TOPIC

“EMPLOYEE SATISFACTION WITH HR

POLICIES AND PRACTICES AT MAKEMYTRIP”

A SUMMER TRAINING PROJECT REPORT

Submitted in partial fulfillment of there requirements for BBA(General)

Programme of Guru Gobind Singh Indraprastha University, Delhi

Submitted by

BBA SEMESTER V

ENROL. NO. :
 TABLE OF CONTENT

s.no. Table Page

no.
1. Certificate

2. Acknowledgement

3. Executive summary

4. List of Tables

5. List of Figures

6. List of Symbols

7. List of Abbreviations

8. Chapter-1 Introduction 1-29

9. Chapter -2 Profile of the Organisation 30-46

10. Chapter-3 Data Analysis and Interpretation 47-70

11. Chapter-4 Conclusion and Recommendation 70-73

12. References / Bibliography

13. Appendics

ACKOWLEDGEMENT
An independent project is a contradiction in terms .Every project
involves contribution of many people. This project also bears the imprints
of many people and it is a pleasure for me to acknowledge and thank all
of them.

I am deeply indebted to (Name of the Guide)who acted as a mentor and

guide, providing knowledge and giving me his /her valuable time out of
his / her busy schedule ,at every step throughout the project. It is only
because of his / her this project came into being.

I also take the opportunity to express my sincere gratitude to each and

every person ,who directly or indirectly helped me throughout the project
and without anyone of them his project would not have been possible.

The immense learning from this project would be indelible forever.

Student Name

Enroll. No.
 EXECUTIVE SUMMARY

The HR functioning is changing with time and with this change, the relationship
between the training function and other management activity is also changing. The
training and development activities are now equally important with that of other HR
functions. Gone are the days, when training was considered to be futile, waste of time,
resources, and money. Now-a days’, training is an investment because the
departments such as, marketing & sales, HR, production, finance, etc depends on
training for its survival. If training is not considered as a priority or not seen as a vital
part in the organization, then it is difficult to accept that such a company has
effectively carried out HRM. Training actually provides the opportunity to raise the
profile development activities in the organization.

To increase the commitment level of employees and growth in quality movement

(concepts of HRM), senior management team is now increasing the role of training.
Such concepts of HRM require careful planning as well as greater emphasis on
employee development and long-term education.
FORMAT FOR LIST OF TABLES/SYMBOLS/ABBREVIATIONS
LIST OF TABLES
Table No. Title Page no.
1. Number of Employees in 35
Organisation Make My Trip

LIST OF FIGURES
Figure no. Title Page no.
1. Sales Figures Make My Trip
2.

LIST OF SYMBOLS
Table no. Title Nomenclature &
Meaning
1. ∑ Sigma
2. @ At the rate

LIST OF ABBREVIATIONS
s.no. Abbreviated Name Full Name
1. CRM Customer
Relationship
Management
2. EPS Earning Per Share

CHAPTER-1 : INTRODUCTION

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MakeMyTrip Inc. is an online travel company headquartered in Gurgaon, Haryana
founded by Deep Kalra. The company provides online travel services including flight
tickets, domestic and international holiday packages, hotel reservations, rail and bus
tickets. In 2011 and 2012, MakeMyTrip made strategic acquisitions in pursuit of
growth through new channels and markets in the South-East Asia region. Recently, it
launched Travel App for mobile devices. The company has been consistently
recognised as one of India’s best travel portals. In addition to a full-service online
portal, the company also operates through 59 retail stores across 37 cities in India
along with international offices in New York and Sydney.

History and growth

MakeMyTrip was founded by Deep Kalra, an alumnus of Indian Institute of

Management, Ahmedabad. Prior to setting up MakeMyTrip, Deep had worked with
GE Capital as the Vice President - Business Development (Retail) and had also
worked with ABN AMRO Bank and AMF Bowling.

MakeMyTrip was launched in the US market in 2000 to cater to the overseas Indian
community for their US-to-India travel needs. The founding team consisted of Deep
Kalra, Keyur Joshi (Co-Founder & Chief Commercial Officer), Rajesh Magow (Co-
Founder & CEO - India, formerly Chief Operating Officer & Chief Financial Officer)
and Sachin Bhatia (ex-Chief Marketing Officer). After serving a long tenure of 10
years, since the company’s inception, Sachin Bhatia quit MakeMyTrip as an active
member and decided to work as an independent advisor and a prime shareholder in
the company.

With the success of IRCTC (Indian Railways Catering and Tourism Corporation)'s
online business model which enabled the Indian traveller to purchase railway tickets
on the Internet, things started to look brighter for the travel market in India. This was
also the time when Low-Cost Carriers entered the Indian Aviation space.
MakeMyTrip started its Indian operations in September 2005, offering online flight
tickets to Indian travellers. To broaden it's travel portfolio, the company also started to
focus on non-air businesses like holiday packages and hotel bookings. On August 13,
2010, MakeMyTrip was listed on the NASDAQ and went public, making a debut in

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the US market. Trade Analysts believed that this was an encouraging sign for both the
investors and other Indian firms.

In 2011, the company strengthened focus on the mobile route by creating several
travel-related Apps for all types of mobile devices (smartphones and basic
cellphones). In the same year, MakeMyTrip also made three acquisitions, namely,
Luxury Tours and Travel Private Limited (Singapore), Le Travenues Technology
Private Limited (Gurgaon, India) and My Guest House Accommodation (New Delhi,
India). MakeMyTrip’s other acquisitions include travel operators like ITC Group and
Hotel Travel Group to enter new markets in the South-East Asian region in the year
2012.

Rajesh Magow was appointed as CEO - India in August 2013.

Products and services

 Flights - MakeMyTrip provides flight tickets for travel in all major domestic,
international as well as low-cost carriers operating in India. It caters to
travellers for both domestic and international travel from India. Apart from
this, it caters to inbound travel to India from countries like US, Canada,
Singapore and UAE.

 Rail and Bus tickets - MakeMyTrip sells online rail tickets to its customers
offering features like return tickets with single payment option, flexi-search
and automatic alerts and updates on the availability of tickets. It also offers
bus tickets across different categories like Volvo, Air Conditioned, Non Air
Conditioned, Deluxe, Semi-Deluxe and Sleeper vehicles.

 Cab Service - MakeMyTrip introduced car hire services on its Indian website
in May 2010. It currently provides car hire services in conjunction with
holiday package bookings.

 Hotels and Packages (Holidays) - The company offers hotel reservations in

India and international cities alike. There are over 13,000 hotels and
guesthouses in India that can be searched and compared online on the
MakeMyTrip website. The hotels range from luxury to budget
accommodations. In November 2012, MakeMyTrip acquired My Guest House
Accommodation to increase the overall inventory for budget rooms and

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 service apartments. MakeMyTrip also offers a wide selection of hotels outside
India. Through the acquisition of easytobook.com, MakeMyTrip now offers
access to more than 184,000 hotels outside India. MakeMyTrip also offers
group and customised holiday packages for popular domestic and international
destinations.

 Mobile Solutions - In 2012, MakeMyTrip launched travel mobile applications

(Apps) for iPhone, Android, and Blackberry devices. The app offers services
like flight and bus bookings, hotel reservations and holiday packages. It also
caters to other post-purchase requirements like generating e-tickets, making
cancellations, tracking status of refunds and other travel alerts. The travel
itineraries available on the Apps can be shared on Facebook and Twitter.

Nurtured from the seed of a single great idea - to empower the traveller -
MakeMyTrip went on to pioneer the entire online travel industry in India.
MakeMyTrip has revolutionised the travel industry over the years. This is the story of
MakeMyTrip, India’s Online Travel Leader.

Today, MakeMyTrip is much more than just a travel portal or a famous pioneering
brand - it is a one-stop-travel-shop that offers the broadest selection of travel products
and services in India. MakeMyTrip is the undisputed online leader, with its share of
the travel market extending to more than 50% of all online sales, a fact evinced by the
trust placed in it by millions of happy customers.

Remaining reliable, efficient and at the forefront of technology, MakeMyTrip’s

commitment and customer-centricity allows it to better understand and provide for its
customers’ diverse needs and wants, and deliver consistently. With dedicated 24x7
customer support and offices in 20 cities across India and 2 international offices in
New York and San Francisco (in addition to several franchise locations),
MakeMyTrip is there for you, whenever and wherever.

MakeMyTrip’s Products:

 International and Domestic Air Tickets, Holiday Packages and Hotels

 Domestic Bus and Rail Tickets

 Private Car and Taxi Rentals

 MICE (Meetings, Incentives, Conferences & Exhibitions)

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  B2B and Affiliate Services

Luxury Holiday Packages Deals:

 A Luxury Stay at Orange County Resort Coorg @ Rs.43,999/-

 Uttarakhand Delight - Nainital, Corbett and Mussoorie @ Rs.22,999/-
 Uttarakhand Delight - Nainital and Corbett @ Rs.17,999/-
 Opulence at Taj Lake Palace, Udaipur by Taj Holidays @ Rs.53,499/-
 Beautilicious Kerala With CGH Earth Hotel @ Rs.40,999/-
 Kerala - A Lovers Paradise @ Rs.52,999/-
 A Romantic Sojourn at Ananda In The Himalayas @ Rs.49,499/-
 Winter Special - A Keralan Getaway Honeymoon Special @ Rs.35,699/-
 A Romantic Journey to Coonoor and Coorg @ Rs.34,999/-

Honeymoon Packages, Honeymoon Destinations

Treat yourself to Honeymoon packages. Whether you're looking for a Honeymoon

package to relax and indulge, special holidays with friends and family, a trip to your
favourite chillout spot or a new adventure, you've come to the right place. Relive your
life again and add a little spice to it with exciting holidays. MakeMyTrip offers great
deals and discounts on various vacation packages. Honeymoon in India with myriad
romantic getaways, a perfect beginning to your new life. Go on your honeymoon in
India to a destination of your choice and make it an experience of a lifetime. Make
your honeymoon special with a trip to the hills in the north and north east or go on
long lazy vacations to the exotic beaches in the south. You can even enjoy your
honeymoon tours in the beautiful locales of Kashmir or on a luxurious cruise. Go on a
holiday in the best honeymoon destinations with cheap vacation packages and cost
effective travel deals.

