`

A STUDY ON THE PERFORMANCE OF HR

POLICIES AND ITS IMPLEMENTATION OF
CREATION INFRA INDIA PRIVATE LIMITED
Project submitted to

S.A.V ACHARYA INSTITUTE OF MANAGEMENT STUDIES

In partial fulfillment of the requirements for

Master in Management Studies

By

SUMIT PRAKASH POKHARKAR

Roll No: 9322022027

Specialization – Human Resource

Batch: 2022 - 2024

Under the guidance of

Ms. KAVITA

1
`

A STUDY ON THE PERFORMANCE OF HR

POLICIES AND ITS IMPLEMENTATION OF
CREATION INFRA INDIA PRIVATE LIMITED
Project submitted to

S.A.V ACHARYA INSTITUTE OF MANAGEMENT STUDIES

In partial fulfilment of the requirements for

Master in Management Studies

By

SUMIT PRAKASH POKHARKAR

Roll No: 9322022027

Specialization – Human Resource

Batch: 2022– 2024

Under the guidance of

Ms. Kavita
`

S.A.V ACHARYA INSTITUTE OF MANAGEMENT STUDIES

SHELU
NOVEMBER 2023

Student’s Declaration

I hereby declare that this report submitted in partial fulfillment of the requirement of MMS
Degree of University of Mumbai to S.A.V ACHARYA INSTITUTE OF MANAGEMENT
STUDIES. This is my original work and is not submitted for award of any degree or
diploma or for similar titles or prizes.

Name : SUMIT PRAKASH POKHARKAR

Class : MMS

Roll No. : 9322022027

Place : SHELU

Date : 09-12-2023

Students

Signature : SUMIT POKHARKAR

3
`

Certificate

This is to certify that the dissertation submitted in partial fulfilment for

the award of MMS degree of University of Mumbai to S.A.V ACHARYA
INSTITUTE OF MANAGEMENT STUDIES is a result of the bonafide
research work carried out by Ms. Kavita.

under my supervision and guidance, no part of this report has been submitted
for award of any other degree, diploma or other similar titles or prizes. The
work has also not been published in any journals/Magazines.

Date

Place: SHELU

DR. ANIL GARG

Project Guide Director

(Ms. Kavita)
`

TABLE OF CONTENTS
TITLE PAGE NO
CHAPTER NO
ABSTRACT i
LIST OF TABLES ii
LIST OF CHARTS iii
LIST OF FIGURES iv
LIST OF ABBREVIATION v
INTRODUCTION 1
1.1Introduction 1
1.2 Industry Profile 3

1 1.3 Company Profile 7

1.4 Need for the Study 10
1.5 Scope and Significance of Study 11
1.6 Objectives of the Study 12

1.7 Limitations of the Study 13

2 REVIEW OF LITERATURE 14
RESEARCH METHODOLOGY 22
3.1 Research Design 22
3.2 Sampling Technique 22
3.3 Sources of Data 23
3
3.4 Structure of Questionnaire 23
3.5 Sample Size 24
3.6 Period of Study 24

3.7 Hypothesis/ Analytical Tools 24

DATA ANALYSIS AND INTERPRETATION 25

4 4.1 Test - I 25
4.2 Test – II 56
4.3 Test - III 60
FINDINGS, SUGGESTIONS AND CONCLUSION 63
5 5.1 Findings of the Study 63
5.2 Suggestions 64
5.3 Conclusion 65
REFERENCES 66
APPENDIX – I (Questionnaire) 69
APPENDIX – II (Article) 77

5
`

ABSTRACT

Human resource management is concerned with people element in management. Since

every organization is made up of people, acquiring their services, developing their skills/
motivating to high level of performances and ensuring that they continue to maintain their
commitments to the organization which are essential to achieve organizational objectives.
This project is meant to know the Human Resource Policies in the organization. The HR
Policies are a tool to achieve employee satisfaction and thus highly motivated employees.
The main objective of various HR Policies is to increase efficiency by increasing motivation
and thus fulfill organizational goals and objectives. The objective is to provide the reader
with a framework of the HR Policy Manual and the various objectives that the different
policies aim to achieve. The main focus was on the managerial levels of employees in
CREATIONS INFRA INDIA PRIVATE LIMITED.

Keywords: HR policies, Employee Relationship, Organization.

i
 LIST OF TABLES

TABLE NO PARTICULARS PAGE NO

4.1.1 Age 25
4.1.2 Gender 26
4.1.3 Educational Qualification 27
4.1.4 Department 28
4.1.5 Designation 29
4.1.6 Income 30
4.1.7 Jobs and get placement 31
4.1.8 Letters you received from the company 32
4.1.9 Recruitment team conducted induction program 33
4.1.10 Satisfied with the recruitment team 34
4.1.11 Conducting training on any areas 35
4.1.12 Trainer is component and knowledge person 36
4.1.13 Training areas can be shown any development 37
4.1.14 Training areas you are interested 38
4.1.15 Performance appraisal for the employees 39
4.1.16 Department conducting the performance appraisal 40
4.1.17 Appraisal conductivity on what degrees 41
4.1.18 Final decisions made by the superiors 42
4.1.19 Awareness of social legislative 43
4.1.20 Statutory Obligations of PF & ESI 44
4.1.21 Profession tax contribution 45
4.1.22 Labor’s welfare act 46
4.1.23 Aware about leave policy 47
4.1.24 Awhile the leave or not 48
4.1.25 Leave policies are able to meet your needs 49
4.1.26 Leave application shall be approved 50
4.1.27 Reason for quieting the job 51
4.1.28 Submitting their resignation 52
4.1.29 Relieving order 53
4.1.30 Full and final settlement 54

