Employee Perception About Organization HR Practices & Culture

Employee Perception about Organization HR Practices & Culture
CHAPTER 1
INTROUDUCTION ABOUT THE INTERNSHIP
Organization is a place where the entire employees are going to work together. Commonly
in any organization perception towards the work and organizational Human recourse practices
play the very important role. Human Resource practices in organization describe about the
perception of the employee towards the job and organization. In my Internship study I focused
on the Human Resources practices and Culture of the BSSK Factory, its situated near 5 km to the
Hallikhed village.
In any organization HR practices play the very important role in the development of the
organization and its keep the employee happy with there work. Organization working culture is
going to define the employee perception about the organization and HR Practices. In a present
situation many organizations are focusing to create employees friendly environment and working
condition. Due to the bad Culture and unfriendly HR practices employees are leaving their job or
they changing their work place one organization to another organization and its also somewhere
becoming the trend of the employees in the organization.
The best HR practice in a organization are going to create a good working culture of the
organization. This study brings about the organization culture HR aspects of the employee’s in
the factory. The culture of the organization consists of the values and beliefs of the people in an
organization that support the organizational goals, Organizational culture have an impact on
employees satisfaction. This also describes different dimensions of organizational performance.
Research shows that if employees are committed or having the same norms and values per
organization have, can increase the performance towards achieving the over all organizational
goals.
The review states that various attributes of organization culture have the positive
influence on the performance of the employees in an organization. The organization culture is
the system of shared meaning held by members distinguishes another organization from another
organization. The system shared meaning is key characteristics that organization values.
VISVESVARAYA TECHNONOLOGICAL UNIVERSITY Page 1

TOPIC CHOSEN FOR THE STUDY
For my Internship work in the BSSK Sugar Factory LTD, I chosen the topic“EMPOLYEE
PERCEPTION ABOUT ORGANIZATON HR PRACTICES AND CULTURE
NEED FOR THE STUDY
A best organizational HR Practices and culture is essential to understand the employees

perception towards the organization
 Understanding the employee’s perception in the organization.
 HR Practices and Culture are different from organization to organization, so improving

organizational culture to promote the employees for doing the work.
 Organizational culture is changing according to the working condition of factory for that
reason factory should update to there employees
 Creating and developing the employee friendly Culture and environment.
 Improve the productivity and quality of work.

OBJECTIVES OF THE STUDY
 To study the HRM practices in a factory.
 To analyze the ethical and cultural context of the factory.
 To study the existing culture of the organization and its impact on employees behavior.
 To know the employees and employers relationship in the factory.
 To analyze the external environmental context of the factory.
SCOPE OF THE STUDY
The scope of the study is vast; the study aims to understand the BSSK Ltd HR practices
and culture of the factory. The main purpose of study is focus on the HR Practices and culture of
the BSSK Ltd, and also learns about those HR Practices and culture in the factory.
It extremely important that factory should provide and give the good HR polices and set
employee friendly environment in the factory.

METHODOLOGY ADOPTED
The research design is the arrangement of conditions for collection and analysis of data.
The research design is undertaken for the study in descriptive. In which collected data from the
employee in the factory by asking the open ended questions.
Sources of Data:-
1. Primary Data
Primary data is collected for the first time by the employees of the factory by
questionnaire method. It’s a first hand data and fresh, in which for collecting the data 100
employees are chosen as a sample. Survey is conducted while working hour of the employee
and collect a primary data from them.
2. Secondary Data
In which data is collected from the followings
 Intranet
 Magazines
 News Papers
 Factory annual Reports
 Brochures
These are the main sources in collecting the secondary data, some of the data is collected
from the previous projects report also they undergone in BSSK Ltd.

LITERATURE REVIEW
Organizational culture is conceptualized as shared beliefs and values within the organization
that helps to shape the behavior patterns of employees (Kotter and Heskett, 1992). Gordon and
Cummins (1989) define organization culture as the drive that recognizes the efforts and
contributions of the organizational members and provides holistic understanding of what and
how to be achieved, how goals are interrelated, and how each employee could attain goals.
Hofstede (1990) summarizes organization culture as collective process of the mind that
differentiates the members of one group from the other one.
Thus, we can deduce from above definitions that organizational culture could be the means of
keeping employees in line and acclimatizing them towards organizational objectives. Deal and
Kennedy, (1982) recognizes the link between culture and organizational excellent performances
via its human resource development programmers. These cultural values and human resource
development programmer are consistent with organizational chosen strategies that led to
successful organizations.
The organizational culture is outlined in Schein (1990) as overall phenomenon of the

organization such as natural settings, the rite and rituals, climate, values and programmers of the
company e.g. performance management, training and development, recruitment and selection,
etc.
According to Martins and Terblanche (2003), culture is deeply associated with values and
beliefs shared by personnel in an organization. Organizational culture relates the employees to
Organization’s values, norms, stories, beliefs and principles and incorporates these assumptions
into them as activity and behavioral set of standards. Klein, (1996) positioned organizational
culture as the core of organization’s activities which has aggregate impact on its overall
effectiveness and the quality of its product and services. Schein (2004) defined organizational
culture as a dynamic force within the organization which is revolving, engaging and interactive
and it is shaped up by the employees and management gestures, behaviors and attitudes.

Organizational culture is the basic pattern of shared assumptions, values and beliefs
considered to be the correct way of thinking about and acting on problems and opportunities
facing the organization. It is what is important and unimportant in the organization. It is often
thought of as organization’ DNA- i.e. invisible to the naked eye, yet a powerful template that
shapes what happens in the workplace. Hence why Schneider and Smith (2004) argues that
culture begins with leadership and passed on to the organizational members; it is seen as a set of
forces that shape and determine human behavior.
The culture of an organization is brought about as a result of different factors some of

which include the influences of national culture, previous events in the organization, the
different personalities and the socialization individual members experienced as a result of past
educational and work settings (Mahler, 1997). It includes the assumptions, values and beliefs of
organization. Assumptions are the shared mental models, the broad worldviews or theories in
use that people rely on to guide their perceptions and behaviors, for example, employees assume
that the company’s integrity to employees/staff compensation administration is one of the keys
to the company’s survival and success. Organization’s beliefs represent the individual’s
perceptions of reality.
Organizations differ in their cultural content in terms of the relative ordering of beliefs,
values and assumptions. For instance, some organization practices place a premium on their
recruitment and selection, training and development programmer, compensation administration
and even, performance management. Also, some place a premium on career development, goal
setting and pay-for-performance, all with the intent of maximizing employee performance and
customer service. This will help to create a culture of high performance across the organization.
An organizational culture can also influence the recruitment and selection activities of an
organization. This makes sense because good behavior is driven by ethical values. An
organization can guide the conduct of its employees by embedding ethical values in its culture.

Organizational culture is the social glue that bonds people together and makes them feel
part of the organizational experience. Employees are motivated to internalize the organization’s
dominant culture because it fulfils their needs for social identity. This social glue serves as a way
to attract new staff and retain top performers.
LIMITATIONS OF THE STUDY
 The study restricted to only BSSK Ltd sugar factory hallikhed.
 Collection of data collected from the employees of the factory.
 The study focused on only factory HR Practices and culture.
 The applicability of the findings of the study would be limited to

concerned sugar
Factory and may not be generalized for all the sugar.
 For Understanding culture of the factory few regular factory

farmers and trade
Union leader was taken the small interview.

CHAPTER 2
INDUSTRY PROFILE
Sugarcane has been widely cultivated in India since time immemorial. Its cultivation and
uses are mentioned in ancient Indian literature. During king’s administration in India lot of
travelers are visited to India and they written in their books about the sugarcane. The first sugar
factory was established in India dates back to 1610 by Captain Hippon at Masulipatam and
Petapoli on the coromondel coasts, and subsequently one at Surat on the west coast by captain
Best and Downton in 1612. The rapid development in sugarcane cultivation and sugar in India
industry in the country have earned India’s prestigious position among sugar producing nation in
the world. Today it maintains the second position, next to Brazil. The sugar industry has become
a major in socioeconomic transformation of rural India.
It’s universally known that India is the homeland of sugarcane and sugar. The cultivation
of sugar was written in the Kautilyas Arthshastra. Although sugarcane was being grown in India
from time immemorial and sugar produced in lumps during fourth century, there was no sugar
industry in India. It is said that first sugar plant in India was established by the French people at
Aska in Orissa in 1824. Not much is known about this factory.
Sugar is made from sugarcane, and was discovered thousands of years ago in New
Guinea. And then the route was traced to India and Southeast Asia. India was the first to begin
the production of sugar following the process of pressing sugarcane to extract juice and boil it to
get crystals. The government of India in 1950-51 made serious industrial development plans and
set many targets for production and consumption of sugar.
The plans laid by the government projected installment capacity for the sugar industry in its Five
Year Plans. India is well known as the original home of sugar and sugarcane. Indian mythology
supports the fact it contains legends showing the origin of sugarcane. Today India is the second
largest producer of sugarcane next to Brazil.