Other Popular Theme Holidays at MakeMyTrip :

 Exotic Islands Packages

 Festivals and Events Packages
 Honeymoon Packages
 Long Weekends Packages

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  Luxury Packages
 Pilgrimage Packages
 Scuba Diving Special Packages
 Summer Special Packages
 Weekend Getaways Packages
 Wildlife Packages
 Winter Special Packages
 Women Special Packages

Operational Model

MARKETING MIX

PRODUCT

 International and Domestic air tickets.

 Holiday packages and Hotels
 Domestic Bus and Railway Tickets
 Private Cars and Taxi Rentals.
 Meetings, Conferences, Exhibitions.

PLACE

 It has online portal 24 x 7

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 It have offices in 20 cities in India, Mumbai, New Delhi, Sydney and New York.

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PRICE

 MMT offers competitive economical prices for

 Tour packages and moreover price is linked with advance booking also.

 It aimed to offer a range of best-value products and services along with cutting-
edge technology and dedicated round-the-clock customer support.

PROMOTION

 MMT offers travel insurance and Business

 Lounges in India and overseas for all travelers
 MMT provides valuable shopping discount booklets
 MMT provides pick up and drop services for all air travelers.
 Promoting services with strategic alliances with brands like Coke, Sify.com,
Maruti Udyog and Nokia etc.

PEOPLE

 An essential ingredient to any service provision is the use of appropriate staff and
people. Recruiting the right staff and training them appropriately in the delivery of
their service is essential if the organization wants to obtain a form of competitive
advantage.

 Consumers make judgments and deliver perceptions of the service based on the
employees they interact with. MMT Staffs have the appropriate interpersonal
skills, aptitude, and service knowledge to provide the service that consumers are
paying for.

 Most trusted name in the industry, MakeMyTrip's spectacular success is in no

small part due to the unblinking vision of its senior management team and the
dedication of its employees. MakeMyTrip employs over 700 “Trippers” from the
travel, tourism, hospitality and technology industries. 

PROCESS

 The process mix constitutes the overall procedure involved in using the services
offered by the MMT. A process should be such that the customer is easily able to
understand and easy to follow.

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 The smaller and simpler the procedure, the better the process, and the customer
will be more satisfied.

 It Refers to the systems used to assist the organization in delivering the service.

PHYSICAL EVIDENCE

 Physical evidence is the overall layout of the place i.e. how the entire MMT office
has been designed. Physical evidence refers to all those factors that help make the
process much easier and smoother.

Their values

We must strive for excellence in whatever we do. Focus on continuous improvement

in interactions with people, efficiency of processes, and the wellbeing of the
organization.

We must ensure consistency between our words and actions, always delivering what
we commit. We can thereby maintain transparency, trust and accountability.

We must continually apply intelligence, reason and technology to our work and
environment. This allow us to take informed risks & champion new ideas to improve
our business as well as the community.

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We must create and maintain an atmosphere of fun while at work, making work a
happy place we can all look forward to.

We must have a "can do" attitude, not take "no" for an answer and believe that
nothing is impossible. This will allow us to work relentlessly toward achieving our
goals and honouring our commitments.

We must maintain focus on our customers, both internal & external, by giving them
priority. Strive to exceed their expectations in terms of the value and quality
delivered.

We must feel responsible and accountable for the commitments we make and the
quality of the results we deliver to all our stakeholders.

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We must foster an environment wherein we can efficiently utilise the abilities of all
team members to achieve goals. We should work on the premise that the whole is
greater than the sum of the parts.

We must give fellow colleagues the opportunity and freedom to think and act in ways
that will allow them to get the job done, and yet be consistent with the processes laid
down.

We must give everyone, with whom we interact, respect and consideration.

Marketing Mix of Services

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HR PLANNING:

HR Planning process consists of forecasting, goal setting and strategic planning, and
program implementation and evaluation.

HR managers should attempt to ascertain the supply of and demand for various types
of human resources. The primary goal is to predict areas within the organization
where there will be future labor shortages or surpluses.

As the Organization operates in a dynamic environment where new and advanced

practices are frequently emerging resulting in changing customer’s requirements. Not
only this, the demands on existing staff resources fluctuate in order to maintain the
provision of services, it becomes even more critical that all managers contribute to
HR planning in a structure way.

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RECRUITMENT:

Human Resource Recruitment is defined ad any practice or activity carried on by the

organization with the primary purpose of identifying and attracting potential
employees.

The goal of an organizational recruitment program is to ensure that the organization

has a number of reasonably qualified applicants (who would find the job acceptable)
to choose from when a vacancy occurs.

Makemytrip recruits the most talented individuals from the external market to
supplement our internal pipeline of talent. Their Human Resources department
provides guidance on the use of psychometric tests and has robust recruitment criteria
to ensure that all candidates are treated fairly, equally and with respect. It has a global
Graduate Recruitment Program; where in the region of 150 graduates are recruited
each year on a management trainee program across all businesses, functions and
countries.

SELECTION:

Any organization that intends to compete through people must take the utmost care
with how it chooses organizational members. Personnel selection is the process by
which companies decide who will or will not be allowed into their organization.
Several generic standards should be met in any selection process, which are
reliability, validity, generalizability, utility, and legality.

Makemytrip selects employees based on knowledge, skills and talent. They are
committed to providing equality of opportunity to all employees, regardless of gender,
race, nationality, age, disability, ethnic origin, or marital status.

TRAINING & DEVELOPMENT:

Training refers to a planned effort by a company to facilitate the learning of job-

related knowledge, skills, or behavior by employees.

Makemytrip provides a framework within which the employee can identify the
training and development needs. Such training provides a consistent standard of
management learning throughout Makemytrip. It also enables the employees to take
all of the programs or study for individual modules according to their particular
development needs.

13
Development Programs are carried out in the first two years of joining, applicable to
all management trainees, across the Organization. Each business and function would
decide the appropriate development needs for each individual, within this overall
framework.

PERFORMANCE APPRAISAL:

Each organization must create and communicate performance measures that reflect its
unique strategy.

Performance management is the process through which managers ensure that

employee activities and outputs are congruent with the organization’s goals. It is
central to gaining competitive advantage.

A well-executive performance management plan enables an organization to achieve

critical goals such as:

1. Recognize the efforts and contributions of current staff.

2. Reward staff with compensation directly linked to performance.

3. Motivated staff to improve performance.

4. Orient staff towards goal achievement.

5. Retain key employees through the use of competitive compensation programs.

6. Attract quality employees with an effective performance management system.

The key elements of a Performance Management System include the following:

1. A Formal Compensation Philosophy Statement

2. Salary Administration Program

3. Job Evaluation System

4. Performance Appraisal System

5. Reward Programs

Purpose of Performance Appraisal:

There are a number of reasons for carrying out the performance appraisal of
employees such as promotion, transfer etc. Therefore, the Organization makes sure
that the employees clearly understand the objectives of the performance appraisal.

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Performance Measurement Criteria: Once the Organization has determined what
kind of performance it expects from the employees, it needs to develop appropriate
ways to measure that performance.

Strategic Congruence: The basic aim of Makemytrip is to provide speedy customer

services. Therefore its performance management system should assess how well its
employees are serving the customers. Strategic congruence emphasizes the need for
performance management system to provide guidance to the employees so that they
can achieve the Organization’s and enable it to remain competitive. For this purpose
the system should be flexible to adapt to changes.

Validity: According to the employees, the appraisal procedure used to measure their
performance lacks in one aspect. This aspect relates to the deficiency element of
validity. This means that as one standardized formant is used to evaluate performance,
therefore it ignores many of the job specific aspects.

Reliability: At Makemytrip the performance management criteria resembles test-

retest reliability. According to this the employees are evaluated on annual basis and
those employees who have somewhat similar ratings from year to year have greater
chances of getting promotion, bonuses etc. Therefore, the Organization checks the
consistency of performance of employees in this manner and determines that which
employees have the potential to grow and better serve the customers.

Acceptability: Diverging opinions prevail about the acceptability of the performance

appraisal. Some employees accept them to be fair while others believe them to be
biased and predetermined. In addition to this the views regarding fairness are
perceived differently within the three categories including:

1. Procedural

2. Interpersonal

3. Outcome

Specificity: One of the major lacking in the performance appraisal method of

Makemytrip is in the area of specificity. Amongst the various levels of employees the
performance evaluation is believed not to provide specific guidance about what is
expected of them and how they can meet these expectations.

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Source for Performance Information:

In case of Makemytrip, managers are the only and most vital source of performance
information. They have extensive knowledge of the job requirements and adequate
opportunity to observe the way in which the employees fulfill these requirements,
thus, they are the best source to assess and rate their employees.

Rater Errors:

Like all other organizations, in Makemytrip the performance evaluation process is

affected by the rater’s error. The rater error prevailing in the organization resembles
the distributional errors. In the organization the managers often go by their own
preference while rating the employees. Therefore there are high chances of making
leniency, strictness, and central tendency errors.

Top Management and Employee Perspective:

Although the performance management system at Makemytrip has a vital role to play
in assessing the potential of the employees. Yet it is perceived to be a routine and
cumbersome affair that has to be undertaken once a year. This perception some what
nullifies the true essence in the performance management should be conducted.