ii
`
 LIST OF CHARTS

CHART NO PARTICULARS PAGE NO

4.1.1 Age 25
4.1.2 Gender 26
4.1.3 Educational Qualification 27
4.1.4 Department 28
4.1.5 Designation 29
4.1.6 Income 30
4.1.7 Jobs and get placement 31
4.1.8 Letters you received from the company 32
4.1.9 Recruitment team conducted induction program 33
4.1.10 Satisfied with the recruitment team 34
4.1.11 Conducting training on any areas 35
4.1.12 Trainer is component and knowledge person 36
4.1.13 Training areas can be shown any development 37
4.1.14 Training areas you are interested 38
4.1.15 Performance appraisal for the employees 39
4.1.16 Department conducting the performance appraisal 40
4.1.17 Appraisal conductivity on what degrees 41
4.1.18 Final decisions made by the superiors 42
4.1.19 Awareness of social legislative 43
4.1.20 Statutory Obligations of PF & ESI 44
4.1.21 Profession tax contribution 45
4.1.22 Labor’s welfare act 46
4.1.23 Aware about leave policy 47
4.1.24 Awhile the leave or not 48
4.1.25 Leave policies are able to meet your needs 49
4.1.26 Leave application shall be approved 50
4.1.27 Reason for quieting the job 51
4.1.28 Submitting their resignation 52
4.1.29 Relieving order 53
4.1.30 Full and final settlement 54
iii
`

LIST OF FIGURES

FIGURE NO PARTICULARS PAGE NO

1.2.1 Interior Design Market 4

Range

1.2.2 Number of Interior 6

Designers across India

1.6.1 HR Policies 12

iv
`
 LIST OF ABBREVATIONS

➢ HRM – Human Resources Management

➢ VS _ Visualization Software
➢ FDS - Functional Design Specification
➢ GCC - Gulf Corporation Council
➢ ITCC - Interior Turnkey Contracting Company
➢ MNC - Multinational Corporation
➢ HRD - Human Resources Development

v
`

INTRODUCTION

1
`

CHAPTER 1

1.1 INTRODUCTION

This study is conducted to measure the effect of human resource policies (planning,
recruitment & selection, training & development, job analysis & design, motivation,
performance appraisal, and employee participation in decision making) on organizational
performance, to verify if there is a positive and significant relationship between human
resource policies and organizational performance, and to measure the scope of application of
human resource policies. These guidelines identify the organizations intention in matters of
recruitment, selection, promotion, development, compensation, motivation, and otherwise
leading and directing employees in the working organization. HR policies serve as a road
map for the manager. HR policies are also defined as that body of principles and rules of
conduct which govern the enterprise in its relationship with employees. Such a policy
statement provides guidelines for a wide variety of employment relationships in the
organization. The purpose and significance of the HR policies hardly need any elaboration.
Every organization needs policies to ensure consistency in action and equity in its relation
with employees. Policies serve the purpose of achieving organizational goals in an effective
manner. HR policies constitute the basis for sound HRM practices. Moreover, policies are
the yardstick by which accomplishment of programs can be measured.

2
`

1.2 INDUSTRY PROFILE

The interior design market is a crafty science enhancing the interiors of a space to achieve a
healthier and aesthetically pleasing environment. The interior design business is developing
rapidly in the Indian market. Interior Design in India comprises of architects, interior
designers, trade members, and educationists in the planning, designing and decorating the
interior spaces. The growth in interior design is attributed to the growing Indian real estate
market, growing population, rising income levels, and urbanization. Other factors that lead
to a surge in demand for Interior designing services include smart homes, the influence of
social media, and changes in the living standards and lifestyle of the people.

People are choosing theme-based designs for their commercial and residential spaces.
Countless themes like the Mediterranean Style, the European Style, the Ethnic Indian Style
of Design and Decor are getting common nowadays. New innovations are taking place to
make homes more techs friendly. Virtual Reality is disrupting the interior designing industry
and has made visualizing and experimenting process easy for both client and designers.
However, the cost of using this technology is too high for incorporating in the industry. Some
of the factors that restrain the growth of the market are high gestation periods for the project.

SCOPE OF THE REPORT

A complete background analysis of India Interior Design Market which includes an

assessment of the emerging market trends by segments, significant changes in
By end use Residential Commercial

By Type of Decoration Renovation New

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

3
`

COMMERCIAL INTERIOR DESIGN IS GROWING IN THE MARKET

With the steady growth in the demand from the commercial real estate, the interior designing
solution has emerged as a progressive trend in the market. As commercial space demand
surges, the sector is expected to further witness a tremendous opportunity to leverage in the
coming years. With the visible transition in the Indian work culture, office furniture and
interiors have seen a major evolution. Office commercial spaces are expected to opt-out for
various interior design services in the market. Old and established offices will also consider
refurbishing their office spaces along with start-ups and new offices. Hotels are also coming
up with design guidelines and pose as trendsetters combining creativity and sustainability.

