentforcompanyemployees.
Fortheauthor,therewerefive
mainpoliciesandpracticesthatconstitutedpeople
managementinorganizations by the HR area:
45
`

recruitment and selection, training and

development, remuneration, performance
appraisal and working conditions.

 Bulbul Kar, Dr Biswadeep Mishra (2016)

integratedset of planned and intended
strategies, policies and practices for managing
people in an organization; and HRM practices
as the activities actually implemented and
experienced by employees, and that can be
objectively verified. The authors emphasize the
integration that must exist between HR
management practices and the internal and
external contingencies of the organization.

 Wright et al (2003) with their study entitled

“The impact of HR practices on performance of
business units’’; the study evaluates the HR
practices and organisation commitment on the
46
`

operating performance and profitability of

businessunits.Thepurposeofthisstudyistoexami
netherelationshipbetween
HRpracticesandfirmperformanceinawaythatimp
rovesthecasualinferences that can be drawn.
Questionnaires were used to survey employee
attitude. So, business units were sampled
within on large corporation. The articles
revealed that both organisational commitment
and HR practices are significantly related
operationalmeasureofperformance,aswellasope
ratingexpensesandpre-tax profits.

47
`

 MariyamImna;ZubairHassanHumanresourc
epolicieshaveimpactonthe
employeesintheorganization.Themainpurpos
eofthisresearchpaperisto analyse the factor
which influence the employees in the
organization. The most human resource
policies related to recruitment, training,
reward, compensation, performance
appraisal, training and development, career
development etc. The policies will have
impact on the employees who are working in
the organization.

48
`

CHAPTER 3

RESEARCHMETHOD

OLOGY

METHODDATACOLLECTION

The research has chosen the questionnaire

methods of data collection Due to limited time in
hand. While designing the hand collection
procedure, adequate
safeguardagainstbiasandunreliabilitymustbeensur
ed.Researcherhasexamined the collections of
data for completeness, comprehensibility,
consistently and reliability. Research is also
gathered secondary data which has already been
collectedandanalysedbysomeoneelse.Hegotvario
usinformationfromjournals, historical documents
magazines and report prepared by the
researchers. For the present piece of research,
49
`

the investigators have used the following

methods.

 Questionnaire
 Interview
 Observation

InthisstudyDescriptiveresearchDesignisused.

SAMPLINGTECHNIQUES
In this study probability sampling was employed.
However, the type of the type of
probabilitysamplingisusedis“Simplerandomsampli
ng”whereinthesamplesare drawn by generating
random members.

SIMPLERANDOMSAMPLING
Simplerandomsamplingisasamplingtechniquewhe
reeveryiteminthepopulation has an even chance
and likelihood of being selected in the sample.
Here selection
50
`

ofitemcompletelydependsonchanceorbyprobabilit
yandthereforethissampling techniques is also
sometimes is known as a method of chances.

51
`

Thisprocessandtechniquesareknownassimpleran
domsampling,andshouldnot
beconfusedwithsystematicrandomsampling.Asi
mplerandomsampleusafair sampling technique.

SOURCESOFDATA

For any study there must be data for analysis

purpose. Without data there is no means of
study. Data collection plays an important role in
any study. It can be collected from various
sources.

 Primarysources:

The Primary data was collected from the

respondents by administering a structured
questionnaire and also through observation,
interview &
discussionwithmanagement.Theresearcherco
llectedprimarydatathrough structured
52
`

questionnaire and interview.

 SecondarySources:

ApartfromPrimarydatacollected,thedatacollec
ted throughtextbooks,the records of
CREATIONS INFRA DEVELOPERS,
Journals from Library, and Internet is used
for the study.

STRUCTUREOFQUESTIONNAIRE

In this study, the primary data is collected

through questionnaire from the respondents
directly. A questionnaire consists of a number of
questions printed or typedinadefiniteorderona
form.Here,open ended,
closeendedquestions,rank order, rating scale are
used in the questionnaire.

53
`

SAMPLESIZE

The same size of the study is 130 respondents

and it’s found by Rao soft sample calculator. The
respondents are Employees of the Creations
Infra India private limited.

PERIODOFSTUDY

Theperiodoftimeistakentoconductthesurveyandpr
eparetheresearchpaperis 3 months.

3.7.ANALYTICALTOOLS

Thedatahasbeenanalysedusingthefollowingmethods,

 Descriptive Analysis
 Chi-squareAnalysis
 OneWayANOVATest

54
`

CHAPTER4

DATAANALYSISANDINTERPRETATION

DESCRIPITIVEANALYSIS

Table4.1.1:TableShowingtheAgeoftheRespond
ents

PARTICULAR NO. PERCENTAGE

S OFRESPONDE
NTS
20–30years 79 59.4%
31–40years 42 31.6%
41–50years 10 7.5%
50yearsandabo 2 1.5%
ve
Total 133 100

AGEOFTHERESPONDENTS
7%2%

32%
59% 20-30YEARS
31-40YEARS
41-50 YEARS
50YEARSAND ABOVE

55
`

Chart4.1.1:ChartShowingtheAgeoftheResponde
nts

INTERPRETATION
From the Above table, its interpreted that 59.4%
of the respondents are 20-30 years,31.6% of the
respondents are 31-40 years,7.5% of the
respondents are 41- 50 years,1.5% of the
respondents are 50 years and above.