Shortcomings of the Appraisal System:

The performance appraisal system at the Organization lacks in certain areas such as:

1. Information regarding the employee’s performance is purely dependent upon

their managers. However, the employee are of the view that information
should also be collected from them as they are the ones who perform are
responsible for performing the various tasks.

2. Thus, a major shortcoming of the system is that the employee’s are not
involved in the appraisal process.

3. The performance appraisal system is believed not to provide any guidance for
the development of employees.

4. The employees are of the opinion that the performance appraisal should be
done on quarterly basis, instead of being conducted annually.

Necessary Measures:

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Adopting the following measures can reduce the shortcomings of the system:

Employees should be involved in the appraisal process, i.e. information should be

taken from them. The process should result in effective outcomes by telling the
employees that how can they improve their performance. This would not only benefit
the Organization, but would also help the employees in their personal development.

COMPENSATION:

Being a leading Organization Makemytrip presents itself to its corporate as well as

individual customer as dependent upon the ability of its sales force. These are the
individuals who take an active approach in getting the message out about the
Organization’s products and services. How effectively the sales team markets the
Organization, and in turn, how successful it is, is directly related to the sales
compensation program. A sound sales compensation package enables Makemytrip to
focus sales activities towards desired results, and rewards these outcomes with
compensation tied directly to the level of achievement.

REWARDS & RECOGNITION:

Makemytrip rewards the talented and high performing employees competitively. They
regularly conduct salary surveys to ensure the reward package remains competitive in
the market place. They encourage continuous discussion; encourage regular review of
employee’s performance and development. This provides feedback to the staff about
how they are doing. The management links this to both financial and non-financial
recognition.

In addition to this, the organization provides various incentives in the form of bonuses
to encourage the employees and motivate them to continue with their high
performance. These include

1. Spot Award + Rs. 5000 as cash prize

2. Surprise Award

3. Best Performance Award

4. Service Quality Award

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STRATEGIC HRM PRACTICES OF MAKEMYTRIP

People, rather the employees are the asset of any organization. An organization,
whether it is a manufacturing concern or service oriented, cannot function without the
active participation of people.

Human Resource Planning:

HR planning is a process, which anticipates and maps out the consequences of

business strategy on an organization’s human resources. This is reflected in planning
of skill and competence needs as well as total headcounts. Every organization needs
to be able to forecast and plan for its future people requirements.

At Makemytrip, human resource planning involves forecasting the numbers of people

which will needed by the organization, and then working out the best way of
obtaining then as and when they are needed.

Forecasting:

Forecasting is the major function of the organization’s HR department. The

forecasting activities include:

1. Workforce numbers in sufficient detail to be useful.

2. Likely changes to the work of the organization.

3. work force supply – this involves forecasting the variations in the current work
force estimated to occur over the following years.

4. impact on budgets and funding.

Who‘s responsible for it?

It’s easy to shift responsibility and say that personnel and human resource
departments should carry out HR planning, but it should be the concern of every
manager. As the Organization operates in a dynamic environment where new and
advanced practices are frequently emerging resulting in changing customer’s
requirements.

Good Practice Indicators:

Makemytrip makes sure that effective human resource planning process is in place
when

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1. Appropriately skilled people are available to be deployed in the Organization’s
to meet forecast work demands.

2. The Organization’s structure provides with opportunity for appropriate career

development, and is perceived to contribute to effective and efficient work
practices.

3. Relevant workforce data is readily available to inform management decision

making on human resource issues.

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Makemytrip Structure:

The Organization’s structure is the means by which the work is integrated to ensure
that the objectives and activities of individual work teams and departments match the
overall goals.

The structure of the Organization provides scope for the flexible deployment of
people and to promote equity, job satisfaction, motivation and commitment to goals;
as well as providing access to career development.

Workforce Analysis (Supply and Demand)

The effective collection and analysis of workforce statistics trends in the workforce to
be considered with the specific requirements for skilled and qualified people to meet
the corporate aims to be kept in mind.

Workforce statistics and analysis support Organization’s efficiency and effectiveness

by providing a firm basis for human resource planning. Any information gathering
systems in place should support manages and be responsive to their needs as well as
being easily accessible in the workplace.

TRAINING & DEVELOPMENT

Development is critical to the future business success. The organization’s

performance will only continue to improve if they develop the people –you. To
develop people is to invest in the future. They know you have the motivation to
succeed, to be good at your job and progress as far as you can.

As Makemytrip, training is a partnership between the employee and the Organization.

The Organization provides a framework within which the employee can identify the
training and development needs. Such training provides a consistent standard of
management learning throughout Makemytrip. It also enables the employees to take
all of the programs or study for individual modules according to their particular
development needs.

The Initial Two Years: What the employee can expect to experience during initial 2
years training is a blend of core and discretionary elements, such as:

1. Induction i.e. the processes that introduces the new entrant to the organization,
the employee’s own business or function and particular department.

20
 2. Training in specific products or technical skills.

3. Work-based assignments in respective business or function i.e. doing a job in a

particular department for a period of time.

4. Cross-functional attachments – experiencing short period of time spent in

another business or support function.

Long Term Training: Development and training does not stop after two years. After
this initial training, the employees are faced with internal development programs,
business-related studies and professional qualifications, and the organization also
offers the opportunity to develop skills through externally accredited courses. These
are designed in conjunction with top universities and business schools including
postgraduate, MBA.

Accreditation Internal

External Schools Executive Development

MBA Diploma in Management

Certificate in Management Foundation Course

Induction Course

Orientation: Every staff member joining Makemytrip has to attend a 2-day

comprehensive orientation to get a feel about the Organization and its business. This
orientation program provides a good chance to meet with seniors & colleagues and to
build up the team spirit.

Product Training: Product training is provided e.g. cash product training,

operational training etc. to help the related staff to learn more about the products that
the Organization is providing.

Skill Training: The organization provides a lot of skill related training e.g. credit
workshop, sales & negotiation skills, project management, etc. to help staff enhance
their skill in particular aspects.

On-job Training: Staff members are continuously involved in the learning process in
the form of on-job training. Thus, a lot of on-job training opportunities and job
rotation to increase staff’s exposure are provided.

21
Self-learning: The organization sends out CDs and books to staff for them to study
on trade knowledge , credit knowledge, etc. and staff will decide when he/she will
attend the Trade Skill Assessment(TSA) and Credit Skill Assessment (CSA).

Management Development Training:

In this training program, the employees are given strategic perspectives and business
goals management skills; people management, networking and customer focus
abilities to better understand and manage their jobs.

Specific Competency Training:

Specific Competence Training is to ensure that the staff excels in product knowledge,
regulatory and unique techniques needed for the particular position.

Learning and Development:

Makemytrip recognizes that it is essential that they have the best people equipped
with the right skills and knowledge to perform their roles to the highest standards.
They went talented professionals, who seek self-development opportunities including
continuing professional development. In return the Organization offers excellent
training and development. They focus development on where they believe that they
will get the greatest return, by developing employee’s strengths.

RECRUITMENT:

The Organization’s Management Trainee Development Scheme takes place in

Karachi, where they recruit management trainees. Alternatively, candidates can apply
to their local cities. It is the aim of management to recruit young, bright, energetic and
enthusiastic graduates and post graduates.

Who are they recruiting?

1. Bright, young graduate or a postgraduate, who cannot wait to start his/ her
career in the financial services industry.

2. Consistent academic performer throughout his/her education.

3. Career-oriented person

4. Energetic, ambitious, innovative and business-oriented person.

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Recruitment Criteria:

Makemytrip recruits the most talented individuals from the external market to
supplement their internal pipeline of talent. Their Human Resources department
provides guidance on the us of psychometric tests and has robust recruitment criteria
to ensure that all candidates are treated fairly, equally and with respect. It has a global
Graduate Recruitment Program; where in the region of 150 graduates are recruited
each year on a management trainee program across all businesses, functions and
countries.

SELECTION:

Makemytrip selects employee based on knowledge, skills and talent. They are
committed to providing equality of opportunity to all employees, regardless of gender,
race, nationality, age, disability, ethnic origin, or marital status. They are committed
not jus to providing equality of opportunity to all employee, but also identifying what
unique strengths each individual brings to the roles they carry out and the
development of these strengths.

Employee health, well-being and safety:

Makemytrip believes that the health and well-being of their employees and their
families is important. They are concerned not only about the physical health of their
employees, but also their mental and emotional well- being. Makemytrip has policies
& practices that provide for a safe and healthy working environment. They place
importance on the safety and well-being of their staff, communities and on the effect
its working and operational processes have on the environment. They are continually
developing policies and practices designed to maintain the highest appropriate
standards.

COMPENSATION:

At Makemytrip, the compensation package provided to the employees can be divided

into two categories. One comprises of the sales personnel who are compensated on
their ability to meet their targets. Second is compensating the executives who are
responsible for the overall functions of the Organization.

Compensating the Sales Force:

23
How the Organization presents itself to its corporate as well as individual customers is
dependant upon the ability of its sales force. These are the individuals who take and
active approach is getting the message out about the Organization’s products and
services. How effectively the sales team markets the Organization and in run, how
successful it is , is directly related to the sales compensation program.