Figure 1.2.1 Interior Design Market Range Chart

Interior design is a multi–faceted industry in which innovative and technical design concepts
finish or modify an interior environment to the specifications of the clients. The interior
design industry includes firms that primarily deal with the planning, designing, and
management of projects within a variety of interior spaces. Interior design companies and
design consultants must consider the required building codes and health and safety
regulations for all projects. Designers must also to take into account any electrical and
mechanical needs, interior fittings, furniture, traffic patterns, and floor planning. Profitability
of interior design companies depends upon the volume of the projects they take on, as well
as the accuracy of bidding, and timely delivery and completion of projects.

4
`

Reports in this section include, but are not limited to, different components of the market,
such as decorating and decoration products merchants, design in furnishings, office and
industrial interior design, painting and remodelling, industry analysis for different countries,
and transportation of materials used by interior designers.

Market segmentation

3D Visualization Software for Interior Designers market is split by Type and by Application.
For the period 2016-2026, the growth among segments provides accurate calculations and
forecasts for revenue by Type and by Application. This analysis can help you expand your
business by targeting qualified niche markets.

Market segment by Type covers

Cloud Based
On-premises

RISE IN NUMBER OF INTERIOR DESIGNERS ACROSS INDIA

There are growing investments in real estate in India. The market is primarily seeing
investments in commercial real estate and co-working spaces. As the real estate market is
projected to grow in future the interior designing services will also be required for the same.
There are growing investments in tire 1 and tire 2 cities in the nation which is leading to a
rise in the number of interiors designing and designers in India in these cities. Various
architectures are shifting to the Interior designing market in India. The data also shows that
the Interior Designing industry is more concentrated in urban areas.

5
`

Figure 1.2.2 Number of Interior Designers across India

COMPETITVE LANDSCAPE

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

6
`

1.3 COMPANY PROFILE

Creation Infra India Private Limited Express Started his 23 Year career, delivering
multimillion dollar Infra contracts in the GCC countries Transformed Creation form an
Interior Contracting Company into leading ITCC providing design & allied services to large
enterprises, government institutions and private organization.

VISION & MISSION

The purpose of all human activity is to make life better. Creations believe in improving life
through innovative ideas. Through innovations we constantly endeavour to bring better
services and processes that bring greater value to society

CORE PURPOSE

“Improve Life through Innovative Ideas & Services”

VISION

➢ We are role model enterprise, respected globally for excellence in quality and
innovative services
➢ We enhance stakeholder value while adhering to the code of responsible care and
ethical values
➢ We are an employer of choice and preferred business partner Worldwide.

CORPORATE VALUES

➢ Creations believe in honouring its commitment, integrity and transparency are an

integral part of our relationship with customers, Employees, Society.
➢ Respect for life: The Company believes that life in all its forms must be respected
and values our people. Our Employees are our values creators whose efforts,
Creativity and bond we cherish. Our customers who reward us for our value creations
and stakeholders, who are committed to us in our Endeavour to improve life we also
recognize and respect our environment and take every effort to preserve it.

7
`

VALUE STATEMENT

➢ INTEGRITY: We are open, ethical, transparent & uncompressing in our work.

➢ DECISIVENESS: Set a goal, analyse the facts and work on alternatives and
conclude them in fixed time frames.
➢ TEAM SPIRIT: We encourage group interaction and working
➢ Together. United and collective drive achieves the desired goal.
➢ COMMITMENT: We keep all promises made within and outside the company.
Caring we are concerned for our environment, society and employees and work
for their betterment.
➢ EXCELLENCE: We are a role model and benchmark company for our products,
Service and business processes.
➢ INNOVATION: We nurture creativity and encourage application of knowledge
and ideas in all facets of our business.

Creations ‘5 C to success

Commitment

➢ Take ownership of project by assigning the right people with the right attitude and
passion for the job.
➢ Training and qualified personnel with proven track record from varied disciplines.
Proven processes to aggressively monitor project quality, cost and timeliness.

Capability

➢ Trained and qualified personnel with proven track record from varied disciplines.
Proven process to aggressively monitor project quality, cost and timeliness.

Capacity

➢ To deliver end-to-end service anytime, anywhere through in-house expertise

supported by trusted pool of sub-vendors

Comprehensive - Seamless multi-disciplinary suite of service to cater to all requirements.

Customization

➢ Ability to tailor the service offering best suited to meet your financial and operational
objectives.
8
`

1.4 NEED OF THE STUDY

➢ HR policies are important for employees to work for an Organization.