The sugar industry's contribution to the rural economy has significant social and economic
impact for the nation as well. The sugar industry is a green industry and is largely self- sufficient
in energy needs through utilization of biogases for generating electricity and steam. Sugar
industry is probably the only industry in the country which utilizes all its by-products
commercially by value addition thereby contributing towards the renewable power generation
and green bio-fuel namely, Ethanol. The National Policy on Bio-fuels, approved by the
Government, has targeted for a 20 percent ethanol blending programme by 20171 .
Around 327 B.C. sugarcane was an important crop in the Indian sub-continent when
Alexander the great, invaded India. The traditional sweeteners of India like Guru & Khandsari
are consumed mostly by the rural population in the country.
The first Sugar Company in India was set up in 1903 with a modest cane crushing
capacity with a few vacuum pan units established in sub-tropical belts of Uttar Pradesh and
Bihar. The first sugar manufacturing company for the production of white sugar was set up by
the Dutch in 1840, in north Bihar. The first successful sugar company was established in 1903 by
the British.
When the modern sugar industry was set up, it faced intense competition from the
factory made white sugar. India was the first to begin with the production of sugar by the process
of pressing sugarcane to extract juice and boil it to get crystals. In the early 1930’s nearly 2/3rd
of sugarcane production was used for the production of alternate sweeteners like Gur &
Khandsari. Because of the better standard of living and higher incomes, the sweetener demand
has shifted to white sugar. Nearly 1/3rd of the sugarcane production is used by the Gur &
Khandsari sectors2 .
In the year 1930 there was an advent of modern sugar processing industry in India which
was started with the grant of tariff protection to the sugar industry. In the year 1930-31 the
number of sugar mills increased from 30 to 135 with production of 100000 million tons of sugar
and they found adverse competition from Japanese sugar which was ruling the Indian market.
And in the year 1935-36 the production was increased from 1.20 lakh tons to 9.34 lakh tons
under the dynamic leadership of the private sector. In the year 1950-51 the era of planning for
industrial development began and the Government laid down targets of sugar production and
consumption.
In the year 2010-2011 the number of sugar mills increased to 527 mills which are in
operation with the production capacity of 239.807 million tons3 . Indian Sugar Industry
generates power for its own requirement and even gets surplus power for export to the grid based
on byproduct bagasse. Indian sugar production is poised to increase to 29.8 million metric tons
(raw value basis) in the marketing year 2012-2013 (October-September) due to an.

The government of India closely monitors sugarcane and its production as they have a
substantial effect on the lives of the people. The industry is governed by a variety of regulation
imposed by the central and the state government.
• Essential Commodities Act, 1955: -The objective of the EC Act is to control the
production, supply, distribution and trade and commerce in the essential commodity.
• Sugarcane (Control) Order, 1966: - Sugarcane (Control) Order, 1966 provides for price
(SMP) for sugarcane purchased by sugar mills during each sugar season (Clause 3), payment of
interest at 15% per annum on amounts due beyond 14 days of delivery of sugarcane at factory
gate (Clause 3(3-A), payment of additional cane price to the growers (Clause 5-A) regulation of
distribution and movement of sugarcane (Clause 6), licensing of power crushers and Khandsari
units and regulation, issue of directions to producers of Khandsari sugar (Clause - 8), power to
call for information etc. from producers (Clause - 9), power to entry, search and seizure (Clause
9-A) and delegation of powers conferred by the Sugar (Control) Order, 1966 to any officer or
authority of the central or state government.
• Levy Sugar Supply (Control) Order, 1979: -Levy Sugar Supply (Control) Order, 1979,
provides for powers to issue direction to producer or dealer for supply of levy sugar requisitioned
by the central government through an order made with reference to section 3(2) (f) of the E.C.
Act, 1955.
CHALLENGES OF INDIAN SUGAR INDUSTRY
India ranks first in sugar consumption and second in sugar production in the world.
Indian sugar industry has been facing raw material, and resource as well as infrastructural
problems. Globalization has brought a number of opportunities but at the same time posed
certain challenges before sugar industry. Mounting losses and decreasing net worth of sugar
factories have been responsible for sickness of sugar industry10. Sickness in sugar industry has
reached to an alarming proportion.
Indian sugar industry has been cash-striven for decades. Low cash inflow due to piling
stocks leads to serious financial crisis and finally to closing sugar factories. Sugar prices have
been a political issue rather than economical issue. Many a times it worsens the economy of
sugar factories. The main concern of sugar industry in India is fluctuations in sugarcane
production, due to inadequate irrigation facilities, lower sugarcane yield, and frequent droughts
in tropical and sub-tropical areas where sugarcane is grown on a large-scale.

India has to gear up to the new challenges of higher cane and sugar production to meet
the future requirement. With the present trend of sugarcane and sugar production India will be
hard, to sustain effort and is needed to increase the present trend of cane production to a level
that India becomes a sugarcane surplus country. Government controls on domestic sales and
exports make commercial planning very difficult. The strong refining and inventory financing
capacities needed to smoothen the sugar cycle.
COMPANY PROFILE
The Bidar Sahakari Sakkare Kharkhane, the oldest sugar producing cooperative in the
district, may not crush sugarcane this year. Bad debts and ineffective management have driven
the factory to this stage, allege farmers.
The other reasons they attribute include fall in total output of sugarcane, the resultant
high prices, lack of funds to clean and maintain machinery, settle dues of farmers and pay
labourers.
The factory in Hallikhed-Bujurg village, 30 km from the district headquarters, was started
in 1961-62, by collecting share capital from farmers. Successive governments have provided
working capital assistance before every crushing season. But the demand for converting these
government funds into state equity has not been met by the state government.
The amount of sugarcane crushed has varied over the years, though its optimum capacity
is 3,500 tonnes per day. The factory is supposed to function for a season of 100-120 days every

year. But since the quantum of cane crushed had dropped from four lakh tonnes to 70,000 tonnes
per season between 2013 to 2015, the unit has serviced only a sixth of the number of farm
families in an average year. This year, officials say, the factory may not begin crushing at all.
BSSK LTD. Hallikhed:
The Bidar co-operative sugar factory hallikhed was established in the year 1961-62 under
dynamic leadership of Mr. Gurupadappa m. Kheny. The factory started on the basis of co-
operative society system.Estimated cost of project was 3 cores and this occupies the area around
168 acres and its crushing capacity was 1250 TCD in 1969, in the year 1991-92 it was increased
to 2000 TCD.
Now it is 3500TCD. This factory is located near KARANJA River and it is 30 km away
from the Bidar and just 4 km away from the hallikhed. Bidar is centre place for transportation
because NH-9 Passes here and it also connects various talukas and districts.
The company has more than 1000 employees including administration and technical
experts. Human resources being the most important asset of the factory, all the efforts are made
to enhance the motivational level and efficiency of the employees.
In Karnataka state there are about 40 sugar industries are existing and out of 40, 20 are
in private sector, 18 are in cooperative sector and remaining 2 are in public sector. The sugar
industries are located in rural areas and have an intrinsic symbiotic relationship with rural
mass.
Some sugar industries are having its own cogent units which are supplying their surplus
power to state grids or to private parties
However, alleged non professional management practices, nepotism and even financial
irregularities have pushed the factory to making losses. It suffers from an accumulated loss of
Rs. 195 corer, half of which are estimated to be unpaid debts.
Two inquiries by the Department of Cooperation pointed out that the factory was buying
raw materials, other than sugarcane, at inflated prices and selling produce, including sugar and
bagasse, at lower than market prices. The inquiries also found that the factory was overstaffed,
with the total number of full time and part-time employees stretching beyond 1,100.
Administrative boards, headed mostly by politicians, including former minister late Mirajuddin
Patel, Subhash Kallur, Eshwar Khandre and Sanjay Kheny, have been at the helm of affairs at
the factory in the past. Mr. Kheny, the latest incumbent, has resigned, citing non-cooperation
from other board members.

OBJECTIVES OF THE COMPANY

The objectives of the company is to encourage proper development of agricultural
industries among members on co-operative lines by introducing the principles of co-operatives
and joint forming methods with a view to secure the advantages of modern large scale
agricultural to the owner or tenant cultivators of land.
To teach the members improved methods of cultivation of sugar cane and supply
seed ,material, implements etc. ,for growing sugar cane and other crops to promote agriculture
and industrial education among members.
To raise the share capital and to borrow capital necessary either on the security of the
property of the society or without such security from the co-operative societies or from
government. Or from financial institution like the industrial financial co-operation of India.
The life insurance corporation of the India, scheduled banks etc. for the purpose of the
societies. To enter into contract with co-operative societies and with the outside persons for the
purchase and sale of goods and to appoint agents on salary or commission basis for such
purchases or sales. To give members advances on the security of sugar cane and loans in kind for
the raise of crops and with the development of agriculture with prior permission of the director of
sugar and additional registrar of the co-operative societies, Bangalore.
Year 2015-2016 2014-2015 2013-2014
Crushing Capacity (M.T.) 3500 3500 3500
Cane Crushed (Lakh M.T. .68 4.39 4.19

)
Table No: 1
shows the Crushing details in BSSK Ltd

Sugar Produced .60 4.31 4.19

(Lakh/Qtl)
Sugar Recovery (%) 8.88 9.92 10.02
Molasses Produced 3032 ------ 17400

(M.T. )
Table no 2 shows production of sugar
PROFILE OF THE COMPANY
NAME OF THE FACTORY BSSK Ltd Hallikhed
Year of Establishment 1961-62
Crushing Season 1969-70
Location of the Unit. Just 4 KMS Away from Hallikhed, Bidar
Registration Number 1961
Registration Date 1903/RCN/1961
Address for Correspondence The Bidar Sahakar Sakkare Kharkhane

Ltd., Hallikhed

ORGANIZATION STRCTURE

PROMOTERS:-

THE BSSK Ltd sugar factory is a co- operative society in which the boards of directors
are elected by shareholders. Among the directors one will be the chairman and another will be
the vice – chairman, their term is 3 years.
Chairman will be elected from the board of directors every year.