The key to a successful sales compensation program is achieved in three steps:

1. Clearly defining sales goals that are realistic but challenging

2. Tracking and measuring performance against goals

3. Rewarding achievement with competitive and motivational compensation

Sales compensation packages typically comprise one or more of the following

components:

1. Base Salary

2. Periodic incentives tied to short-term goals

3. Annual Incentives tied to longer-term sales activities

4. Commission-based incentives

5. Perquisites to facilitate sales efforts

Executive Compensation:

The way the Organization pays its top management plays an important role in
motivating the critical performance needed to run it effectively. Base salary is not the
only component of the typical executive’s compensation package. Executive
compensation packages typically comprise the following components:

1. Base Salary

2. Annual Incentives

3. Long-Term Capital Accumulation

4. Deferred Compensation Arrangements

5. Supplement Benefits and Perquisites

6. Special Severance and Retirement Arrangements

7. Employment and Change of Control Agreements

24
REWARD & RECOGNITION:

Makemytrip aims to reward the talented and high performing employees

competitively. They regularly conduct salary surveys to ensure that the reward
package remains competitive in the market place. They encourage continuous
discussion; encourage regular review of employee’s performance and development.
This provides feedback to the staff about how they are doing. The management links
this to both financial and non-financial recognition.

In addition to this, the organization provides various incentives in the form of bonuses
to encourage the employees and motivate them to continue with their high
performance. These include:

1. Spot Award + Rs. 5000 as cash prize

2. Surprise Award

3. Best Performer Award

4. Service Quality Award

5. YES( Year of Excellent Services) Award

QUALITY OF WORK LIFE:

This means a job that not only is reasonably safe but also for which the pay is
equitable. At Makemytrip every employee in confident of his job security and has the
assurance that he would remain on the job for the agreed period. In addition to this,
the workload is equitable divided between the employees and therefore, they work
with peace of mind and tranquility, resulting in the overall enhanced performance of
the employees.

MUTUAL COMMITMENT:

Both the employees and the management try to meet the common objectives. They
coordinate their activities to ensure that they are heading towards achieving the
established goals and meeting the set targets within the specified time frame.

Mutual trust:

At Makemytrip prevails an environment of confidence and mutual trust? The

documented employment policies are honestly implemented to the satisfaction of both
management and employees.

25
Job Design:

Job design comprises of six components. These are:

Labor Specialization: The Organization aims at hiring specialized people and their
recruiting criteria are based on their knowledge, expertise, past working experience
and their exposure to the professional fields. Employee wages are set in accordance
with the aforesaid recruitment criteria and most of them are intent with what they earn
at Makemytrip

Job Expansion: The Organization improves the quality of work life by assigning
various tasks to the employees so as to equip them with the different services offered
by the Organization. Job expansion includes job enlargement, rotation, enrichment
and empowerment.

Psychological Components: For enhancing the skills and abilities of the work force,
the psychological components of job design are also catered for by Makemytrip.
These psychological components focus on how to design jobs that meet some
minimum psychological requirements of the employees. These components are
utilized in accordance with Core Job Characteristics, which suggests that the jobs
designated to the various employees in the organization include the following five
aspects:

1. Skill Variety

2. Job Identity

3. Job Significance

4. Autonomy

5. Feedback

Self-Directed Teams: A self-directed team is a group of empowered individuals

working together to reach a common goal. At Makemytrip, these teams are found in
almost every department to achieve the set targets. These teams are an integral part of
the personal loans, sales and credit cards department where they are established to
achieve both, the short-term as well as long term objectives.

Motivation and Incentive Systems: Sometimes the psychological components are

not enough for motivating the employees. In this case, monetary incentives play a

26
vital role for increasing the commitment of the employees toward their jobs and in
return enabling them to have job satisfaction. These monetary incentives and rewards
are given in various forms to the employees who act as a strong motivational factor.
These could be given as:

1. Spot Award + Rs. 5000 as cash prize

2. Surprise Award

3. Best Performance Award

4. Service Quality Award

Ergonomics: Ergonomics is the study of work. It deals with building a good interface
between the man and the machines. Keeping this in view, the Organization has been
designed in such a way so that the employees are comfortable working there.

PERFORMANCE MANAGEMENT:

Traditionally, the formal performance appraisal system has been viewed as the
primary means for managing employee performance. Performance appraisal is an
administrative duty performed by managers and primarily the responsibility of the HR
function.

Performance management is the process through which managers ensure that

employee activities and outputs are congruent with the organization’s goals. It is
central to gaining competitive advantage.

Components of Performance Appraisal:

At Makemytrip the components of performance appraisal are in respect of the five

W’s that include: Who, What, Why, When and Where of performance appraisal.

Who: All employees work under the supervision of managers. Therefore, the
manager is the best person to do performance appraisal of his subordinates.

What: The appraisal at the organization includes appraisal of current performance as

well as the future potential. It also includes evaluation of human traits such as
behaviors, interaction with other staff members etc.

Why: It is concerned with creating and maintaining a satisfactory level of

performance of employee in the present job, highlighting his needs and potential for
personal growth.

27
When: It is carried out on yearly basis. The manager uses good work as opportunity
to provide positive thrust and uses poor work as a basis for training.

Where: The performance appraisal is done in a cordial and friendly environment.

Approach of Measuring Performance:

The performance of the employees can be determined by making an overall

comparison among individual‘s performance. Hence a performance measurement
system is developed that incorporates a tool for measuring performance.

Appraising Employee Performance:

Individual Performance Management:

A longstanding question that Makemytrip and many other organization are still
grappling with is whether and how to reward good performance (or, conversely, how
to deal with persistent poor performers). One approach used by the organization is to
make salary

increments or progression on the pay scale conditional on good performance.

Performance Management at Senior Levels:

Typically, performance management systems for senior officials include elements

additional to performance-pay, such as time-limited contractual appointments. The
Organization has adopted this approach. Key features of its system include the
following:

1. Senior officials are recruited to a unified career structure known as Grade A,

which incorporates most top-level positions.

2. On the basis of evaluation, the senior position employees are paid a

performance bonus.

Linking Performance to Promotions:

Some have argued tying career advancement to performance is more important than
linking performance and pay. Whereas the benefits of pay for performance are
uncertain, particularly in the lower echelons, there is no doubt of the need to ensure
that the best people rise to management levels.

28
SWOT ANALYSES OF MAKEMYTRIP

Makemytrip
Parent Company Makemytrip Limited
Category Website-online travel ticket
Sector IT and Technology
Tagline/ Slogan Memories unlimited
Affiliation with large number of tourism entities leading
USP to easier bookings and effective online booking portal
STP
Segment Internet users looking for travel booking
Target Group Travelers who use internet for online transactions
Positioned as a trusted online booking portal as well as
Positioning travelling consultant
SWOT Analysis
1.One of the earliest market entrants
2. Presence in the international business scenario
3. Secure and trusted channel for facilitating payments
4. Attractive brand name and convenient website
navigation
5. It offers services like International and Domestic Air
Tickets, Holiday Packages and Hotels, Domestic Bus and
Rail Tickets, Private Car and Taxi Rentals, B2B and
Strengths Affiliate Services
1.General Reluctance in customers to use internet for
Weaknesses financial transactions like booking tickets online
1.Customers currently using traditional methods of
bookings
2.Offer better travel packages in line with customer
expectation
Opportunities 3.Untapped sections of international tourism market
Threats 1. Possible lack of co-ordination with tourism entities

29
 2.Present competitors having substantial market share
3. Newly emerging online booking portals with better
offerings
Competition
1. Yatra
2.Cleartrip
Competitors 3.Travelguru

30
 Chapter -2 Profile of the Oraganisation

Human resource management (HRM)

HRM is the strategic and coherent approach to the management of an organisation's

most valued assets - the people working there who individually and collectively
contribute to the achievement of the objectives of the business.The terms "human
resource management" and "human resources" (HR) have largely replaced the term
"personnel management" as a description of the processes involved in managing
people in organizations.

In simple sense, HRM means employing people, developing their resources, utilizing,
maintaining and compensating their services in tune with the job and organizational
requirements.

HR practices build competencies and capabilities for superior and winning

performances today and simultaneously create long term fertility for innovation of
business ideas and strategies for future.

Features

Its features include:

 Organizational management
 Personnel administration
 Manpower management
 Industrial management

But these traditional expressions are becoming less common for the theoretical
discipline. Sometimes even industrial relations and employee relations are
confusingly listed as synonyms, although these normally refer to the relationship
between management and workers and the behavior of workers in companies.

The theoretical discipline is based primarily on the assumption that employees are
individuals with varying goals and needs, and as such should not be thought of as
basic business resources, such as trucks and filing cabinets. The field takes a positive

31
view of workers, assuming that virtually all wish to contribute to the enterprise
productively, and that the main obstacles to their endeavors are lack of knowledge,
insufficient training, and failures of process.

HRM is seen by practitioners in the field as a more innovative view of workplace

management than the traditional approach. Its techniques force the managers of an
enterprise to express their goals with specificity so that they can be understood and
undertaken by the workforce, and to provide the resources needed for them to
successfully accomplish their assignments. As such, HRM techniques, when properly
practiced, are expressive of the goals and operating practices of the enterprise overall.
HRM is also seen by many to have a key role in risk reduction within organizations.

Synonyms such as personnel management are often used in a more restricted sense to
describe activities that are necessary in the recruiting of a workforce, providing its
members with payroll and benefits, and administrating their work-life needs. So if we
move to actual definitions, Torrington and Hall (1987) define personnel management
as being:

“a series of activities which: first enable working people and their employing
organisations to agree about the objectives and nature of their working relationship
and, secondly, ensures that the agreement is fulfilled"

While Miller (1987) suggests that HRM relates to:

".......those decisions and actions which concern the management of employees at all
levels in the business and which are related to the implementation of strategies
directed towards creating and sustaining competitive advantage"

32
 Traded as NASDAQ: MMYT

Industry Online travel

Founded 2000

Founder Deep Kalra

Headquarters Gurugram, Haryana

, 

India

Area served Worldwide

Products Booking flights, hotels, holidays, buses,

trains and cars

 US$ 675.26 Million (2017-18)

Revenue

Number of 3051 (March 2018)

employees

Website www.makemytrip.com

Functions

The Human Resources Management (HRM) function includes a variety of activities,

and key among them is deciding what staffing needs you have and whether to use
independent contractors or hire employees to fill these needs, recruiting and training
the best employees, ensuring they are high performers, dealing with performance
issues, and ensuring your personnel and management practices conform to various

33
regulations. Activities also include managing your approach to employee benefits and
compensation, employee records and personnel policies. Usually small businesses
(for-profit or non-profit) have to carry out these activities themselves because they
can't yet afford part or full-time help. However, they should always ensure that
employees have and are aware of personnel policies which conform to current
regulations. These policies are often in the form of employee manuals, which all
employees have.