➢ It helps to maintain motivation and willing work forces.
➢ It is an interesting and significant area for conducting research.
➢ They also ensure compliance with employment legislation and inform employees of
their responsibilities and the Company's expectations
➢ HR policies provide guidelines on employer-employee relationships, which impart
information on acceptable norms of behaviour, work schedules, health and safety
measures, employment laws, conflict resolution and disciplinary measures.
➢ HR planning, hiring (recruitment and selection), training and development, payroll
management, rewards and recognitions, Industrial relations, grievance handling, legal
procedures.
➢ To have a formal Statement on corporate thinking which will serve as a guideline for
actions. Promote effective management without your constant intervention
➢ To establish the consistency in the application
➢ Motivate Team Members
➢ Device and implement Best policies
➢ Improve Employers Branding

9
`

1.5 SCOPE OF THE STUDY

In any organization human resource is the most important asset. In today’s current scenario,
Creations Infra Nitrite Ltd. is a very large manufacturer and marketer of Interiors.
➢ As most of the company’s overall performance depends on its employee’s performance
which depends largely on the HR POLICIES of the organization.
➢ So, the project has wide scope to help the company to perform well in today’ global
competition.
➢ The core of the project lies in analysing and assessing the organization and to design and
HR policy manual for the organization.
➢ They provide clear communication between the organization and their employees
regarding their condition of employment.
➢ They form a basis for treating all employees fairly and equally.
➢ They are a set of guidelines for supervisors and managers.
➢ They create a basis for developing the employee handbook.
➢ They establish a basis for regularly reviewing possible changes affecting employees.
➢ They form a context for supervisor training programs and employee orientation programs.

10
`

1.6 OBJECTIVES OF STUDY

PRIMARY OBJECTIVES

➢ To study the amendments made in the HR Policies of CREATION INFRA INDIA

PRIVATE LIMITED the time of incorporation.

SECONDARY OBJECTIVES

➢ To Study the amendments in the base policy and prepare a final policy.
➢ To Examine a HR Policy manual for the company with special emphasis on the
“Managerial Service Conditions”
➢ To understand the HR policies maintaining the sound relation among Employees &
Employer.
➢ To find out the employees’ satisfaction towards satisfied with the implementation of
policy in organization.

Table 1.6.1 HR policies

11
`

1.7 LIMITATIONS OF STUDY

➢ HR policies are an important for employees work for Organization.

➢ It helps to maintain motivation and willing work forces.

➢ It is an interesting and significant area for conducting research.

➢ It aims to study an understanding to which the employees be satisfied under the human
resources system of the organizations

➢ To study the human resources needs of an organization

➢ To study the main processes of employee resorting and development

➢ To know whether the employees are aware of these policies and are deriving benefits
for themselves as well as for the company.

➢ To provide a such conditions of employment that enable the personnel to develop a

sincere sense of unity with the organizations and to carry out their duties in the most
willing and effective manner.

12
`

CHAPTER 2

2.1 REVIEW OF LITERATURE

A literature review is a type of review article. A literature review is a scholarly paper that
presents the current knowledge including substantive findings as well as theoretical and
methodological contributions to a particular topic. Literature reviews are secondary sources
and do not report new or original experimental work. Most often associated with academic-
oriented literature, such reviews are found in academic journals and are not to be confused
with book reviews, which may also appear in the same publication. Literature reviews are a
basis for research in nearly every academic field

❖ Kundu. Subhash C., Diva Mahan (2009) This study is based on the "Human
Resources Management Practices in Insurance Companies: The study was made in
Indian and MNC’s and explains the benefits of the organization is generated only by
Human Resources. However, the advantage of giving insurance to the Human
Resources is one of the employee benefits issued by the Human Resource
Management. The findings of the study says that both domestic and international
Insurance companies have to improve more on their HR practices like performance
appraisal, HR planning and Recruitment.

❖ Hemant Rao (2007) In this research study he explained the changes in the role Human
Resources. There was an extraordinary change in the role of Human resource
department. He found that each individual should work in the organization such that
they should treat the employees irrespective to cast, religion, gender etc. The
productivity of the company is based on the quality of work done by the employees
in the organization.

❖ Subramanian, V. (2005) He expresses that the recruitment and selection process in

the organization and selecting the right candidate for the correct position helps
employees to work in the organization in a very positive mode.

❖ The interview process should be relevant to the job profile so that the candidates will
be interested in the job profile.
13
`

❖ Maitin, T.P. (2003) In his study he explains the Human Resource Development shows
the progress of the organizational growth with different process like recruitment and
selection, payroll processing and maintains the rules and regulations of the office. By
the way of best approach towards the employees which the in the high productive of
the employees.

❖ Sudham Shetty V. Naveen, Dr.D.N. Raju (2014) Their research is based on the
recruitment and selection process in Cement Industry, Electronics Industry, Sugar
Industry in Krishna Dt AP, India and observed that in all the selected industries of the
study area recruitment is made by campus placements, job.com, data banks etc. The
selection is done by evaluating the candidate’s skills, knowledge and abilities which
are highly required to the vacancies in selected industries. They also identified that
both monetary and non-monetary incentives are given to the employees to motivate
them for better.

❖ Anupama Gupta (2010) Her study research mostly revolves around the consequences
of the challenges faced by the Human resource management in context with the
current economic status and the challenges faced should be taken in consideration.
This article insists on the challenges in the short fall of talented employees. This also
emphasis on how Human resources Management tackles the problems handled on
day-to-day activities. It also suggested some important points to handle things better.