Chairman and board of directors will decide the policy matters of the factory. Managing director
will be appointed by govt. of Karnataka. The chairman will be the chief executive.
THE BOARD OF DIRECTORS AND MANAGEMENT TEAM OF BSSK Ltd,

HALLIKHED
Producing Members
1. Sangamesh Kashinatharao Patil - President
2. Vajuddin .M.Nijomoddin Patel - Producer
3. Sanjay G Kheni - Producer
4. Anneppa Hanamantappa - Producer
5. Kiran Shankrappa Chanda - Producer
6. Bakkappa S Basareddy - Producer
7. Shivakumar RS - Producer
8. Ashok A.M Patil - Producer
9. Lakshmana Eshwrappa Bulla - Producer
10. Eramma Shankarao Patil - Producer
11. Kamalabai R Nitture - Producer
12. Parameshwar K Patil - Producer
Non-Producing Members
13. Dattatraya Vishwanath
CO-OPERATIVE GROUP MEMBER

14. Rajashekhar B Patil - Producer
District Co-Operative Bank

15. Bhimarao Basavaraj Patil - Producer
16. Vishwanath M - Selected by gov kar director
ADMINISTRATION DEPARTMENT:-

Administration department is the main department in the organization in their is total

number of 71 employees working in this department B.S.S.K Ltd is dividend into 8 sections and
they are as fallows.
1) Share sections.
2) Time and labor welfare.
3) Purchase section.
4) Store section.
5) Telephone operating.
6) Sales section.
7) Securities.
8) Account and cash
FINANCE DEPARTMENT:
Company was able to get the working capital finance to the extent of Rs, 42.52 cores. The
bankers of the company have expended their fullest co-operation in gander leasing working
capital requirement which enable the company to make payments. Of cane bills of the formers
the company has paid Rs.700 MT as first installment for the cane supply during the year the
finance department of the company hosts highly talented, qualified. Finance idling pay role
calculation and crediting salaries, maintaining complete books of the accounts and internal
auditing.
WORK FLOW MODEL

VISION

The B.S.S.K ltd. has created around 1000 direct employment to local rural folk & created
employment opportunities indirectly to the backward section of the community besides
providing an excellent market for the cane grower.
The setting up of the sugar factory in Hallikhed that would enable to create employment
opportunity in rural areas to the unemployed specially the weak and backward section of that
community not in the sugar unit in hallikhed but also in the ancillary units enabling them to
increase their purchasing power and consequent leading to higher living standards.
MISSSION
Production of white crystal sugar to meet the increased demand for domestic
consumption. Co-generation of 4.5 MW power for its own us
• Production of white crystal sugar of international standard.

• Expanding 2500 TCD sugar plant to 5000 TCD.
• Expanding co-gen plant to 4.5 MW of own use
QULITY POLICY
Providing good quality seed material and other input. And also providing training in
sugarcane cultivation etc.
• Latest technologies have been adopted to maintain high standard of quality with minimum
maintenance cost.
• Automatic belt conveyers have been employed which helps to save time, cost & manpower.
• Imparting training to the farmers in the field of use of rich quality seeds, economic
• Utilization of water, use of fertilizers and period of cultivation & harvesting methods, etc. In
order to grow quality cane of rich variety which yields more sugar recovery percentage?
• Continues improvement in quality, health, safety, and environment performance.
• Compliance of all applicable legal and other requirements.
• Improvement in quality of raw material input
• Technological innovations
• Prevention of pollution incidental to plant operation
• Conservation of natural resources

• Reduction of man days lost due to accidents

• Reduction of level of risk by improving working condition.
• Total involvement of employees through participative management activities and training to
create awareness and upgrade skill.
The policy is adopted as an integral part of business performance and we ensure to provide
adequate and appropriate resources to manage the system efficiency.
PRODUCT/SERVICES PROFILE AREAS OF OPERATIONS
1) SUGAR PRODUCTION:
The plant is capable of crushing about 3,500tones per day and would be producing export
quality crystal white sugar the latest techniques in the country. The factory has got one of the
most advanced technologies in India. Robust and reliable equipment of latest design high
efficiency and low power Consumption have been installed for continuous operation all around
the year.
Due to abundant cane available in the area of operation, a minimum duration for the
season is of 6 to 7 months which is assured i.e. to say about 6,53,043 lake tones of sugarcane was
crushed during the last season to produce around 6,46,500 lake quintals of sugar. When this is
done, the turn over of the company right from the beginning would be Rs.120cores.
2) POWER GENERATION:
The company ha undertaken to establish a mega project to generate power using non
conventional energy fuel i.e. Bagasse which is a by product coming pout of sugarcane and
available in plenty location employing very high pressure 967 (ate) and high efficiency boiler
and turbo generator sets. About 4.5 MW POWER IS GENERATED DURING THE SEASON
AND WILL Be used for captive consumption.
3). BY –PRODUCTS

The company has ambitious plans to utilize various by – products in a systematic way as
follows:
BAGASSE:
Bagasse is a fibrous residue of cane stalk that is obtained after crushing and extraction of
juice. It consist of water, fiber and relatively small quantities of soluble solids, the compensation
of bagasse varies based on the variety of sugarcane, maturity of cane, method of harvesting and
the efficiency of the sugar mill, the usual bagasse composition is given in exhibit 5 as shown
below.
Moisture 46%
Fibers 43%
Soluble solids 12%
Bagasse is usually as a combustible in the furnaces to product steam, which in turn is used to
 Power generation
 Paper production
 Particle board
 Cattle feed and furniture
MOLASSES
Molasses is the final effluent in the preparation of sugar by repeated crystallization. It’s
the end product from a refining process carried out yield sugar. Sucrose and invert sugars
constitute a major portion of molasses. The yield of molasses per ton of sugarcane varies in
the range of 3.5% to 4.5%. Molasses is mainly used for the manufacture of
 Ethyl alcohol (Ethanol)

 Yeast
 Cattle feed
 Portable liquor downstream value added chemical such as acetone, acetic acid,
butonol, acetic anhydride etc.
AREAS OF OPERATIONS:-

Its area of operation is extended up to 30 km of radius from the factory site
 Bidar
 Humanabad
 Basavakalyan
 Bhalki
 Chitguppa
 Kalaburagi
 Mannan Kheli
 Hallikhed, including small hamlets of Bidar district as well as Kalaburagi district.
INFRSTRCTURE OF FACILITES:-
 ROAD FACILITES: The factory is located opposite to the state highway road Bidar to
Kalaburagi.
 QUARTRS FACLITIES: The factory provides a grade quarters to officials and B grade
quarters to employees, those quarters are located near the factory premises, the factory
responsible for providing electricity and water facilities to their quarters .
 HOSPITAL FACILITIES: The factory providing hospital facilities to their employees.
 CANTEEN FACILITIES: The factory is providing canteen facilities to the employees.
 SCHOOL FACILITIES: The factory is providing school and school bus facilities to the
factory employee’s children.
 MEDICAL FACILITES: The factory is providing compensations and medical facilities
to their employees if accident occurs.
COMPETITORS
1. The Mahatma Gandhi Sahakari Sakkare Kharkhane Ltd, Bhalki, Dist Bidar
2. Naranja Sahakari Sakkare Kharkhane Niyamita. Imampur, Dist Bidar
3. Bhalkeshwar Sugars Ltd, Bajolga Cross, Bhalki, Dist Bidar
4. Triedent Sugars Ltd, Madhunagar, Zaheerabad, Dist Medak Telangana.

ACHIEVEMENTS:
 In the year 2008-09 Cane crushed 633043 Metric Tone,
 Sugar Bagged 461960 Quintals, Recovery 10.71%.
SWOT ANALYSIS OF THE FACTORY
 STRENGTHS:
1. Adequate infrastructure facilities.

2. Factory concentrates on product quality.
3. High production efficiency.
4. Raw Material availability.
5. Owen Power generation.
6. Large supply of fertilizers and good quality.
 WEAKNESSES:
1. Labour turner over is high.

2. Promotion procedure is rigid in the organization.
3. Backward in technology adopting.
4. Old and traditional equipments are using for the manufacturing.
5. Delay in payments.
6. No recognition and offers for the employees.