There is a long-standing argument about where HR-related functions should be

organized into large organizations, eg, "should HR be in the Organization
Development department or the other way around?"

The HRM function and HRD profession have undergone tremendous change over the
past 20-30 years. Many years ago, large organizations looked to the "Personnel
Department," mostly to manage the paperwork around hiring and paying people.
More recently, organizations consider the "HR Department" as playing a major role in
staffing, training and helping to manage people so that people and the organization are
performing at maximum capability in a highly fulfilling manner.

RECRUITMENT & SELECTION

Swami (1985) defined recruitment as the process of searching for prospective

employees and selecting them to apply for jobs in the organization. He concluded that
it is often termed ‘positive’ in that its objective is to increase the selection ratio, that
is, the number of applicants per job opening. Hiring through selection is negative, in
that it attempts to eliminate applicants, leaving only the best to be placed in the firm.

Pfeffer and J (1995) rightly pointed out that, for an organisation to be global and to
reach the demand of a fluctuating economy, it has to ensure that it has selected the
right personnel in the first place. They stated that the sources of Recruitment could
either be internal relating to the existing working force of on enterprise Promotion,
Transfer, Data Bank etc. or external source relating to employment exchange,
advertisement, colleges, institutes ECT.

Srivastava (1997) stated that selection means rejection of candidates for a position
and it is considered as a negative process. On the other hand, Placement is viewed as
a positive process involving filling positions with the most suitable candidates.

34
Selection Standards and Personal Qualities of a candidate determine whether or not he
is to be placed on a job. Selection standards are adjusted to the needs of the
Organization and Labour Market situations. Several researches have shown that
pairing HR practices together is more effective than implementing them one at a time,
specifically practices that have similar objectives.

Milgrom and Roberts (1990) threw attention on certain HRM practices like
recruitment and selection that mostly can be classified as “high performance
practices” within the any business sector. In people intense industry like automobile,
the practices of like Recruitment plays very crucial role in determining the future
success of the organization.

TRAINING AND DEVELOPMENT

Andrews (1999) stated that training is a systematic modification of behaviour through

learning, which occurs as a result of education, instruction, development and planned
experience. Training needs exists when there is a gap between the present
performance of employee or group of employees and the desired performance.

The existence of this gap can be determined on the basis of skill analysis involving 5
steps: Analysis and determination of the major requirements of the specific job,
identification of the tasks needed to be accomplished to meet the job requirements,
understanding of the procedures needed to accomplish each of the job requirements,
analysis of the knowledge and skills needed to accomplish the procedures and
identification of any special problems of the job and analysis of any practical skill
needed to meet the problem. Thus the most talked about issue of the organisation is
that, how it’s so prominent in maintaining its standards as well as giving side-by-side
significance to manpower planning.

Reid et. al. (1993) stated that training is necessary within the organisation because it
helps in gaining maximum performance from its employees at all levels. It can also
be explained in terms of “To develop human potential to assist organisations and
individuals to achieve their objectives”. For managers to start a training programme,
certain conditions are laid, which is normally seeing the climate of the work
environment, management style, influences of other organisations, as well as also
looking at how qualified the manager is in carrying out the training programme. For

35
the company to begin with a training session it needs to have an outlook of it that can
be seen in the figure shown below:

36
Learning organizations, constantly upgrades its professional, technical, and behavioral
skills. The training division used to undertakes adequate measures to identify the
training needs of employees within the specific divisions.

Training programmes are mostly done to keep the positioning of the organization in
the global market, as well as help in reducing employee turnover. Today most of the
Organisations have seriously taken the need of have training packages for their
employees as well as incorporating the immediate need to have employee
development. This is mostly done to allow the staff members to improvise on their
skills as well as making them effective means of production, also to recruit the new
candidates who are appropriate for their particular position and providing them with
certain company information that they are unknown about. Training though is very
expensive and time consuming brings about good results for the hotel. These
programmes are mainly done on a yearly basis, just when the organisation is looking
out for new recruits and better prospects for any organisation. The training and
development programmes are done using different methods. Within the organisation,
General managers of certain units within the hotel take on the task of designing
effective training programmes for individual or for an entire team as a whole.
Sometimes these managers are also given some sort of training for themselves in turn
to train the individuals who are participating within the package. This is done more so
because all managers are not best trainers and though are over qualified and
experienced don’t possess all the traits required when conducting the programme. As
these mangers for example have the over all responsibility of the operation of the
Company, that is taking care of décor, expenditure done, house keeping services,
establishing expected standards for guest services etc, which also means that because
they are taking care of all these services they don’t have any time to spare but even
then make time from their busy schedule with due respect with the guide lines given
by the management to take charge of training and development sessions. Which then
means managers need to have certain traits while dealing with the candidates, which
is patience, good presentation skills, excellent communication as well as having good
understanding with them.

Only after these characteristics are found in the trainer the actual procedure of training
and development starts. This is basically done in viewing the feedbacks given by the
customers who have visited the company before, or checking on certain departments

37
within the organisation that require tremendous changes within the forthcoming
annual period. These sessions are either done in classrooms within the company, or
with the tool of video tapes, or outside speakers who have great expertise in this field
are called to give presentations or with the help of a supervisor who is allotted the task
of mentoring a certain number of individuals in a group who are taking part in.
Almost all Organisations prefer to have training sessions for members who are put in
to groups, as this leads to effective group discussions, generates team building skills
within the members involved, also saves time and makes the completion of the
programme much more faster and quicker. Mostly these training programmes take
place within a week or go as long as a month depending on how much has been
gasped and interpreted by the employees involved.

Ivenson (1989) revealed that major organisations like MUL and Hero honda have
come about with certain methods of working on the issue of training and
development. The management of this organisations has come about with certain
features such as having group discussions, secondly the assigned candidate is given a
particular situation to handle and then play out the entire scenario to the fellow
candidates, the other method is using a case study where a real life documentary is
shown, the individuals have to analyse it and find solutions to the problem of the
documentary. The type of training done could be called as “On the Job training”. The
other type of training that is also done is called “Off the Job training” which takes
place outside the work environment and even outside from the place of residence of
the employees. It’s a good way of creating self esteem, and building motivation
within the trainee, also that each and every trainee is provided with special attention
while performing the given task and it also helps the trainer to focus on specific
problematic areas which prove to be an obstacle in delivering the best performance by
the respective candidate.

Robinson (1981) explained that the following two specific types are important but
when put to use both of them have their own consequences. One is skill training and
the other is cross training.

Skill Training - But in contrast to the above view of many Organisations, there was a
recent study done by Gould Williams suggesting that there are “some Organisations
that only pay attention on investing in skill training rather than any other sort of
training, this was seen in Organisations like Honda SIEL and MUL”etc.

38
Bittel (1981) suggested that Training & Development must be viewed in the
development of soft and hard skills so that employees form the basis of a.
knowledgeable organization. As soft skills training is seen as vital to impart
knowledge to personnel who have supervisory functions in the provision of
leadership. Like wise Organisations also feel the need of having different types of
skill training and development such as, Multi skill training for their employees, as it
allows its staff members to get accustomed to different types of work operations
taking place within the organisation and earn different skills of abstract reasoning,
creativity, administration, personnel management etc. When employees gain this type
of training they are promoted to work in different departments within the
organisation, so that they can come in contact with other members of staff, that is
managerial as well as non managerial staff and also are compensated with a factor that
they don’t face boredom or fatigue in working in the same unit of the hotel for years.

Storey (1991) stated that Cross Training is used for staff members who have had an
over all low type of performance in the organisation. Within the company, this type
of training is used very rarely, as it is sometimes not written in the company’s annual
training books. But it helps the Organisations in achieving the goal through better
coordination and high morale, only recently TATA, MUL has conducted a cross
training Programme with the assistance of a group of Trainers from Discovery Of
India. A more extended version of this type of training is Job Rotation. It is where the
trainee is not looked as one but is assigned the task of the other job functions.

Thus if cross training is put into practice within the organisation, it would directly
prove to be beneficiary to the stake holders of the organisations, that is the employees,
management and the customers, which would then lead to the fact that employees
would gain additional advantages of career opportunities and future security due to
business success.

Williams (1999), argued that though these types of training are good they do not
evoke maximum results for the organisation, as in most of the situations the
employees agree to go through these procedures for their own benefit and to earn
extra wages, but on the other hand it can be an obstacle for those who are not
promoted or given the chance of going through these types of training and
development programmes.

39
Looking briefly from the employee point of view training and development is really
beneficiary for those employees whose self-actualisation levels are comparatively
low. If done under the guidance of excellent leaders can evoke good job satisfaction
for employees. As well as from time to time employees will be able to enhance their
potential skills and also keep track of what are their strengths and weaknesses when
rendering their services to the organisation as a whole. Even their commitment
towards their supervisor or the service towards the manager increases. Again
contradictory to this notion of employee motivation and development, many
Organisations don’t have training programmes, or even for that matter highly skilled
staff but even then are still able to raise their business and reach commercial
marketing standards, this happens more so because the way management looks after
the well being of its employees and promotes the need of having healthy
environments for offering guest services.