❖ Singh S.K (2008) In this study He explained that for a good organizational growth
employee Should maintain their involvement to yield high productivity.
❖ Employee’s dedication helps him to achieve his target, and increases his quality of
work. Organization should also help the employee in training him to develop his
interpersonal skills. Both Employer and Employee should equally contribute each for
individual’s growth.

14
`

❖ Vidya A. Salokhe (2002) In her study she explained the Human Resource department
have several processes to improve the employee’s individual growth in the
organization. It also helps the organization to achieve more in the profit with their
effective smart work. Employees are the asset of any organization which they make
profit out of them.

❖ T.V. Rao (1999) the study in his book explains that the audit conducted describes the
methods and ideas which have to be implemented in the Human Resource Audit. His
Framework helps to estimate the different criteria like core competency, culture and
value of the organization. By evaluating the employee’s interpersonal skills, they can
improve in some of the factors which are they lacking in the system. They also have
broadminded people in the top-level management which helps the low and middle
level employees to know about their concerns. So, they each and every employee in
the organization helps them to achieve more by increasing the productivity.

❖ Udai Pareek &T.V. Rao (1999) In his study he explains that the limitations of Human
Resource Department where they need to improve in the personal growth of
employee and the organization. In his he elaborately explains about the importance
of the training and Development, HR Audit, Planning and Development,
Organizational Behaviours. This also gives the lots of information about the
Educational Institutes and lot of professional people.

❖ Venkateswaran (1997) He explains in his article about how Human resource

Department helps the organization in their Financial growth. For that he made an
empirical study by collecting data from a sample of 132 executives of a private
organization. This study helps to know how the HRD works in the organization and
how for employees are benefited out of them. As a result, the HRD works in better
way how such that employees are more much comfortable in the rule and regulations
of the organizations. This also helps the organization to maintain a good decorum.

❖ Saini R.R. (2010) This study is based on the Management in United Commercial
Bank which is a case study of Chandigarh State which elaborates HRD rules and

15
`


regulations. Basically, this study explains the hurdles in the process of framing the
rules and process of executing it. This analytical study contains a sample size of 100
people and analysed their opinion about HRD rules and regulations. As a result of
this study is qualification plays an important role in recruitment in top, middle and
low-level management. The practice of selecting right candidate for the level of
management helps the organization to achieve more and retain employees in the
organization.

❖ Tripathy (2008) He has explained that the organization have the optimum usage of
Human resources in the organization. They follow the 3 C concept (i.e.)
Competencies, commitment and culture. By following these 3 C cultures in the work
organization give the positive results in the organization. This practice is considered
to be the best result earning which resulted in the increase in the financial growth.

❖ Patil, Kallinath S. (2007) In his study he has researched about the development of
facility management industry has an important place in the growth of the country.
Life Insurance Corporation is one of the major service providers in which they
provide the best service. The Transmission doesn’t come in a day. For that employees
have put in lot of efforts to bring the service in the field of service.

❖ Sharma and Jyoti (2006) In their article they have explained about the Job
Satisfaction that they finalize it the best and effective reason for an employee in the
working situation. They also explain that this emotional factor helps the employee in
the organization to yield best results. Dissatisfaction is one of the main reasons for
attrition of employee in the organization. So, job satisfaction is the primary reason of
an employee’s carrier growth and development of an organization

❖ G.V. Chalam and L. Srinivas (2005) In their article they have made a Human
Resources Department survey across 120 branches of State Bank of India at Andhra
Pradesh, and defines the gender where their papers made an attempt to explore the
basic gender difference. They found that the women employees have much more
concern that the male employees. Female employees have higher attitude of

16
`

respecting the organization and Human resource department. They also have good
source of Loyalty towards Bank work.

❖ Mishra and Hardwar (2002) In their research they have made an empirical study on
the Private companies and their nature of work in Human resources Department. A
random sample of 107 managers with different levels like low level, middle level and
top-level management are taken into consideration. A questionnaire was circulated to
them to know about the Human Resource department and analysed. As a result, the
situation present in the HRD is satisfactory.

❖ V.Siva Kumar (2015) This study describes that the high level of policies increases
the growth of the organization and acts as a retention strategy. From this study it is
observed that employee’s relationship

❖ NP Myilswamy, Dr.R. Gayatri (2014) According to their research “A study on Due

to the difficulty of evaluating the integration of human resources policies and
practices (LEPAK et al, 2006), this research proposes not only to evaluate PPHR as
a single construct, but also the relation of each dimension – or subsystem – on
organizational citizenship behaviours, seeking to identify which policy has a greater
or lesser impact on the worker’s behaviour. Thus, the six dimensions analysed are:
recruitment and selection; involvement; training and development; work conditions;
performance and competency assessment; and remuneration and incentives.