 OPPORTUNITIES:
1. Expansion of project like paper unit, ethanol production, bio-fertilizers

and power generation.
2. Cost of the production can be minimized by adopting the new
technology in the manufacturing the sugar.
3. If the all the departments make the computerized means time of the
employees save.
4. There is opportunity to factory to produce a more power generation for
its daily activities.
5. If the setup their own distillery unit they can get more profit.
 THRETS:
1. Strong competition from the neighboring factories such as MGSSK,

NSSK and others.
2. Government interfering the factory activities its leads to delay in the
factory activities.
3. Cost of production is higher compared to their competitors because of
the old and traditional manufacturing activities.
4. Non co-operation from the government of Karnataka in setting up of
new distillery units.
FUTURE GROWTH AND PROSPECTS
1) Expansion of company’s business

2) Distillery and Ethanol project
1) EXPANSION OF COMPANY’S BUSINESS

BBSK Ltd Directors are pleased to inform that the company has been permitted for the
enhancement in cane crushing capacity from 3500 to 4500 from the government of Karnataka in
its global investors meeting. But it’s presently facing lot of financial problems and lack of
growth in the factory. Government of Karnataka and co- operative ministry of the Karnataka
thinking that the make the renovation of the whole factory. In a present situation factory facing
the lack of assistance from the government. Factory MD said in a press meet this year crushing is

not going but from the next year onwards factory start the crushing by making the renovation
whole factory.
Further over company has undertaken expansion scheme to overcome operation problems
in the form of constructing an additional godown capacity of up gradation of boilers, additional
molasses tanks, additional staff quarters and such allied facilities.
2) DISTILLERY OR ETHANOL PROJECT
BBSK Ltd Board of directors has received a letter of intent from government of Karnataka
to take up distillery unit. Further our discussion and approval in the 7 th annual general
meeting to establish a distillery or ethanol project, the name of the company got the BBSK
Ltd and implementation of distillery project commenced by appointing M/S Vasantada
Sugar institute, pune , as a consultant for the said project.
FINANCIAL STATEMENT
Sl Particulars 2015 2016

no
LIBILITIES
1 Paid up share capital 1110034250.00 112885434.00
2 Share suspense 599105.00 536355.00
3 Reserve and surplus 304912697 308686937
4 Secured loan 151414788.00 1713728423.83
CURRENT LIABILITES
5 Due to customers 17313934.21 2755918.06
6 Due to contractors 30726209.83 393852173.65
7 Pay deductions 6270331.47 4362290.12

8 Others 30164048.11 26877189.28
9 Provisions 321595199.87 397488579.32
10 Audit objection 47692.90 173174.24
TOTAL ASSETS 2669232367.23 28959839449.97
11 Cash balance 2246059.27 3096736.13
12 Bank balance 63429231.15 28682920.62
13 Investments 9015208.52 12226889.52
14 Share investments 25531100.00 26726839.00
15 Current assets 779622611.11 6906454482.91
LOANS AND ADVANCES
16 Advances to suppliers 35971811.32 38619681.32
17 Advance to cane suppliers 8152229.32 584757.69
18 Advance to staff 9375229.32 9068313.10
19 Current deposits 5035634.42 4812444.666
20 Others 923440.54 15034086.05
FIXED ASSETS
21 Land 215594.13 215594.13
22 Buildings 19580054.73 19580054.73
23 Plant and Machinery 290920644.12 313846464.12
24 Road, sanitary and other works 12468684.06 12581739.06

25 Other assets 13764148.38 12581739.06
26 Expansion expanses 626146.29 563531.66
27 Misappropriation 64650.07 64650.07
28 Audit objection 141467.65 22048.99
29 Profit and loss account 1343078547.55 165412287.41
TOTAL 2669232367.23 2895983949.97
CHAPTER: 3
THEROTICAL BACHGROUND OF THE STUDY

Human Resource Management (HRM) is a relatively new approach to managing people

in any organization. People are considered the key resource in this approach. it is concerned with
the people dimension in management of an organization. Since an organization is a body of
people, their acquisition, development of skills, motivation for higher levels of attainments, as
well as ensuring maintenance of their level of commitment are all significant activities. These
activities fall in the domain of HRM.
Human Resource Management is a process, which consists of four main activities,

namely, acquisition, development, motivation, as well as maintenance of human resources.
Scott, Clothier and Spiegel have defined Human Resource Management as that branch of
management which is responsible on a staff basis for concentrating on those aspects of
operations which are primarily concerned with the relationship of management to employees and
employees to employees and with the development of the individual and the group.
Human Resource Management is responsible for maintaining good human relations in the
organization. It is also concerned with development of individuals and achieving integration of
goals of the organization and those of the individuals.
Northcott considers human resource management as an extension of general

management, that of prompting and stimulating every employee to make his fullest contribution
to the purpose of a business. Human resource management is not something that could be
separated from the basic managerial function. It is a major component of the broader managerial
function.
French Wendell defines Human resource management as the recruitment, selection,

development, utilization, compensation and motivation of human resources by the organization.
According to Edwin B. Flippo, Human resource management is the planning, organizing,

directing and controlling of the procurement, development, resources to the end that individual
and societal objectives are accomplished‖. This definition reveals that human resource (HR). This definition reveals that human resource (HR)
management is that aspect of management, which deals with the planning, organizing, directing
and controlling the personnel functions of the enterprise.
IMPORTANCE OF HUMAN RESOURCE MANAGEMENT
Human Resource Management has a place of great importance. According to Peter F.

Drucker, ―The proper or improper use of the different factors of production depends on the

wishes of the human resources. Hence, besides other resources human resources need more
development. Human resources can increase cooperation but it needs proper and efficient
management to guide it‖. This definition reveals that human resource (HR).
Importance of personnel management is in reality the importance of labour functions of

personnel department which are indispensable to the management activity itself. Because of the
following reasons human resource management holds a place of importance.
1. It helps management in the preparation adoption and continuing evolution of

personnel programmes and policies.
2. It supplies skilled workers through scientific selection process.
3. It ensures maximum benefit out of the expenditure on training and
development and appreciates the human assets.
4. It prepares workers according to the changing needs of industry and
environment.
5. It motivates workers and upgrades them so as to enable them to accomplish
the organization goals.
6. Through innovation and experimentation in the fields of personnel, it helps in
reducing casts and helps in increasing productivity.
7. It contributes a lot in restoring the industrial harmony and healthy employer-
employee relations.
8. It establishes mechanism for the administration of personnel services that are
delegated to the personnel department.
Thus, the role of human resource management is very important in an

organization and it should not be undermined especially in large scale enterprises. It is
the key to the whole organization and related to all other activities of the management
i.e., marketing, production, finance etc.
Human Resource Management is concerned with the managing people as

organizational resources rather than as factors of production. It involves a system to be
followed in business firm to recruit, select, hire, train and develop human assets. It is

concerned with the people dimension of an organization. The attainment of

organizational objectives depends, to a great extent, on the way in which people are
recruited, developed and utilized by the management. Therefore, proper co-ordination of
human efforts and effective utilization of human and others material resources is
necessary.
FUNCTIONS OF HUMAN RESOURCE MANAGEMENT
The main functions of human resource management are classified into two categories:
o Managerial Functions and

o Operative Functions
A. Managerial Functions
Following are the managerial functions of Human Resources Management.
1. Planning :
The planning function of human resource department pertains to the steps taken in
determining in advance personnel requirements, personnel programmes, policies etc.
After determining how many and what type of people are required, a personnel manager
has to devise ways and means to motivate them
2. Organization :
Under organization, the human resource manager has to organize the operative
functions by designing structure of relationship among jobs, personnel and physical
factors in such a way so as to have maximum contribution towards organizational
objectives. In this way a personnel manager performs following functions.
(a) Preparation of task force;
(b) Allocation of work to individuals;
(c) Integration of the efforts of the task force;
(d) Coordination of work of individual with that of the department.

3. Directing:
Directing is concerned with initiation of organized action and stimulating the

people to work. The personnel manager directs the activities of people of the organization
to get its function performed properly. A personnel manager guides and motivates the
staff of the organization to follow the path laid down in advance.
4. Controlling:
It provides basic data for establishing standards, makes job analysis and
performance appraisal, etc. All these techniques assist in effective control of the qualities,
time and efforts of workers.
B. Operative Functions: The following are the Operative Functions of Human Resource
Management.
1. Procurement of Personnel :
It is concerned with the obtaining of the proper kind and number of personnel
necessary to accomplish organization goals. It deals specifically with such subjects as the
determination of manpower requirements, their recruitment, selecting, placement and
orientation, etc.
2. Development of Personnel :
Development has to do with the increase through training, skill that is necessary
for proper job performance. In this process various techniques of training are used to
develop the employees. Framing a sound promotion policy, determination of the basis of
promotion and making performance appraisal are the elements of personnel development
function
3. Compensation to Personnel :
Compensation means determination of adequate and equitable remuneration of
personnel for their contribution to organization objectives. To determine the monetary
compensation for various jobs is one of the most difficult and important function of the
personnel management. A number of decisions are taken into the function, viz., job-

evaluation, remuneration, policy, inventive and premium plans, bonus policy and co-
partnership, etc. It also assists the organization for adopting the suitable wages and
salaries, policy and payment of wages and salaries in right time.
4. Maintaining Good Industrial Relation :

Human Resource Management covers a wide field. It is intended to reduce
strafes, promote industrial peace, provide fair deal to workers and establish industrial
democracy. It the personnel manager is unable to make harmonious relations between
management and lab our industrial unrest will take place and millions of man-days will
be lost. If lab our management relations are not good the moral and physical condition of
the employee will suffer, and it will be a loss to an organization vis-a-visa nation. Hence,
the personnel manager must create harmonious relations with the help of sufficient
communication system and co-partnership.
5. Record Keeping :
In record-keeping the personnel manager collects and maintains information concerned

with the staff of the organization. It is essential for every organization because it assists the
management in decision making such as in promotions.
6. Personnel Planning and Evaluation :

Under this system different type of activities are evaluated such as evaluation of
performance, personnel policy of an organization and its practices, personnel audit,
morale, survey and performance appraisal, etc.
HUMAN RESOURCE PRACTICES IN THE ORGANIZATION:
JOB ANALYSIS
Job Analysis is a procedure, by which pertinent information is obtained about a job, i.e., it is
a detailed and systematic study of information relating to the operation and responsibilities of a

specific job. An authority has defined job analysis as the process of determining, by observation and
study, and reporting pertinent information relating to the nature of a specific job. It is the
determination of the tasks which comprise the job and of the skills, knowledge, abilities and
responsibilities required of the worker for a successful performance and which differentiate one job
from all others
Job analysis provides the following information:

1. Job Identification: Its title, including its code number.
2. Significant Characteristics of a Job: It location, physical setting, supervision, union
jurisdiction, hazards and discomforts.
3. What the Typical Worker Does : Specific operation and tasks that make up an
assignment, their relative timing and importance, their simplicity, routine or complexity,
the responsibility or safety of others for property, funds, confidence and trust.
4. Which Materials and Equipment a Worker Uses: Metals, plastics, grains, yarns,
milling machines, punch presses and micrometers.
5. How a Job is Performed: Nature of operation - lifting, handling, cleaning, washing,
feeding, removing, drilling, driving, setting-up and many others.
6. Required Personal Attributes: Experience, training, apprenticeship, physical strength,
co-ordination or dexterity, physical demands, mental capabilities, aptitudes, social skills.
7. Job Relationship: Experience required opportunities for advancement, patterns of
promotions, essential co-operation, direction, or leadership from and for a job.
METHODS OF JOB ANALYSIS:
Four methods or approaches are utilized in analyzing jobs. These are

1. Personal Observation: The materials and equipment used, the working conditions and
probable hazards, and an understanding of what the work involves are the facts which
should be known by an analyst.
2. Sending out of Questionnaires: This method is usually employed by engineering
consultants. Properly drafted questionnaires are sent out to job-holders for completion
and are returned to supervisors. However, the information received is often unorganized
and incoherent. The idea in issuing questionnaire is to elicit the necessary information
from job-holders so that any error may first be discussed with the employee and, after due
corrections, may be submitted to the job analyst.
3. Maintenance of Long Records: The employee maintains a daily record of duties he
performs, marking the time at which each task is started and finished. But this system is
incomplete, for it does not give us any desirable data on supervisor relationship, the
equipment used, and working conditions. Moreover, it is time-consuming.
4. Personal Interviews may be held by the analyst with the employees, and answers to
relevant questions may be recorded. But the method is time-consuming and costly.
JOB DESIGN:
Job analysis helps in developing appropriate design of job to improve efficiency and
satisfaction. Job design is the process of deciding on the contents of a job in terms of its duties
and responsibilities, on the methods to be used in carrying out the job, in terms of techniques,
systems and procedures and on the relationships that should exist between the jobholder and his
superiors, subordinates and colleagues. It is a deliberate and systematic attempt to structure the
technical and social aspects of work so as to improve technical efficiency and job satisfaction.
Job design is an attempt to create a match between job requirements and human attributes. It
involves both organizing the components of the job and the interaction patterns among the
members of a work group.
RECRUITMENT AND SELECTION
Recruitment means search of the prospective employee to suit the job requirements as
represented by job specification–a technique of job analysis. It is the first stage in selection

which makes the vacancies known to a large number of people and the opportunities that the
organization offers. In response to this knowledge, potential applicants would write to the
organization. The process of attracting people to apply in called recruitment.
According to Edwin B. Flippo: Recruitment is the process of searching for prospective

employees and stimulating them to apply for jobs in the organization.
SOURCES OF RECRUITMENT:
The various sources of recruitment are generally classified as internal source and external source.
(a) Internal Sources : This refers to the recruitment from within the company. The
various internal sources are promotion, transfer, past employees and internal
advertisements.
(b) External Sources : External sources refers to the practice of getting suitable
persons from outside. The various external sources are advertisement, employment
exchange, past employees, private placement agencies and consultants, walks-ins,
campus recruitment, trade unions, etc.
The following external sources of recruitment are commonly used by the big enterprises:
1. Direct Recruitment: An important source of recruitment is direct recruitment by placing

a notice on the notice board of the enterprise specifying the details of the jobs available.
It is also known as recruitment at factory gate.
2. Casual Callers or Unsolicited Applications: The organizations which are regarded as
good employers draw a steady stream of unsolicited applications in their offices. This
serves as a valuable source of manpower. If adequate attention is paid to maintain
pending application folders for various jobs, the personnel department may find the
unsolicited applications useful in filling the vacancies whenever they arise. The merit of
this source of recruitment is that it avoids the costs of recruiting workforce from other
sources.
3. Media Advertisement: Advertisement in newspapers or trade and professional journals
is generally used when qualified and experienced personnel are not available from other
sources. Most of the senior positions in industry as well as commerce are filled by this

method. The advantage of advertising is that more information about the organization job
descriptions and job specifications can be given in advertisement to allow self-screening
by the prospective candidates. Advertisement gives the management a wider range of
candidates from which to choose. Its disadvantage is that is may bring in a flood of
response, and many times, from quite unsuitable candidates.
4. Employment Agencies: Employment exchanges run by the Government are regarded as
a good source of recruitment for unskilled, semi-skilled and skilled operative jobs. In
some cases, compulsory notification of vacancies to the employment exchange is
required by law. Thus, the employment exchanges bring the jobs givers in contact with
the job seekers.
5. Management Consultants: Management consultancy firms help the organizations to
recruit technical, professional and managerial personnel they specialize middle level and
top level executive placements. They maintain data bank of persons with different
qualifications and skills and even advertise the jobs on behalf their clients to recruit right
type of personnel.
6. Educational Institutions or Campus Recruitment: Jobs in commerce and industry
have become increasing technical and complex to the point where school and college
degrees are widely required. Consequently big organizations maintain a close liaison with
the universities, vocational institutes and management institutes for recruitment to
various jobs.
7. Recommendation: Applicants introduced by friends and relatives may prove to be a
good source of recruitment. In fact, many employers prefer to take such persons because
something about their background is known. When a present-employee or a business
friend recommends some one for a job, a type of preliminary screening is done and the
person is placed on a job.
SELECTION PROCESS:
The selection process begins with the job specification. The more dearly and precisely it
is done the less would be the number of qualified applicants. Suppose the purpose is to select

management trainees. If the qualification prescribed is MBA, the number of applicants may
be in hundred. If the qualification is graduation in any discipline, the number of applicants
may be in thousand. Of course, the reputation of the firm, the job content, compensation
package, location, etc. also influences the response to any, recruitment drive. But Job
specification does play an important role m deciding the quantity and, quality of response
from prospective applicants.
The selection process covers the period from the job specification and initial contact with
the applicant to his final acceptance or rejection. The successive stages in the selection
process are referred to as hurdles that the applicants should cross. Not all selection processes,
however, include all these stages. The complexity of the selection process usually increases
with the increase in the skill level and job level (responsibility and accountability) of the
position for which selection is being made. The sequencing of the hurdles also may vary
from job to job and organization to organization.
Initial Screening: The initial screening and/or preliminary interview is done to limit the
costs of selection by letting only suitable candidates go through the further stages in
selection. At this stage, usually a junior executive either screens all enquiries for positions
against specified norms (in terms of age, qualifications and experience) through preliminary
interview where information is exchanged about the job, the applicant and the, mutual
expectations of the individual and the organization.
Application Form : The application form is usually designed to obtain information on

various aspects, of the applicant‘s social, demographic, academic and work-related
background and references. The forms may vary for different positions some organizations
may not have any form specially designed instead, ask the candidates to write applications on
a plain sheet.
Tests: A test is a sample of an aspect of an individual‘s behavior, performance or

attitude. It also provides a systematic basis for comparing the behavior, performance or
attitude of two or more persons. Tests serve as a screening device and provide supplementary

inputs in selection decisions. Their value lies in the. fact that they serve additional predictors
intended to make selection decision more apt and accurate.
Aptitude Tests: Aptitude refers to one‘s natural propensity or talent or ability to acquire
a particular skill. While intelligence is a general trait, aptitude refers to a more specific
capacity or potential. It could relate to mechanical dexterity, clerical, linguistic, musical
academic etc.
INTERVIEW
Interview is an oral examination of candidates for employment. No selection process is

complete without one or more interviews. Interview is the most common and core method of
both obtaining information from job-seekers, and decision-making on their suitability.
Interviews usually take place at two crucial stages in the selection process, i.e., at the
beginning and in the end. Interviews can differ in terms of their focus and format. Usually
several individuals interview one applicant. This is called panel interview. Such panels usually
consist of representatives from-personnel and concerned operating units/line functions. In this
method, usually, applicants get screened from one stage to another, at least in the initial stages.
The interviews can be structured or unstructured general or in-depth. Some times where the job
requires the job holder to remain claim and composed under pressure, the candidates are
intentionally objected to stress and strains in the interview by asking some annoying or
embarrassing questions. This type of interview called the stress interview.
PERFORMANCE APPRAISAL:

Performance appraisal or Performance evaluation is a method of evaluating the behavior

of employees in a work place, normally including both the quantitative and qualitative aspect of
job performance. Performance here refers to the degree of accomplishment of the tasks that
makeup an individual‘job. It indicates how well an individual fulfilling the job demands.
Performance is measured in terms of results. Thus, Performance appraisal is the process of
assessing the performance or progress of an employee, or a group of employees on the given job,
as well as his potential for future development. Thus, performance appraisal comprises all formal
procedures used in organizations to evaluate contributions, personality, and potential of
individual employees. In other words, performance appraisal includes the comparison of
performance scales of different individuals holding similar areas of work responsibilities and
relate to determination of worth of the scales for the achievement of organization objective.
According to Edwin Flippo, Performance appraisal is the systematic, periodic and an

impartial rating of an employee‘s excellence in matters pertaining to his present job and his
potential for a better job.
PURPOSE OF PERFORMANCE APPRAISAL
The following are the main purposes of performance appraisal.
1. Appraisal Procedure: It provides a common and unified measure of performance

appraisal, so that all employee are evaluated in the same manner. It gives an in
discriminatory rating of all the employees.
2. Decision Making: Performance appraisal of the employees is extremely useful in the
decision making process of the organization. In selection, training, promotion, pay
increment and in transfer, performance appraisal is very useful tool.
3. Work Performance Records: Performance appraisal gives us complete information
in the form of records regarding every employee. In the case of industrial disputes
even arbitrator accepts these records in the course of grievance handling procedure.
4. Employees Development: Performance appraisal guides the employees in removing
their defects and improving their working. The weaknesses of the employee recorded
in the performance appraisal provide the basis for an individual development

programme. If properly recorded and used, the performance appraisal gives the fair
opportunities to employees to correct and rectify their mistakes.
5. Enables Supervisors to be More Alert and Competent: Performance appraisal
enables supervisor to be more alert and competent and to improve the quality of
supervision by giving him a complete record of employee's performance. He can guide
an employee, where he is prone to commit mistakes.
6. Improves Employer Employee Relations: Performance appraisal is not only a useful
guide for the supervisors and employees but it improves the employer-employee
relations by creating a more conductive and amicable atmosphere in the organization.
It also stimulates free exchange of thoughts and ideas between the supervisor and his
men. In this way performance appraisal bridges the emotional gap between the
employer and employee by bringing them more close and by reducing man-to-man
differences in the organization.
JOB EVALUATION
According to Wendell French, job evaluation is a process of determining the relative

worth of the various jobs within the organization, so that differential wages may be paid to jobs
of different worth. The relative worth of a job means relative value produced. The variables
which are assumed to be related to value produced are such factors as responsibility, skill, effort
and working conditions.
Job evaluation is a process of comparing jobs with other jobs in terms of the demand a
job makes on the worker.lt does not set the price of a job; it merely fixes its relative worth. It
presents an effort to determine the relative value of every job in a plant, and to determine what
the fair basic wage for such a job should be. It is not evaluating the ,merit of the worker who is
doing the work. It rates the job and not the qualities of the individual worker on the job, which is
the task of employee rating.
TRAINING AND DEVELOPMENT

Training is an organized activity for increasing the knowledge and skills of people for a
definite purpose. It involves systematic procedures for transferring technical know-how to the
employees so as to increase their knowledge and skills for doing specific jobs with proficiency.
In other words, the trainees acquire technical knowledge, skills and problem solving ability by
undergoing the training programme. According to Edwin B. Flippo, Training is the act of
increasing the knowledge and skills of an employee for doing a particular job. Training involves
the development of skills that are usually necessary to perform a specific job. Its purpose is to
achieve a change in the behavior of those trained and to enable them to do; their jobs better.
Training makes newly appointed workers fully productive in the minimum of time. Training is
equally necessary for the old employees whenever new machines and equipment are introduced
and/or there is a change in the techniques of doing the things. In fact, training is a continuous
process. It does not stop anywhere. The managers are continuously engaged in training their
subordinates. They should ensure that any training programme should attempt to bring about
positive Changes in the (i) Knowledge, (ii) skills, and (iii) attitudes of the workers. The purpose
of training is to bring about improvement in the performance of work. It includes the learning of
such techniques as are required for the better performance of definite task.
There is a growing realization about the importance of training in Indian organizations,

specially after globalization. This has posed a lot of challenges to Indian industries. Without
efficiency, effectiveness and competency, it would be impossible to survive and to be
internationally competitive, all out efforts are required. Quality innovation, technology
upgradation,cost reduction and productive work culture, have thus become the slogans of every
industry, which no organization will be able to achieve without continuously training its human
resources. Justifiably, therefore, there is an upward trend in investment in training in many
organizations. But increasing the investment in training and hiking training budgets is not going
to achieve desired results. There are certain fundamentals and basic in training which must be
given due importance if investments have to bring in returns.
Training generally is intended to provide training experiences that help people perform
efficiently in their present and future jobs. Training is a process in which abilities are developed
into specific required skills knowledge or attitudes.
NEED AND IMPORTANCE OF TRAINING

1. Increasing Productivity: Instruction can help employees increase their level of

performance on their present job assignment. Increased human performance often
directly leads to increased operational productivity and increased company profit. Again,
increased performance and productivity, because of training, are most evident on the part
of new employees who are not yet fully aware of the most efficient and effective ways of
performing their jobs.
2. Improving Quality: Better informed workers are less likely to make operational
mistakes. Quality increases may be in relationship to a company product or service, or in
reference to the intangible organizational employment atmosphere.
3. Helping a Company Fulfill its Future Personnel Needs: Organizations that have a
good internal educational programme will have to make less drastic manpower changes
and adjustments in the event of sudden personnel alternations. When the need arises,
organizational vacancies can more easily be staffed from internal sources if a company
initiates and maintains and adequate instructional programme for both its non-supervisory
and managerial employees.
4. Improving Organizational Climate: An endless chain of positive reactions results from
a well-planned training programme. Production and product quality may improve;
financial incentives may then be increased, internal promotions become stressed, less
supervisory pressures ensue and base pay rate increases result. Increased morale may be
due to many factors, but one of the most important of these is the current state of an
organization’s educational Endeavour.
5. Improving Health and Safety: Proper training can help prevent industrial accidents. A
safer work environment leads, to more stable mental attitudes on the part of employees.
Managerial mental state would also improve if supervisors now that they can better
themselves through company-designed development programmes.
6. Personal Growth: Employees on a personal basis gain individually from their exposure
to educational experiences. Again, Management development programmes seem to give
participants a wider awareness, an enlarged skin, an enlightened altruistic philosophy,
and make enhanced personal growth possible.
METHODS OF TRAINING

The following methods are generally used to provide training:
On-the-Job Training Methods: This type of training is imparted on the job and at the
work place where the employee is expected to perform his duties. It enables the worker to get
training under the same working conditions and environment and with the same materials,
machines and equipments that he will be using ultimately after completing the training. This
follows the most effective methods of training the operative personnel and generally used in
most of the individual undertaking.
1. On Specific Job: On the job training methods is used to provide training for a
specific job such a electrician motor mechanic pluming etc.
2. Job Rotation: The major objective of job rotation training is the broadening of
the background of trainee in the organization. If trainee is rotated periodically
from one job to another job, he acquires a general background. The main
advantages are it provides a general background to the trainee, training takes
place in actual situation, competition can be stimulated among the rotating
trainees, and it stimulates a more co-operative attitude by exposing a man to
other fellow problem and view-points.
3. Apprenticeship: Under this method, the trainee is placed under a qualified
supervisor or instructor for a long period of time depending upon the job and
skill required. Wages paid to the trainee are much less than those paid to
qualified workers. This type of training is suitable in profession, trades, crafts
and technical areas like fitter, turner, electrician, welders, carpenters etc.
OFF-THE-JOB TRAINING METHODS
1. Special Courses and Lectures: Lecturing is the most traditional form of formal training
method Special courses and lectures can be established by business organizations in
numerous ways as a part of their development programmes. First, there are courses,
which the reorganizations themselves establish to be taught by members of the
organizations. Some organizations have regular instructors assigned to their training and
development such as Tata and Hindustan Lever in private sector; Life Insurance

Corporation. State Bank of India and other nationalized commercial banks, Reserve
Bank, Hindustan Steel, Fertilizer Corporation and many others in public sector.
2. Conferences: This is also an old method, but still a favorite training method. In order to
escape the limitations of straight lecturing many organizations have adopted guided,
discussion type of conferences in their training programmes. In this method, the
participants pools, their ideas and experience in attempting to arrive at improved methods
of dealing with the problems, which are common subject of discussion; Conferences may
include buzz sessions that divide conferences into small groups of four or five intensive
discussion.
3. Brainstorming : This is the method of stimulating trainees to creative thinking This
approach developed by Alex Osborn seeks to reduce inhibiting forces by providing for a
maximum of group participation and a minimum of criticism. A problem is posed and
ideas are invited. Quantity rather quality is the primary objective. Ideas are encouraged
and criticism of any idea is discouraged. Chain reactions from idea to idea often develop.
Later these ideas are critically examined. There is no trainer in brainstorming and it has
been found that the introduction of known exports into it will reduce the originality and
practicability of the group contribution, Brainstorming frankly favors divergence, and his
fact may be explain why brainstorming is so little used as yet in developing countries
where no solutions ought to carry the highest premium.
4. Case Studies: This technique, which has been developed, popularized by the Harvard
Business School, U.S.A is one of the most common form of training. A case is a written
account of a trained reporter of analyst seeking to describe an actual situation. Some
causes are merely illustrative; others are detailed and comprehensive demanding
extensive and intensive analytical ability. Cases are widely used in variety of
programmes. This method increases the trainee‘s power of observation, helping him to
ask better questions and to look for broader range of problems.