PERFORMANCE MANAGEMENT & DEVELOPMENT SYSTEM

Storey and Sisson (1993) revealed that key to the development of any organisation is
growing performance. Different views have been noted in relation with the
understanding of the word performance. “Performance can be divided in to two parts,
which is “Performance Management” that is none other than a wider link attached to
the field of Human Resource Management and which is directly connected to the
employment relationship of the company as a whole.”

Torrington and Hall (1991) viewed performance as “Performance Appraisal” which

is nothing but a tool if used in the correct way leads to employee motivation and job
satisfaction as well as helps employees in increasing performance levels of the
company in a appropriate way”. As a organisation does a business transaction every
day, managers within the organisation need to keep records of the performance of the
different departments within the organisation company, as well as looking at the
contribution of each and every employee in achieving their set objectives for the
company.

Merricks and Jones (1986) revealed that for any industrial sector the main criteria
looked upon is productivity. Productivity is nothing but a term relating to “ cost

40
reduction” which could be also explained with the help of the given diagram

output
Pr oductivity=
Input
“Input here refers to the amount of money spent on the resources, so that stake holders
of the organizations are able to provide the services as well as carry out operations for
the organisation, while on the other hand Output refers to the over all amount spent in
delivering these services or products for the organisation”. But within the field of
human resource management it is quite evident that the above two features of pay and
performance are directly linked to productivity.

Big organisations like the Maruti as well companies like Ritz Carlton in the United
States and Toyota groups in Japan have come about with effectives ways in which the
organisation can handle such a situation as well as productivity can be maintained.
These hotel companies use techniques of keeping a record of the work done by the
staff. Which is called “Work Measurement” this tool does not increase productivity
but helps bring about certain important changes within the work environment of the
hotel. This can be done in looking at the number of staff members joining the
company over the span of years, also looking at the pay scale, whether it has changed
or vice-versa has been the same for staff in the different sections depending on what
task they are assigned to. This is appropriately defined by the British Standards
Institute as “the application of techniques designed to establish the time for a qualified
worker to carry out a specific job at a defined level of performance”. This tool has
various other methods specified in it and is also used in other professional fields as
well, they are Estimating, Time Study, Activity Sampling and Method Sampling. Out
of these the most used technique is Estimating, which is done in the catering
department of the organisation, where employees are employed on the basis of a
criteria which is looking at the sample size of the number of customers that visit the
hotel, also looking at the professional qualification, previous work experiences as well
as how members of the staff deal with the management of the same sort of operational
activities within the organisation.

Thus looking at today’s scenario productivity is a crucial element for the management
of any huge organisation to maintain because low productivity leads to low
profitability which means fall in all the various other features which are directly

41
linked to it and maintaining the levels of productivity means generating an effective
workforce within the automobile industry.

Most of the organizations do follow these policies and practices. But the most
important fact is the motivation of the employees. Motivated employees are
committed to perform to their best of ability.

INTEGRATION OF STRATEGIC HR PRACTICES

Kane and Palmer (1995) stated that strategic human resource management (HRM)
lays emphasis on the importance of HRM policies and practices being integrated by a
long-term HRM strategy, which is perceived as an integrated part of an organizational
strategy. Their study showed that only one-third of a sample of Australian HR
managers agreed that an HRM strategy had a great or moderately great impact on
HRM within their organization, and there was no evidence that the impact of an HRM
strategy resulted in a reduction of the direct impact of other factors. The more
important factors that were included in authors study were legislation/regulation,
industry characteristics, organizational strategy and objectives, top management
priorities, organizational size and structure, and the impact of technological change.
They believed that these factors impacted differentially on HRM practices and
policies in areas such as recruitment, training, pay/ benefits and industrial relations.

Budhwar (2000) in his study concluded that monitoring effectiveness of training

immediately, communicating to employees through suggestion boxes and an attitude
survey, not targeting recruitment of the long-term unemployed and being in
turnaround life cycle stage of organisation are the main variables which classify and
discriminate between organisations practicing high or low levels of integration.
Results show that along with the contingent variables a number of organisational
policies related to recruitment, training and development and employee
communication also determine the functions of integration and devolvement. The
analysis of content reveal that UK managers have realized the importance of human
resources and they see high practical value in integration in terms of improving the
quality of work, performance and achieving success in organizations. As a result,
many UK organizations emphasize in their corporate policy the need to make HRM
an integral part of the business strategy. UK managers believe that integration helps

42
them in the effective evaluation of business plans, highlights needs (both business and
HRs) and makes the implementation of plans more effective and efficient.

Othman (1995) revealed that the main feature of human resource management
(HRM) is to lay emphasis on alignment of the organization's employee management
practice with its strategy. It is argued that the strategy pursued by an organization
needs to be supported by a compatible form of HRM practices and each strategy has
to be supported by a specific form of HRM practice. He found that attainment of a
strategy-HRM fit is essential in ensuring the optimum utilization of the organization's
human resources, which are supposed to lead to improved performance.

Budhwar and Sparrow (2002) examined the need of 'integration' of human resource
management (HRM) into the corporate strategy, 'devolvement' of firm to line
managers and the influence of national culture on HRM in a cross-national
comparative context. The findings show that even where there is an apparent
convergence of strategy -- e.g., the desire of both Indian and British personnel
managers to increase integration between FIRM and business strategy, and to increase
the level of devolvement to line managers, the two sets of specialists clearly follow a
different logic of action, which is subject to a different set of cross-cultural influences.
The implications of pursuing apparently similar HRM solutions in different cross-
national contexts are considered.

Guest (1992) argued that a coherent approach to human resource management

policies can also lead, via the generic HRM outcomes of strategic integration,
commitment, flexibility/adaptability of the workforce and quality (all necessary
ingredients when developing a competitive edge), to the following benefits to the
organisation which has adopted SHRM: high job performance; high problem solving,
change and innovation; high cost-effectiveness; and low turnover, absence,
grievances.

Karami, et. al. (1994) mentioned the notion, that people management can be a key
source of sustained competitive advantage, calls for the integration of Human
Resource Management (HRM) and business strategy. HR, is one of the key elements
to the success of the firm performance and that HR involvement in the development
and implementation of business strategy leads to organisational effectiveness in this
industry.

43
Devanna et. al. ( 1984 ) stated that the strategy and HRM relationship is basically an
extension of Chandler's "structure follows strategy" thesis. They argue that
management theorists and practitioners have began to realize the essence of human
resources as they face the problem of strategy implementation. Because the
integration of the core strategic HR practices with the organizational strategies and
objectives can only be effective through the implementation of core HR practices like
Training and Development, Recruitment and Selection and Performance Appraisal
System. Each step of implementation should reflect goal congruence.

Laurence Handy et. al. (1989) argued that as firms become increasingly aware that
people are among their most valuable strategic assets, they are reappraising the way in
which they manage their human capital. The emphasis is shifting from "personnel
management" to the wider, strategic concept of "human resource management"
(HRM) in which human resource policies and activities, including training and
development, are linked more closely to business strategy. Human resource specialists
who wish to develop a more strategic approach to people management must establish
credibility with top management as key figures in the achievement of successful
results.

Margaret Ryan (1995) explored the relation between specialist expertise and
organizational decision-making process. This relationship has been viewed as an
essential issue in the integration of HRM with corporate strategy, and as having
implications for HRM concerns with organizational and career structure, employee
development, flexibility and culture. The article suggests that the HRM function
needs to confront the challenges posed by expertise in the organization's social
process. The importance of identifying and developing the knowledge base across the
technical as well as the social system is advocated as having an impact on competitive
position. The discussion is illustrated with examples drawn from seven companies in
which the relationship of scientific knowledge to the decision-making process was
being studied.

Mikko Luoma (2000) This article is a theoretical presentation of human resource

development (HRD) within the context of strategic management. It represents a single
component view of human resource management (HRM) by concentrating on
developing human assets only. According to this view, HRM is too complex and
multidimensional an entity to be handled as a set of people-related activities in

44
relation to strategy. The article presents conceptions of strategic HRD based on earlier
theory, and deduces three distinct logics, labelled as need-driven, opportunity-driven,
and capability-driven approaches to HRD. These approaches are summarized in an
integrated framework which is suggested as an illustration of the full potential of
HRD's contribution to the business success. Accounts of organizations adopting the
approaches are presented.

Leda Panayotopoulou, Nancy Papalexandris(2004) used the universalistic

approach to examine the connection between HRM (in terms of the orientation of the
function) and firm performance in Greek firms. To have an in-depth knowledge of
this issue, measures for various aspects of firm performance have been used,
controlling for external environment, competitive strategy, and organizational size.
The research was to examine which dimension of the competing values framework (in
terms of the orientation of the function) is linked to various aspects of firm
performance, controlling external environment, strategy and size. The study showed
that HRM has a more noteworthy effect on growth/innovation indices, as opposed to
financial performance. Also, high orientation in all HRM models does not mean
improved firm performance, as was expected. For acquiring a better understanding of
organizational performance, the researchers had collected not only financial measures
(profitability, market share) but also indicators of operational and organizational
performance (sales growth, product quality, harmonious industrial relations, etc.).
They said that the internal process model was the most frequently adopted HRM
model in the companies of the sample. The research showed that the financial
performance is negatively related only with the external HRM orientation. This
advocates to the need to use the internal process model as well, to have control and
retain capable employees. They argued that though some studies show a link between
organizational performance and the characteristics of internal focus, this was not the
case for their sample. The reason given by the researchers for this was that internal
orientation focuses on the inside of the firm, thus overlooking a very important
motivating factor that is the comparison with competitors and the external
environment.