❖ Demo (2012) recruitment and selection policies and practices are defined as an
organization proposal to seek out employees, stimulate them to apply and select
them, seeking to harmonize the person’s competencies with characteristics and
demands of the organization. The involvement policy is an articulated proposal of
the organization to create an affective bond with its collaborators, contributing to
their well-being, in terms of recognition, relationship, participation and
communication. The training and development policy includes the provision to
employees of the systematic acquisition of skills and the encouragement of
continuous learning and knowledge production.

17
❖ T. Suhasini and Dr. K. Kalpana (2018) The study reveals that relevance of HRM
policy studies to the organizations. However, the urgency for new studies on the
HRM was highlighted, since some policies, despite their strategic nature for
organizations, are still little investigated. This is the case for recruitment and
selection and evaluation of performance and skills, as well as studies relating HRM
policies to other variables of organizational behaviour and the effort to construct and
validate measurement instruments.

❖ Cam Caldwell Ph d and Larry (2004) Floyd the focus of this article is to explain
the key elements of research opportunities grow as new and different practices are
proposed, with no indication of saturation. Other institutions can use the opportunity
to stimulate the academic production, focusing on research related to other HRM
policies, such as performance and competency, working conditions and rewards,
given the identified gaps. The joint production of these groups can strengthen the
lines of research on HRM policies and include Brazil as a reference on the
international scenario.

❖ M. Madhyvadany, S. Panboli (2019) The performance and competency evaluation

policy involve assessing the performance and skills of workers, subsidizing decisions
about promotions, career planning and development. The author also grouped the
issues of compensation and incentives, encompassing rewards on performance and
employee competencies in terms of remuneration and incentives. Given this
conceptual field presented and the objectives of the research, the PPHR scale
elaborated by Demo (2012) is an adequate instrument to meet the objectives of this
study.

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

18
❖ Albrecht S.L, Bakker A.B, Gruman J.A, Macey W.H and Saks A.M(2015) these
practices necessary to manage people at work, specifically in the aspects related to
hiring, training, evaluation, remuneration and the provision of a good and secure
environment for company employees. For the author, there were five main policies
and practices that constituted people management in organizations by the HR area:
recruitment and selection, training and development, remuneration, performance
appraisal and working conditions.

❖ Bulbul Kar, Dr Biswadeep Mishra (2016) integrated set of planned and intended
strategies, policies and practices for managing people in an organization; and HRM
practices as the activities actually implemented and experienced by employees, and
that can be objectively verified. The authors emphasize the integration that must exist
between HR management practices and the internal and external contingencies of
the organization.

❖ Wright et al (2003) with their study entitled “The impact of HR practices on

performance of business units’’; the study evaluates the HR practices and
organisation commitment on the operating performance and profitability of business
units. The purpose of this study is to examine the relationship between HR practices
and firm performance in a way that improves the casual inferences that can be drawn.
Questionnaires were used to survey employee attitude. So, business units were
sampled within on large corporation. The articles revealed that both organisational
commitment and HR practices are significantly related operational measure of
performance, as well as operating expenses and pre-tax profits.

❖ Mariyam Imna; Zubair Hassan Human resource policies have impact on the
employees in the organization. The main purpose of this research paper is to analyse
the factor which influence the employees in the organization. The most human
resource policies related to recruitment, training, reward, compensation,
performance appraisal, training and development, career development etc. The
policies will have impact on the employees who are working in the organization.

19
CHAPTER 3
RESEARCH METHODOLOGY

3.1 METHOD DATA COLLECTION

The research has chosen the questionnaire methods of data collection Due to limited time in
hand. While designing the hand collection procedure, adequate safeguard against bias and
unreliability must be ensured. Researcher has examined the collections of data for
completeness, comprehensibility, consistently and reliability. Research is also gathered
secondary data which has already been collected and analysed by someone else. He got
various information from journals, historical documents magazines and report prepared by
the researchers. For the present piece of research, the investigators have used the following
methods.

✓ Questionnaire
✓ Interview
✓ Observation

In this study Descriptive research Design is used.

3.2 SAMPLING TECHNIQUES

In this study probability sampling was employed. However, the type of the type of
probability sampling is used is “Simple random sampling” where in the samples are drawn
by generating random members.

3.2.1 SIMPLE RANDOM SAMPLING

Simple random sampling is a sampling technique where every item in the population has an
even chance and likelihood of being selected in the sample. Here selection of item
completely depends on chance or by probability and therefore this sampling techniques is
also sometimes is known as a method of chances.

20
This process and techniques are known as simple random sampling, and should not be
confused with systematic random sampling. A simple random sample us a fair sampling
technique.

3.3 SOURCES OF DATA

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

➢ Primary sources:

The Primary data was collected from the respondents by administering a structured
questionnaire and also through observation, interview & discussion with
management. The researcher collected primary data through structured questionnaire
and interview.

➢ Secondary Sources:

Apart from Primary data collected, the data collected through text books, the records
of CREATIONS INFRA DEVELOPERS, Journals from Library, and
Internet is used for the study.

3.4 STRUCTURE OF QUESTIONNAIRE

In this study, the primary data is collected through questionnaire from the respondents
directly. A questionnaire consists of a number of questions printed or typed in a definite
order on a form. Here, open ended, close ended questions, rank order, rating scale are used
in the questionnaire.