INFERENCE

Majority(59.4%)oftherespondentsfrom20-30Years.

56
`

Table4.1.2:Tableshowingthegender

PARTICULAR NO. OF PERCENTAGE

S RESPONDENTS
Male 78 58.6%
Female 55 41.4%
Total 133 100

GENDER

41%
59%

Male
Female

Chart4.1.2:ChartShowingtheGender

INTERPRETATION
FromtheAbovetable,it’sinterpretedthat58.6%ofthe
respondentsareMale, 41.4% of the respondents

57
`

are Female.

INFERENCE

Majority(58.6%)oftherespondentsfrom Male.

58
`

Table4.1.3:TableShowingtheEducationalQualifi
cation

PARTICULAR NO. PERCENTAGE

S OFRESPONDEN
TS
UnderGraduat 31 23.3%
e
Post Graduate 67 50.4%
Diploma 24 18%
Others 11 8.3%
Total 133 100

EDUCATIONALQUALIFICATION

others
8%Under Graduate
Diploma23%
18%
UnderGraduate post graduate Diploma
others

postgraduate 51%

4.1.3:ChartShowingtheEducationalQualification

INTERPRETATION

From the Above table, it’s interpreted that 23.3%

59
`

of the respondents are Under Graduate, 50.4 %

of the respondents are Post Graduate, 18 % of
the respondents are Diploma and 8.3 % of the
respondents are others.

INFERENCE

Majority(50.4%)oftherespondentsfromPostGraduate.

60
`

Table4.1.4:TableShowingtheDepartment

PARTICULA NO. OF PERCENTAGE

RS RESPONDENTS
Finance 17 23.3%
HR 39 50.4%
Production 10 18%
Sales 32 8.3%
others 15 9%
Total 133 100

DEPARTMENT

FinanceHR
8%8%
21% Production
17% SalesOthers

46%

Chart4.1.4:ChartShowingtheDepart

mentINTERPRETATION

FromtheAbovetable,it’sinterpretedthat23.3%oftheres
pondentsarefinance
50.4%oftherespondentsareHR,18%oftherespondents
61
`

areProduction,and8.3
%oftherespondentsaresales,9%oftherespondentsare
others.

INFERENCE

Majority(50.4%)oftherespondentsfromHR.

62
`

Table4.1.5:TableShowingtheDesignation

PARTICULAR NO. OF PERCENTAGE

S RESPONDENT
S
AssistantExe 23 17.3%
cutive
Finance
HRManagers 33 24.8%
ProductionHea 46 34.6%
d
Sales 16 12%
Executive
Others 15 11.3%
Total 133 100

DESIGNATION

AssistantExecutiveFinance HRManagers
11% 17% ProductionHead
12% SalesExecutive Others

25%

35%

4.1.5:ChartShowingtheDesignation.

INTERPRETATION

From the Above table, it’s interpreted that 17.3

63
`

%of the respondents are Assistant Executive

Finance, 24.8 %of the respondents are HR
Managers, 34.6% of the respondents are
Production Head,11.3 %of the respondents are
Sales Executive, and 12%of the respondents are
others.

INFERENCE

Majority(34.6%)oftherespondentsfromProduction.

64
`

Table4.1.6:TableShowingtheIncomeoftheResp
ondentsperMonth

PARTICULAR NO. OF PERCENTAGE

S RESPONDENT
S
10000to25000 57 42.9%
25000to45000 48 36.1%
45000to60000 27 21.1%
60000andabov 10
IncomeoftheRespondentsperMonth 7.5%
e
Total 133 100
7%
20%
40%

10000to25000
25000to 45000
33% 45000to 60000
60000and above

65
`

Chart4.1.6:ChartShowingIncomeoftheRes
pondentINTERPRETATION

From the Above table, it’s interpreted that

42.9%of the respondents are10000 to 25000,
36.1%respondents are25000 to 45000,21.1%of
the respondents are45000 to 60000, and 7.5 %of
the respondents are60000 and above.

INFERENCE

Majority(42.9%)oftherespondentsfrom10000to25000.