Patrick Gunnigle, Sarah Moore (1994) searched on the ideaology of connecting

business strategy decisions, product market characteristics and personnel/human
resource management policies. He considered empirical evidence from a survey of

45
Irish organizations. They reviewed that it is increasingly accepted that optimal
personnel policy choice is linked to the unique characteristics of the individual
organization. Hence, argued that organizations need to achieve a fit between
personnel policy choice and broader strategic considerations, particularly product
market conditions and business strategy. However, the Irish survey evidence they
considered for the study presented them with a mixed picture. While some
organizations appeared to be successfully aligning HR policies and business strategy
this development was not widespread. Two areas were seen as of particular
significance for aligning business strategy and personnel policy. Manpower planning
identified as an important indicator of the strategic significance of human resource
considerations was the first area. Organizations which place a strong emphasis on
personnel policy choice would be expected to adopt a sophisticated approach to
manpower planning, particularly in relation to identifying manpower needs and
profile and manpower flow practices concerning the entry and progression of
employees into, through and out of the organization. Second, employee relations were
identified as a key aspect of personnel policy. The nature of the relationship between
employers/management and employees influences broader human resource
considerations such as employee commitment and provides the backdrop against
which decisions on other aspects of personnel policy are taken (e.g. communications,
rewards, appraisal). This article emphasized the importance of the dimensions of
context and process of any organizational strategy. A third dimension requires further
consideration i.e. the content of strategy: includes all of the information that is used
during the formulation and implementation of any strategic activity.

Denise Skinner, Christopher Mabey (1997) reviewed how human resource

strategies are conceived, designed and implemented in organizations as perceived by
the managers involved. The data was gathered using questionnaires completed by 723
managers studying the Open University MBA, over a period of five year. They
concluded that most HR changes are organization wide and are intended to enhance
organizational performance and support the achievement of primary business
objectives. Whereas there is clear board level involvement at the initiation and
planning stages, the responsibility for implementation is unclear. They found out that
this absence of clarity and citing of poor communications as the main reason for the
failure of change initiatives, raises a number of questions about leadership, vision and

46
direction. The evaluation of the initiative is shown to be a difficult area, often
involving inappropriate criteria and is perceived as having few links with the business
strategy. At this stage the lead tends to come from the chief executive and the links
with business strategy are clearly perceived. However once the strategic HR changes
progress to implementation the picture becomes more confused. It appears that the
attention of the chief executive moves away from the change once it is launched but
there is no obvious successor to lead the implementation of the change process.
Where an HR director is present they might have been expected to play a key part in
progressing an HR strategy but the data suggest that this isn't perceived to be so in
almost half of the cases. If the HR director is taking a significant role this is obviously
not immediately obvious to others. This finding raises important questions about
leadership of change and the ways in which the aims and purpose of strategic HR
change are communicated throughout the organization.

In the absence of active and involved leadership at the top, who takes an overview of
the process and monitors its progress, which visibly demonstrates organizational
commitment and communicates the "vision" of change? Is it the layers of
management below the board who appeared as a significant "other" group? To what
extent are the messages about the change altered as they percolate through the
organization to reflect other views and agendas, and to what extent is this deliberate?
All these questions relate to internal communications and its importance as an issue is
further supported by it having been identified as a major reason for the failure of the
change process. The overall picture which has emerged is of HR interventions
intended to further business objectives which initially are promoted at the highest
levels but which become less focused and clear as the change progresses and which,
at best, usually achieve only partial success.

47
 CHAPTER -3 DATA ANALYSIS AND INTERPRETATION

Statement of problem

Organization builds its strength and competitiveness through three basic

characteristics, which are called ‘M’s, they are man, machine and material. It is the
human resource that runs the process, serves and satisfies the customer and ultimately
helps the organization to build and increase a loyal customer base. Hence managing
people is the key to organizational success.

Hence the purpose of my study was to assess and3 analyze with reference to
Makemytrip the impact of HR practices in the organizational performance. To
analyze the prevailing HR practices i.e. Recruitment and selection, Training and
Development and Performance Appraisal at Makemytrip. These strategic HR
practices need to be integrated with the organizational goal for successful working of
the organization.

The integration of strategic HR practices is well documented and sited by various

researchers and exponents. In fact the integration of HR practices with the
organization business strategy is also discussed to a limited extent in the
contemporary literature.

The integration of the strategic HR practices and the organizational goal is dependent
on a number of factors which if present may help the organization to be successful.
Through effective HR practices the Organizations motivates their employees, where
by employees build high morale, increase their commitment, develop competence and
ultimately that results in increased productivity. And increased productivity is just
another name for increased competitiveness in terms of superior performance.

Objective Of The Study

To do an in-depth analysis of Makemytrip with special emphasis on:

1. To study the importance of job satisfaction in organizations.

2. To study the work environment and organizational culture at Makemytrip.
3. To conduct a survey for measuring the employee Morale and Job satisfaction
at Makemytrip.

48
4. To study the employee benefits regarding job satisfaction.

49
RESEARCH METHODOLOGY

SCOPE

 The study gave me an elaborate view of the HR Practices and polices at

Makemytrip.

 The study was limited to Delhi office of Makemytrip.

METHODOLOGY

The Research Methodology, which follows, is the backbone of the study.

Sources for Data Collection:

Primary Data

For obtaining the primary data for my project, I used two research instruments i.e.

Questionnaire and Structured Interview.

Questionnaire
i) Sample Size 50

ii) Sample composition

Officers 25

Technicians 25

Structured Interview
i) Sample Size 10

ii) Sample composition

Managers at Makemytrip Limited 10

Secondary Data

I collected secondary data from:

50
a) In house studies done at Makemytrip Limited.

b) Books on HR Practices.

The information collected through above methods has been tabulated, analysed and

interpreted. Finally an overall assessment of the survey findings will be made towards

improving the effectiveness of the HR Practices and Policies of the organization.

LIMITATIONS OF THE STUDY

The following are the limitations of the study:

 The sample size was small and hence the results can have a degree of
variation.

 The response of the employees in giving information was lukewarm.

51
 DATA ANALYSIS

Response on Feedback system of the organization

Most of the respondents agreed to the fact that the information about the events and

affairs of the company is shared amongst them. This helps them in their respective

work plans.

Information on events

Cant Say
11%
Disagree
11%

Agree
78%

Feedback: The survey reveals that the supervision in the organisation constantly

provides the feedback to improve the performance of downlines.

52
Response on Participation Management in the organization

Employees are encouraged to suggest new ideas about their work

Cant Say
20% Agree
26%

Disagree
54%

Participation management: Employees are satisfied by the way they are involved in

the decision making process and they can frankly express their views with their senior

managers.

53
Response on Recognition and appreciation in the organization

When you have a suggestion to improve your job it is easy for you to get your ideas

across to your immediate supervisor.

Cant Say
16%

Disagree
15%
Agree
69%

Recognition and appreciation: The employees feel that their efforts are valued and

appreciated in the organization.

54
Response on Communication system in the organization

I am provided with clear instructions and sufficient facilities regarding new

assignments.

Cant Say
20%

Disagree
11% Agree
69%

Communication system: The employees are satisfied with the flow of information in

the organization.

55
Response on Workplace Autonomy in the organization

I am clearly informed about what exactly is expected of me regarding my work.

Cant Say
13%
Disagree
6%

Agree
81%

Autonomy: With reference to the decision making the survey reveals that they enjoy

sufficient independence and freedom in their job.

56
Response on Recognition and appreciation of the organization

Employees receive recognition and appreciation for their abilities, efficiency and

good work done.

Cant Say
23%

Agree
61%
Disagree
16%

Recognition and appreciation: The employees feel that their efforts are valued and

appreciated in the organization.

57
Response on training programs and workshops of the organization

There are adequate training programs and workshops conducted as per my

requirement to perform my job well

Cant Say
14%
Disagree
8%

Agree
78%

Training and bearing: The employees are satisfied with the way the company imports

the training and bearing process on a continuous basis to sustain growth.

58
Response on employee engagement through provision of opportunities of the

organization

Every employee is given a fair chance, by the head of the concerned department to

attend the workshops and training programs.

Agree
Cant Say 26%
26%

Disagree
48%

Training & Skill Variety Development: The employees agree that the organisation

believes in developing the multi-skilling in them on continuous basis.

59
Response on Task Identity & Development of the organization

We have good opportunities to learn new skills and new jobs

Cant Say
20%

Disagree
9% Agree
71%

Task Identity & Development: The employees feel that the tasks performed by them

need dependent charge for the successful completion of the task.

60
Response on Benefits and Welfare Provision of the organization

The company provides excellent benefits and welfare facilities for the employees and

their families.

Cant Say
11%
Disagree
12%

Agree
77%

Benefits and Welfare Provision: The employees feel that Makemytrip Limited

provides excellent benefits and welfare facilities for the employees and their families

61
Response on Financial Assistance of the organization

If all the required documents are furnished properly, applications for various loans are

processed promptly.

Cant Say
20%

Agree
48%
Disagree
32%

Financial Assistance: Only 48% employees feel that the organisation provides

financial assistance in form of loans as required based on the actual documents.

62
Response on allowances and advances of the organization

All the allowances and advances are provided on time

Cant Say
29%
Agree
55%

Disagree
16%

Allowances and advances: Only 55% employees feel that the organisation provides

allowances and advances on time.

63
Response on Medical Assistance of the organization

Medical facilities are adequate and provided on time

Agree
Cant Say 26%
26%

Disagree
48%

Medical Assistance: Only 26% employees feel that the organisation provides medical

assistance on time. Though most of the employees were members of ESI and were

usually referred to ESI in case of Medical emergency.