21
3.5 SAMPLE SIZE

The same size of the study is 130 respondents and it’s found by Rao soft sample calculator.
The respondents are Employees of the Creations Infra India private limited.

3.6 PERIOD OF STUDY

The period of time is taken to conduct the survey and prepare the research paper is 3 months.

3.7. ANALYTICAL TOOLS

The data has been analysed using the following methods,

✓ Descriptive Analysis
✓ Chi-square Analysis
✓ One Way ANOVA Test

22
 CHAPTER 4

DATA ANALYSIS AND INTERPRETATION

4.1 DESCRIPITIVE ANALYSIS

Table 4.1.1: Table Showing the Age of the Respondents

PARTICULARS NO. OF RESPONDENTS PERCENTAGE
20 – 30 years 79 59.4%
31 – 40 years 42 31.6%
41 – 50 years 10 7.5%
50 years and above 2 1.5%
Total 133 100

AGE OF THE RESPONDENTS

7%2% 20- 30 YEARS

31 -40 YEARS
32%
59% 41-50 YEARS
50 YEARS AND ABOVE

Chart 4.1.1: Chart Showing the Age of the Respondents

INTERPRETATION
From the Above table, its interpreted that 59.4% of the respondents are 20-30 years,31.6%
of the respondents are 31-40 years,7.5% of the respondents are 4150 years,1.5% of the
respondents are 50 years and above.

INFERENCE

Majority (59.4%) of the respondents from 20 -30 Years.

23
 Table 4.1.2: Table showing the gender

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

Male 78 58.6%
Female 55 41.4%
Total 133 100

GENDER

41%
Male
59% Female

Chart 4.1.2: Chart Showing the Gender

INTERPRETATION

From the Above table, it’s interpreted that 58.6% of the respondents are Male,
41.4% of the respondents are Female.

INFERENCE

Majority (58.6%) of the respondents from Male.

24
 Table 4.1.3: Table Showing the Educational Qualification
PARTICULARS NO. OF RESPONDENTS PERCENTAGE
Under Graduate 31 23.3 %
Post Graduate 67 50.4 %
Diploma 24 18 %
Others 11 8.3 %
Total 133 100

EDUCATIONAL QUALIFICATION

others
8%Under Graduate
Diploma 23% Under Graduate
18% post graduate
Diploma
others
post graduate
51%

4.1.3: Chart Showing the Educational Qualification

INTERPRETATION

From the Above table, it’s interpreted that 23.3% of the respondents are Under Graduate,
50.4 % of the respondents are Post Graduate, 18 % of the respondents are Diploma and 8.3
% of the respondents are others.

INFERENCE

Majority (50.4 %) of the respondents from Post Graduate.

25
 Table 4.1.4: Table Showing the Department
PARTICULARS NO. OF RESPONDENTS PERCENTAGE
Finance 17 23.3 %
HR 39 50.4 %
Production 10 18 %
Sales 32 8.3 %
others 15 9%
Total 133 100

DEPARTMENT

8% Finance
8% 21%
HR
17%
Production
Sales
46%
Others

Chart 4.1.4: Chart Showing the Department

INTERPRETATION

From the Above table, it’s interpreted that 23.3% of the respondents are finance 50.4 % of
the respondents are HR, 18 % of the respondents are Production, and 8.3 % of the
respondents are sales,9 % of the respondents are others.

INFERENCE

Majority (50.4 %) of the respondents from HR.

26
 Table 4.1.5: Table Showing the Designation
PARTICULARS NO. OF RESPONDENTS PERCENTAGE
Assistant Executive 23 17.3 %
Finance
HR Managers 33 24.8 %
Production Head 46 34.6%
Sales Executive 16 12%
Others 15 11.3 %
Total 133 100

DESIGNATION

11% 17% Assistant Executive Finance

12% HR Managers
Production Head
25% Sales Executive
Others
35%

4.1.5: Chart Showing the Designation.

INTERPRETATION

From the Above table, it’s interpreted that 17.3 %of the respondents are Assistant Executive
Finance, 24.8 %of the respondents are HR Managers, 34.6% of the respondents are
Production Head,11.3 %of the respondents are Sales Executive, and 12%of the respondents
are others.

INFERENCE

Majority (34.6%) of the respondents from Production.

27
 Table 4.1.6: Table Showing the Income of the Respondents per Month
PARTICULARS NO. OF RESPONDENTS PERCENTAGE
10000 to 25000 57 42.9%
25000 to 45000 48 36.1%
45000 to 60000 27 21.1%
60000 and above 10 7.5 %
Total 133 100

Income of the Respondents per Month

7%

20% 10000 to 25000

40%
25000 to 45000
45000 to 60000
60000 and above

33%

Chart 4.1.6: Chart Showing Income of the Respondent

INTERPRETATION

From the Above table, it’s interpreted that 42.9%of the respondents are10000 to 25000,
36.1%respondents are25000 to 45000,21.1%of the respondents are 45000 to 60000, and 7.5
%of the respondents are60000 and above.

INFERENCE

Majority (42.9%) of the respondents from 10000 to 25000.