CHAPTER -4
ANALYSIS AND INTRPRETATION OF THE D
Table No:-1
TABLE SHOWING THE RESPONDENTS AGE
Sl no Particulars No of Respondents Percentage
01 20 - 30 02 2%
02 31 - 40 60 60%
03 41- 60 38 38%
Total 100 100
70
60
50
40
Column3
30
20
10
0
20 -30 31 -40 41 -60
Analysis: From the above graph shows that 2% of respondents fall below age 20, and 60% are
fall 31 -40 age and 38% fall under 41- 60.
Interpretation: Oral feedback is the preferred more respondents from the 21 -40 age group.

Table No:-2
TABLE SHOWING THE GENDER OF THE EMPOLYEES
Sl No Particulars No. of respondents Percentage
01 Male 87 87%
02 Female 13 13%
Total 100 100
13.00%
Male
Female
87.00%
Analysis: From the above graph shows that 13% are female employees and remaining 87% are
male employees.
Interpretation: Oral feedback is preferred the male employees more than the female.

Table No:-03
SHOWING THE MARITAL STATUS OF THE EMPLOYEES
Sl No Particulars No, Of respondents Percentage
01 Married 91 91%
02 Unmarried 9 9%
Total 100 100
100
90
80
70
60
50 Series 1
40
30
20
10
0
Married Unmarried
Analysis: The above graph shows that 91% are married employees and remaining 9% are
unmarried.
Interpretation: Oral feedback is preferred more respondents are married comparing to the
unmarried respondents.

Table No:-4
SHOWING THE EDUCATION OF THE EMPOLYEES
Sl NO Particulars No, Of respondents Percentage
1 PUC 30 30%
2 ITI 20 20%
3 Degree 35 35%
4 Post graduate 15 15%
Total 100 100
Edcation qulification of employees

40
35
30
25
Series 1
20
15
10
0
PUC ITI DEGREE POSTGRDUATE
Analysis: Above graph shows that 30% are PUC, 20% are ITI, 35% are degree and 15% are PG
completed employees are working there.

Interpretation: The oral feedback is more collected from the degree and PG completed
employees.
Table No: - 5
SHOWING THE EMPOLYEE PROGRAMES NEED TO BE LAUNCHED
1 Agree 35 35%
2 Strongly agree 20 20%
3 Disagree 10 10%
4 Strongly disagree 15 15%
5 Natural 20 20%
Total 100 100%
EMPOLYEE PROGRAMES NEEDS TO BE LAUNCHED

35
30
25
Series 1
20
15
10
0
Agree Strongly Agree Disagree Strongly Disagree Neutrul

Analysis:- Above graph says about the launching the employee programmes in the factory,
which 35% are agree with this.
Interpretation:- The Oral feedback is the more employees says that there is a need of launching.
TABLE NO: - 6
SHOWING THE ACHIVING THE HR PROGRAM IN FACTORY
1 Agree 25 25%
2 Strongly Agree 10 10%
3 Disagree 30 35%
5 Neutral 10 10%
Total 100 100%
Achiving the HR Programe

10.00%
25.00% Agree
Stongly agree
Disagree
25.00% Stongly disagree
Neutrl
10.00%
30.00%
Analysis:- Above table shows that 30% of employees are Disagree with the achieving the HR
practices.

Interpretation:- The feedback of more says that HR practices not achieving the objectives.
TABLE NO:-7
SHOWING THE ADEQUATE GROWTH OPPORTUNTIES
1 Agree 40 40%
3 Disagree 10 10%
5 Neutral 5 5%
Total 100 100%
Adequate growth opportunities for development
40
35
30
25 Series 1
20
15
10
5
0
Agree Strongly agree Disagree Strongly Dusgree Netrul
Analysis: - Above table shows that 40% of employee agree with the opportunities of growth.
Interpretation:- More employees says that growth opportunities are important for the
employees.
TABLE NO: - 8

SHOWING THE FACTOR INFLUNCING ON THE EMPLOYEE PERFORMANCE
1 HR Practices 55 55%
2 Culture of the factory 30 30%
3 Relationship 10 10%
4 External Factor 05 5%
5 Internal Factor 05 5%
Total 100 100%
Factors influencing on the employee perfomance

60
50
40
Series 1
30
20
10
0
HR Practices Culture of thr factory Relationship External Factor Interanal factor
Analysis:- The above graph is showing that 55% are employees are says HR practices are
influence on the performance.
Interpretation:- The oral feedback is the more employee says that HR practices are directly
influence on the performance of the employees.
TABLE NO:-9
SHOWING THE SATISFACTION LEVEL OF ABOU THE WAGES AND SALARY

SL NO Particulars No, Of respondents Percentage
1 Agree 35 35%
3 Disagree 10 10%
5 Neutral 5 5%
Total 100 100
40
35
30
25
20 Series 1
15
10
0
Agree Strongly agree Disagree strongly disgree Neutral
Analysis:- Above graph is showing the 40% of the employee are strongly agree with there salary
and wages.
Interpretation:- The oral feedback is the more employees says that wages and salary is
satisfactory.
Table No: - 10
SHOWING THE IMPORTANT FOR THE SATIFACTION
1 Salary 55 55%

2 Management 20 20%
3 Welfare benefits 10 10%
4 Working conditions 11 11%
5 Culture of the factory 4 4%
Total 100 100%
Important for the Job satisfaction

60
50
40
30
Series 1
20
10
0
y t ts ns ry
lar en efi tio to
Sa em en di fa
c
ag eb on e
an ar g c f th
M elf kin eo
W or ltu
r
W Cu
Analysis: - The above graph showing the 50% of employees are satisfied with the salary.
Interpretation:- The oral feedback says that salary is the important for the job satisfaction.
Table No:-11
SHOWING THE INTERNAL FACTOR AFFECTING ON THE FACTORY
Sl NO Particulars No, Of respondents Percentage
1 Company policies 60 60%
2 Trade Unions 10 10%

3 Factory Growth 6 6%
4 Operational and Production 20 20%
5 Time Horizon 4 4%
TOATL 100 100%
Internal Factors
70
60
50 60
40
30
20
10 20
10 Series 1
0 6 4
es ns wt
h n n
lici io o ctio izo
po u n r u or
ny
e r yg od eh
ad
cto pr
pa Tr a d Tim
Co F
s an
on
r ati
O pe
Analysis: The above graph showing the that 60% of employees are says company policies
internal factor affect on the factory.
Interpretation: - The oral feedback more employees says about the company policies only.
TABLE NO: - 12
SHOWING THE EXTERNAL FACTOR AFFECTING ON THE FACTORY
1 Govt Policies 30 35%
2 Level of economic development 10 10%
3 Business Environment 20 20%

4 Technological Factor 15 15%
5 Competitors 25 25%
Total 100 100%
External Factors
30
25
20
15
Series 1
10
5
0
t
ies om
y
en to
r
to
rs
olic n nm Fac ti
P ec
o
iro
l pe
vt f v ica om
Go lo en lo
g C
ve es
s o
Le on
sin ch
Bu Te
Analysis: - The above graph shows the 30% of employees tells that govt policies are main factor
affecting on the factory.
Interpretation: - The oral feedback is more employees says about the government policies and
competitors.
Table No: 13
SHOWING THE COMPASATION IMPROVE THE MANGEMENT SYSTEM
1 Bonus 15 15%
2 Allowances 12 12%
3 Incentives 10 10%
4 Perk 3 3%

5 All of the above 60 60%
Total 100 100%
Compansations
60
50
40 Series 1
30
20
10
0
Bonus Allownces Incentives Perk ALL of the above
Analysis:- The above graph shows that 60 % of the employees are tell the all of the above are
improve the management system.
Interpretation:- The oral feedback is more employees says the all compensation benefits are help
in improving the management system.
Table No: - 14
SHOWING THE EMPLOYER AND EMPOLYEES RELATIONSHIP
1 Good 55 55%
2 Very Good 20 20%
3 Average 18 18%
4 Poor 5 5%
5 Excellent 2 2%

Total 100 100%
Employer and Employees Relationship
60
50
40 Series 1
30
20
10
0
Good Very good Average Poor Excellent
Analysis:- The above graph shows that 60% of employees tell the Good and only 2% of
employees are says excellent
Interpretation:- The oral feedback more employees tell the relationship is good with the
employer.
Table No: - 15
REWARD SHOULD BE GIVEN ON THE BASIS OF BETTER PERFORMANCE
Sl Particulars No, Of respondents Percentage

NO
1 Agree 30 30%
3 Disagree 10 10%
4 Strongly Disagree 15 15%
5 Neutral 5 5%

Total 100 100%
REWARD
Neutral; 5.00%
Strongly disgree; 15.00%
Agree; 30.00%
Disagree; 10.00%
Strongly agree; 40.00%
Analysis: - The above graph shows that 40% of employees are strongly agree with the reward
and 5% are neutral regarding the reward.
Interpretation: - The oral feedback is the more employees say that reward should be given on the
basis of the performance.
Table NO:-16
GOOD RELATIONSHIP IN THE FACTORY PROMOTES THE GROWTH OF FACTORY
1 YES 70 70%
2 NO 10 10%
3 MAY BE 5 5%
4 SOME WHAT 15 15%
5 NEUTRAL 0 0%
TOTAL 100 100%

Relationships Promote Growth
70
60
50
Series 1
40
30
20
10
0
Yes NO Maybe Some What Neutral
Analysis:- The above graph shows that for growth of the factory 70% are tell the yes.
Interpretation:- The oral feedback is the more employees says the for the growth of the factory
good relationships are important.
Table No: - 17
Cultural context is dependent upon the factory internal and external environment
1 Agree 60 60%
3 Disagree 10 10%
5 Neutral 2 2%
Total 100 100%