64
Response on Working groups within organization

I feel free to discuss my personal and professional problems with my peers

Cant Say
13%

Disagree Agree
31% 56%

Working groups: The employees feel that they work as team as the company provides

conducive environment (primarily and informally) and the people are also friendly

and supportive.

65
Response on Supervision within organization

The management periodically provides feedback on the good and the bad aspects of

an employees work and where he/she must improve, by way of performance appraisal

Cant Say
18%

Disagree Agree
26% 56%

Supervision: The employees are satisfied with the guidance and freedom provided by

the supervision for the execution of respective duties.

66
Response on Employee Relation within organization

Everyone in this organization trust each other very much

Cant Say
14%
Disagree
8%

Agree
78%

Employee Relation: The employees feel that there exists a cordial and trust worthy

environment across all departments at Makemytrip Limited.

67
Response on Job Security at Makemytrip Limited

I feel totally secure in this job

Cant Say
14%

Disagree
11%

Agree
75%

Organizational Commitment & Job Security: The employees feel pride to be

associated with the organization like Makemytrip Limited but express the willingness

to leave the organization in case of financial crisis.

68
Response on Work Environment at Makemytrip Limited

How satisfied are you with the physical working conditions mentioned below, in the

organization

Cant Say
21%

Agree
Disagree 55%
24%

Working Environment: The employees are satisfied with the working hours, lunch,

transportation and other facilities provided by the organisation.

69
Response on Workplace Safety at Makemytrip Limited

Proper health and safety training is provided

Cant Say
22%

Disagree Agree
22% 56%

Workplace Safety: Only 56% employees believe that they are properly trained to

handle workplace accidents and provided necessary training to handle mishaps.

70
Response on Social Relation at Makemytrip Limited

I feel free to discuss my personal and professional problems with my superiors

Cant Say
15%

Agree
42%
Disagree
43%

Social Relation: The employees believe that healthy social relation beyond office

hours should exist that is the company should facilitate through several activities.

71
 CHAPTER -4 CONCLUSIONS AND RECOMMENDATIONS

As revealed by the survey, the Makemytrip Limited seems to be doing satisfactory in

terms of the various variables taken into considerations like Task Significance, Task
Identity, Skill Variety, Autonomy, Interest in work, Growth prospects/promotion,
Recognition and appreciation, Feedback, Security, Participation management,
Training and bearing, Communication system, Reward, Supervision, Working groups,
Occupational status, Working Environment, Organisational Commitment

However, the company needs to focus primarily on two aspects in order to enhance
the existing morale to achieve high organizational commitment i.e., on monetary
benefits, grievance handling and social relations.

Decent pay is fine, but it isn’t enough. The company should understand that in order
to maintain long term and relationship in today’s competitive environment the
employees should be provided with considerable benefits over and above pay.

The survey revealed that the company’s grievance handling process does not satisfy
the employees. So the organization should effectively form a grievance cell or if in
place need to communicate them to the employees. The most important aspect is the
actual functioning which should be strictly time bound and such that the employees
feel at ease to make use of them.

The task of HR is to make people believe in themselves, the organization, the value
system and the philosophy of the organization, in the aggressive targets the
organization sets.

72
 RECOMMENDATIONS

Based on the study, several recommendations have been made. These include:

1. In order to successfully conduct the performance measurement process,

Makemytrip should formulate effective internal and external communication
mechanism.

2. A conceptual framework understood by all levels of the organization should

be developed.

3. Accountability for results must be clearly defined and well understood.

4. Performance measurement system must provide intelligence for decision

makers rather than just compiling data.

5. Compensation rewards and recognition should be linked to performance

measurements.

6. Performance evaluation should be positive and not punitive.

7. Employees should be specific as to what is expected from them so that they

direct their efforts towards achieving those expectations.

8. Feedback on the evaluation should be provided to the employees so that they

can improve their performance.

9. Lastly, performance measurement systems should not be seen as an end, but a

beginning.

73
 SUGGESTIONS

 In regards to Training the person who needs training should be properly

interviewed about the kind of training he required for his job. This would enable
the employees to perform better, which will further lead to job satisfaction.

 T&D needs should be captured during Appraisal. The same needs to be collated
by HR & are validated during one-on-one meetings with the supervisors. There is
a need to develop more Internal and External Programmes for Executive Level
and Middle Level to reduce attrition

 A good promotion policy provides satisfaction because with every promotion the
social status and recognition of persons improves. Therefore adequate
opportunities should be given to each and every employee for promotion and
promotion should also be given at certain duration. While giving promotion a
proper balance should be made between seniority and merit that means while
giving promotion seniority and merit both should be taken in to consideration.

 Proper feedback should be given to the employees for their overall development
and better future prospects.

 The activity and potential of the employees should be given more consideration
rather than other factors.

 Team spirit should be encouraged among the employees for better coordination, to
achieve individual as well as organizational goals.

74
 BIBLIOGRAPHY
 Harter, James K., Frank L. Schmidt, and Corey L. M. Keyes (2003). "Well-Being

in the Workplace and its Relationships to Business Outcomes". Flourishing: The

Positive Person and the Good Life: 205–244.

 Hulme, Virginia A. (March 2006). "What Distinguishes the Best from the Rest".

China Business Review.

 Konrad, Alison M (March 2006). "Engaging Employees through High-

Involvement Work Practices". Ivey Business Journal.

 Robinson, D., S. Perryman, and S. Hayday (2004). The Drivers of Employee

Engagement. Institute for Employment Studies.

 Robinson, Dilys and Sue Hayday (2003). "Employee Engagement". In Brief

(129).

 Ryan, Richard M. and Edward L. Deci (January 2000). "Self-Determination

Theory and Facilitation of Intrinsic Motivation, Social Development, and Well-

Being". American Psychologist Association 55: 68–78.

 Seijts, Gerard H. and Dan Crim (2006). "The Ten C's of Employee Engagement".

Ivey Business Journal.

 Wilkinson, Adrien, et al (2004). "Changing patterns of employee voice". Journal

of Industrial Relations 46,3: 298-322.

 Wilkinson, Adrien (1998). "Empowerment: Theory and Practice". Personnel

Review 27,1: 40-56.

 The Drivers of Employee Engagement, Robinson D, Perryman S, Hayday S. IES

Report 408, 2004.

75
List of Websites

• www.google.in

• www.nestle.co.in

• www.nestle .com

76
 ANNEXURE
SAMPLE QUESTIONNAIRE

ENTITY: LOCATION:

DEPARTMENT: DESIGNATION:

GENDER: CATEGORY:

NO. OF YEARS OF SERVICE IN THE ORGANIZATION:

(1) Strongly Agree, (2) Agree, (3) Uncertain,

(4) Disagree, (5) Strongly Disagree (6) Not Applicable

1.) I get all information about the events and affairs of the company which have an
effect on my work.

(1) (2) (3) (4) (5) (6)

2.) Employees are encouraged to suggest new ideas about their work

(1) (2) (3) (4) (5) (6)

3.) When you have a suggestion to improve your job it is easy for you to get

your ideas across to your immediate supervisor.

(1) (2) (3) (4) (5) (6)

4.) I am provided with clear instructions and sufficient facilities regarding new
assignments.

(1) (2) (3) (4) (5) (6)

5.) I am clearly informed about what exactly is expected of me regarding my work.

(1) (2) (3) (4) (5) (6)

6.) Employees receive recognition and appreciation for their abilities, efficiency and
good work done.

(1) (2) (3) (4) (5) (6)

7.) There are adequate training programs and workshops conducted as per my
requirement to perform my job well

(1) (2) (3) (4) (5) (6)

77
8.) Every employee is given a fair chance, by the head of the concerned department
to attend the workshops and training programs.

(1) (2) (3) (4) (5) (6)

9.) We have good opportunities to learn new skills and new jobs

(1) (2) (3) (4) (5) (6)

10.) The company provides excellent benefits and welfare facilities for the
employees and their families.

(1) (2) (3) (4) (5) (6)

11.) If all the required documents are furnished properly, applications for various
loans are processed promptly.

(1) (2) (3) (4) (5) (6)

12.) All the allowances and advances are provided on time

(1) (2) (3) (4) (5) (6)

13.) Medical facilities are adequate and provided on time

(1) (2) (3) (4) (5) (6)

14.) Proper health and safety training is provided

(1) (2) (3) (4) (5) (6)

15.) I feel free to discuss my personal and professional problems with my peers

(1) (2) (3) (4) (5) (6)

16.) I feel free to discuss my personal and professional problems with my

superiors

(1) (2) (3) (4) (5) (6)

17.) The management takes good care of the problems of the employees and tries to
solve or redress them with proper counseling as soon as possible

(1) (2) (3) (4) (5) (6)

18.) The appraisals are read out and known to the concerned employees on time

(1) (2) (3) (4) (5) (6)

78
19.) The management periodically provides feedback on the good and the bad aspects
of an employees work and where he/she must improve, by way of performance
appraisal

(1) (2) (3) (4) (5) (6)

20.) Everyone in this organization trust each other very much

(1) (2) (3) (4) (5) (6)

21.) I feel totally secure in this job

(1) (2) (3) (4) (5) (6)

22.) How satisfied are you with the physical working conditions mentioned
below, in the organization

(1) Very satisfied, (2) Satisfied, (3) Uncertain, (4) Dissatisfied,

(5) Very dissatisfied, (6) Not Applicable

Drinking water facilities 

Toilet facilities 

Lighting 

Work area(space) 

Maintenance of computers and other equipments 

Cleanliness of workplace 

Sports club 

Noise control 

Maintenance and storage of hazardous chemicals 

Telephone facilities 

Canteen facilities 

79