66
`

A. RECRUITMENTANDSELECTION

Table4.1.7:Tableshowingthejobsandge
tplacement

PARTICULAR NO. OF PERCENTAGE

S RESPONDENT
S
Placementcells 30 23.3%
Throughwebsit 60 45.1%
es
Newspaper 28 21.5%
advertiseme
nt
Referrals 15 11.3%
Total 133 100

jobsandgetplacement

11% Placement cells Throughwebsites

23%
Newspaperadvertisement
21% Referrals

45%

Chart4.1.7:ChartShowingtheIncomePerM
onth
67
`

INTERPRETATION

From the Above table, it’s interpreted that

23.3%of the respondents arePlacement cells,
45.1%respondents are through websites,
21.5%of the respondents are

Newspaperadvertisementand11.3%oftherespondents
are referrals.

INFERENCE

Majority(45.1%)oftherespondentsfromThroughWebsit
es.

68
`

Table4.1.8:Tableshowingthelettersyoureceived
fromthecompany

PARTICULAR NO. OF PERCENTAGE

S RESPONDENT
S
Offerletter 44 33.1%
Acceptancelett 39 29.3%
er
Joiningletter 33 24.8%
None 16 12.0%
Total 133 100

lettersyoureceivedfromthecompany
12%
33%
25%

30%

Offer letter Acceptanceletter Joiningletter

None

Chart4.1.8:Chartshowingthelettersyoureceivedf
romthecompany

69
`

CHAPTER5
FINDINGS
 59.4% of the respondents are 20-30
years,31.6% of the respondents are 31-40
years,7.5%oftherespondentsare41-
50years,1.5%oftherespondentsare50 years and
above.

 58.6%oftherespondentsareMale,41.4%oftherespon
dentsareFemale.

 23.3% of the respondents are Under Graduate,

50.4 % of the respondents are Post Graduate,
18 % of the respondents are Diploma and 8.3
% of the respondents are others.

 23.3%oftherespondentsarefinance

 50.4%oftherespondentsareHR,18%oftheresponden
tsareProduction,and
8.3%oftherespondentsaresales,9%oftheresponden
tsare others.

 17.3 %of the respondents are Assistant

Executive Finance, 24.8 %of the respondents
70
`

are HR Managers, 34.6% of the respondents

are Production Head,11.3 %of the respondents
are Sales Executive, and 12%of the
respondents are others.

 42.9%oftherespondentsare10000to25000,36.1%re
spondentsare25000 to
45000,21.1% of the respondents are 45000 to
60000, and 7.5 % of the respondents are
60000 and above.

 23.3%of the respondents are Placement cells,

45.1%respondents are through
websites,21.5%oftherespondents
areNewspaperadvertisementand11.3%of the
respondents are referrals.

 33.1%of the respondents are Offer letter, 29.3

%respondents are Acceptance letter,24.8% of
the respondents are Joining letter and 12.0%of
the respondents are None.

 25.8%of the respondents are About Company,

37.6%respondents are Product Training,25.6%
71
`

of the respondents are Legal &Statutory

legislation and 9.8%of the respondents are
none

72
`

SUGGESTIONS&RECOMMENDATIONS

 ThePerformanceAppraisalofemployeeisevaluat
edonthebasisof360-degree feedback or 180-
degree feedback.
 The Organization should focus on mentor
system intend to help employees in their career
progression.
 TheOrganizationshouldconductPsychometrictestsf
oremployees.
 TheTrainingshouldbemandatoryforalllevelof
employees.
 TheDepartmentsshoulddevelopconstructiveattitude
towards eachother.
 The company should give the appropriate
recognition for the contributions and
accomplishments made by employees.
 Aflexiblerewardsystemshouldbeadoptedbyorga
nizationtoimprove employee motivation.
 Amoretransparentandfullproofcommunicationsy
73
`

stemdevelopedinthe organization.
 Replacingthelacunainthecurrentsystem.
 Wagesandsalaryadministrationprocessshouldhave
amore scientific

 Approachlayingstressonequalwagesforequalworkd
one.

74
`

CONCLUSION

ThisStudyshowsthat

 The Policy of the company provides facilities

for all round growth of Individuals bytrainingin-
houseandoutsidetheorganization,
Reorientation,lateralmobility and self-
development through self-motivation.
 The Policy grooms every individual to realize
his potential in all facets While contributing to
attain higher organizational and personal goals.
 The Policy builds teams and foster team-work
as the primary instrument in all activities.
 The Policy implements equitable, scientific and
objective system of rewards, incentives and
control.
 The Policy recognizes worth contributions in
time and appropriately, so as to maintain a high
level of employee motivation and morale.
75
`

 The employees agree on the part of their

performance that they know what is expected
from them?
 Theemployeesunderstandhowtheirworkgoalsrelatet
ocompanygoals.
 Companyinspirestheemployeestodotheirbestworke
veryday.
 The employees are not satisfied with the
communication and decision-making process
as it leaks the information related to
organization.
 The employeesdonotreceive the appropriate
recognitionand rewardsfor their contributions
and accomplishments.
 The employees feel that they are not paid fairly
for the contributions they make to company’s
success.

76
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(2000).HumanResourcePlanninginJordan:ACh
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(1997).Humanresourcepoliciesandcompanyperf
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