Cultural Context
70
60
50
40 Series 1
30
20
10
0
Agree Strongly agree disagree strongly disgree neutral
Analysis:- The above graph shows that 60% of employees says that culture is dependent on
internal and external environment.
Interpretation:- The oral feedback is the more employees tells the or agree with the cultural
context.
Table No: 18
What Is the Reason for the Low or Poor Performance in the Factory?
1 Lack of knowledge 20 20%
2 Lack of skill 25 25%
3 Lack of experience 10 10%
4 Lack Of training 40 40%
5 Other 5 5%
Total 100 100%

Reasons for poor performance
40
35
30
25 Series 1
20
15
10
5
0
Lack of knowledge Lack of skill Lack of experience Lack of traning Other
Analysis:- The graph shows that the 40% of employees are says training is the main reason for
the poor performance.
Interpretation:- The over all feedback is the more employees says training is necessary.
TABLE NO: - 19
Reward and recognition to the employees increase the productivity of the factory
1 Agree 40 40%
3 Disagree 15 15%
4 Strongly Disagree 10 10%
5 Neutral 5 5%
Total 100 100%

Reward and Recogination
40
35
30
25 Series 1
20
15
10
5
0
agree strongly agree disagree strongly disgree neutral
Analysis:- The above graph shows that 40% of the employee says that reward and recognition is
helpful in the growth of the factory.
Interpretation:- The overall feedback is the more employees agree with the reward and
recognition in the factory development.
CHAPTER:-5
FINDINGS, SUGGESTIONS AND CONCLUSION
FINDINGS:
1. An factory have the good HR practices and balanced factory culture, it helping the all
employees to involving in the work. Effective Human resources department
managing the all things nicely in the factory.
2. It was found that during my internship majority of the respondents were married.
3. It was found that for the poor performance in the factory is lack of training, that’s
40% of employees said.
4. Majority of the employees are completed the degree, that’s 55%.
5. It was found that 40% of the employee said that reward and recognition is important
for the increasing the productivity of the factory.

6. Culture is the main factor for creating the good relationship, that’s the 65%
employee’s opinion.
7. 67% of the employees are said that recruitment and selection process is important.
8. All the employees are satisfied with the HR practices and culture of factory.
SUGGESTIONS:
1. Training and development program adopted in the factory is not standard according to
HR rules.
2. The management is more focus on the HR practices and culture so that help to
increase the ethical value of the employees.
3. There is need of the safety precaution of the employees so that reduce the unwanted
accidents in the factory.
4. There is need evaluating the performance of the employees to reduce the productivity
in the factory.
5. In order to solve the power problem in the factory management should start power
plant acutely its not in use.
CONCLUSION:
During my internship of 10 weeks in the BSSK Ltd I found that the miss
management in the factory. There is lot of political and government interference is
looking. There is huge need of the reformation of the factory and increase the
productivity. Most of the employees are presently happy with HR practices and culture
but there is need to maintaining same and improving them self.
In case of new technology is considered factory is totally behind in that. If the

new technology adopted in factory sugarcane crushing means there is a huge chance of
the increasing the productivity of factory. The BSSK Ltd facing the financial problems
and management problem presently, due to this reason only this year they crushed small
amount of the sugarcane.

QUETIONNAIRE
Dear Respondents,
I Mr. Amitaabachan perusing MBA in Visvesvaraya Technological University, Belagavi,

Regional Center Kalaburagi, as a part our program, have to undergo internship project for 10
weeks I am carrying out project report on EMPLOYEE PERCCEPTION ABOUT THE HR
PRACTICES AND CULTURE in your esteemed organization. Kindly spare your time to fill
this questionnaire.
1. Name of the employee

2. Age
3. Gender: a) Male b) Female
4. Marital status: a) Married b) Unmarried
5. Education
6. Which of the following employee program needs to be lunched?
a) Leadership program
b) T & D Program
c) Cultural program
d) Personality development program
e) Skill development program
7. All employee program launched by HR in the last 6 month have achieved its objective?
a) Agree
b) Strongly agree
c) Disagree
d) Strongly disagree
e) Neutral
8. Adequate growth opportunities are available in the factory?

a) Agree
b) Strongly agree
c) Disagree

e) Neutral
9. Which one of the following factor impact on the employee’s performance?

a) HR Practices
b) Cultural of the factory
c) Relationships
d) External factor
e) Internal factor
10. The wages and salary system in the factory is satisfactory?

a) Agree
b) Strongly agree
c) Disagree
e) Neutral
11. Which of are important for the job satisfaction?

a) Salary
b) Management
c) Welfare benefits
d) Working conditions
e) Culture of the factory
12. Which internal factor affecting on the factory?

a) Company policies and strategy
b) Trade unions
c) Organizational growth cycle

d) Production and operational policies

e) Time Horizon
13. Which external factor affecting on factory?

a) Govt Policies
b) Level of economic development
c) Business environment
d) Technological factor
e) Internal factor
14. Which component of compensation is improve the internal management system?

a) Bonus
b) Allowances
c) Incentives
d) Perks
e) All of the above
15. How is the employer and employees relationship in the factory?

a) Good
b) Very good
c) Average
d) Excellent
e) Poor
16. Reward should be given on the basis of better performance are you agree?
a) Agree
b) Strongly agree

c) Disagree
d) Strongly Disagree
e) Neutral
17. Maintaining the good relationship in the factory promotes the growth of factory?
a) Yes
b) No
c) Maybe
d) Some what
e) Natural
18. Cultural context is dependent upon the factory internal and external environment?
a. Agree
b. Strongly agree
c. Disagree
d. Strongly disagree
e. Neutral
19. What is the reason for the low or poor performance in the factory?
a) Lack of knowledge
b) Lack of skill
c) Lack of experience
d) Lack of training
e) Other
20. Do you feel that providing reward and recognition to the employees increase the
productivity of the factory?

a) Agree
b) Strongly agree
c) Disagree
d) Neutral
e) Strongly disagree

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INTROUDUCTION ABOUT THE INTERNSHIP

VISVESVARAYA TECHNONOLOGICAL UNIVERSITY Page 1

TOPIC CHOSEN FOR THE STUDY

NEED FOR THE STUDY

A best organizational HR Practices and culture is essential to understand the employees

 Understanding the employee’s perception in the organization.

 HR Practices and Culture are different from organization to organization, so improving

 Creating and developing the employee friendly Culture and environment.

 Improve the productivity and quality of work.

VISVESVARAYA TECHNONOLOGICAL UNIVERSITY Page 2

OBJECTIVES OF THE STUDY

 To study the HRM practices in a factory.

 To analyze the ethical and cultural context of the factory.

 To know the employees and employers relationship in the factory.

 To analyze the external environmental context of the factory.

SCOPE OF THE STUDY

VISVESVARAYA TECHNONOLOGICAL UNIVERSITY Page 3

In which data is collected from the followings

VISVESVARAYA TECHNONOLOGICAL UNIVERSITY Page 4

The organizational culture is outlined in Schein (1990) as overall phenomenon of the

VISVESVARAYA TECHNONOLOGICAL UNIVERSITY Page 5

The culture of an organization is brought about as a result of different factors some of

VISVESVARAYA TECHNONOLOGICAL UNIVERSITY Page 6

LIMITATIONS OF THE STUDY

 The study restricted to only BSSK Ltd sugar factory hallikhed.

 Collection of data collected from the employees of the factory.

 The study focused on only factory HR Practices and culture.

 The applicability of the findings of the study would be limited to

Factory and may not be generalized for all the sugar.

 For Understanding culture of the factory few regular factory

Union leader was taken the small interview.

VISVESVARAYA TECHNONOLOGICAL UNIVERSITY Page 7

VISVESVARAYA TECHNONOLOGICAL UNIVERSITY Page 8

VISVESVARAYA TECHNONOLOGICAL UNIVERSITY Page 9

CHALLENGES OF INDIAN SUGAR INDUSTRY

VISVESVARAYA TECHNONOLOGICAL UNIVERSITY Page 10

VISVESVARAYA TECHNONOLOGICAL UNIVERSITY Page 11

BSSK LTD. Hallikhed:

VISVESVARAYA TECHNONOLOGICAL UNIVERSITY Page 12

OBJECTIVES OF THE COMPANY

Year 2015-2016 2014-2015 2013-2014

Crushing Capacity (M.T.) 3500 3500 3500

Cane Crushed (Lakh M.T. .68 4.39 4.19

VISVESVARAYA TECHNONOLOGICAL UNIVERSITY Page 13

Sugar Produced .60 4.31 4.19

Sugar Recovery (%) 8.88 9.92 10.02

Molasses Produced 3032 ------ 17400

Table no 2 shows production of sugar

PROFILE OF THE COMPANY

NAME OF THE FACTORY BSSK Ltd Hallikhed

Year of Establishment 1961-62

Crushing Season 1969-70

Location of the Unit. Just 4 KMS Away from Hallikhed, Bidar

Registration Number 1961

Registration Date 1903/RCN/1961

Address for Correspondence The Bidar Sahakar Sakkare Kharkhane

VISVESVARAYA TECHNONOLOGICAL UNIVERSITY Page 14

VISVESVARAYA TECHNONOLOGICAL UNIVERSITY Page 15