28
 A. RECRUITMENT AND SELECTION

Table 4.1.7: Table showing the jobs and get placement

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

Placement cells 30 23.3 %

Through websites 60 45.1%

28 21.5%

Newspaper advertisement

Referrals 15 11.3 %

Total 133 100

jobs and get placement

11%
23% Placement cells

21% Through websites

News paper advertisement
Referrals
45%

Chart 4.1.7: Chart Showing the Income Per Month

INTERPRETATION

From the Above table, it’s interpreted that 23.3%of the respondents are Placement cells,

45.1%respondents are through websites, 21.5%of the respondents are

Newspaper advertisement and 11.3%of the respondents are referrals.

INFERENCE

Majority (45.1%) of the respondents from Through Websites.

29
 Table 4.1.8: Table showing the letters you received from the company
PARTICULARS NO. OF RESPONDENTS PERCENTAGE
Offer letter 44 33.1%
Acceptance letter 39 29.3 %
Joining letter 33 24.8%
None 16 12.0%
Total 133 100

letters you received from the company

12%
33%
25%
Offer letter

30% Acceptance letter

Joining letter
None

Chart 4.1.8: Chart showing the letters you received from the company

INTERPRETATION

From the Above table, it’s interpreted that 33.1%of the respondents are Offer letter,
29.3 %respondents are Acceptance letter,24.8% of the respondents are

Joining letter and 12.0%of the respondents are None.

INFERENCE

Majority (33.1%) of the respondents from Offer letter.

30
 Table 4.1.9: Table showing the Recruitment team conducted induction program

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

About Company 37 25.8%

Product Training 50 37.6%

34 25.6%
Legal &Statutory
legislation

None 13 9.8%

Total 133 100

Recruitment team conducted induction

program

10%
26% About Company

26% Product Training

Legal &Statutory legislation
None

38%

Chart 4.1.9: Chart showing the Recruitment team conducted induction program

INTERPRETATION

From the Above table, it’s interpreted that 25.8%of the respondents are About Company,
37.6%respondents are Product Training,25.6% of the respondents are Legal &Statutory
legislation and 9.8%of the respondents are none.

INFERENCE

Majority (37.6%) of the respondents from Product Training.

31
Table 4.1.10: Table showing Whether you satisfied with the recruitment team
PARTICULARS NO. OF RESPONDENTS PERCENTAGE
Satisfied 61 45.9%

Highly dissatisfied 4 3.0%

Neither satisfied or nor 17 12.8%
dissatisfied
Highly satisfied 43 32.3%
Dissatisfied 8 6.0%
Total 133 100

satisfied with the recruitment team

6%
Satisfied

32% 46% Highly dissatisfied

Neither satisfied or nor
dissatisfied
13% 3%
Highly satisfied
Dissatisfied

Chart 4.1.10: Chart showing the satisfied with the recruitment team

INTERPRETATION

From the above table it is interpreted that 45.9% of the respondent satisfied, 3% of the
respondents highly satisfied, 12.8% of the respondents Neither satisfied or nor dissatisfied,
32.3% of the respondents Highly satisfied, 6% of the respondents Dissatisfied.

INFERENCE

Majority (54.9%) of the respondents from Satisfied.

32
 B. TRAINING AND DEVELOPMENT
Table 4.1.11: Table showing the conducting training on any areas
PARTICULARS NO. OF RESPONDENTS PERCENTAGE

HR & Admins 21 15.8%

Finance 64 48.1%

Production 38 28.6%

Safety 10 7.5%

Total 133 100

conducting training on any areas

7% 16%
HR & Admins
29% Finance
Production
Safety
48%

Chart 4.1.11: Chart showing the conducting training on any areas

INTERPRETATION

From the Above table, it’s interpreted that 15.8%of the respondents are HR & Admins,
48.1%respondents are Finance,28.6% of the respondents are Production and 7.5%of the
respondents are Safety.

INFERENCE

Majority (48.1%) of the respondents from Finance.

33
 Table 4.1.12: Table showing the trainer is component and Knowledge person
PARTICULARS NO. OF RESPONDENTS PERCENTAGE
Excellent 21 15.8%
Fair 64 48.1%
Average 38 28.6%
Poor 10 7.5%
Total 133 100

trainer is component ant and Knowledge

person

7% 16%
Excellent
29% Fair
Average
Poor
48%

Chart 4.1.12: Chart showing the trainer is component and Knowledge person

INTERPRETATION

From the Above table, it’s interpreted that 15.8% of the respondents are excellent, 48.1%
respondents are Fair, 28.6% of the respondents are Average and 7.5%of the respondents are
Poor.

INFERENCE

Majority (48.1%) of the respondents from Fair.

34
 Table 4.1.13: Table showing Based on the training conducted by the trainer on the
areas can be shown any development

PARTICULARS NO. OF PERCENTAGE

RESPONDENTS
Agree 70 52.6%
Disagree 13 9.8%
Neither agree nor 27 20.3%
disagree
Strongly agree 5 3.8%
Strongly disagree 18 13.5%

Total 133 100

training areas can be shown any

development

13%
4% Agree
Disagree
20% 53%
Neither agree nor disagree
10% Strongly agree
Strongly disagree

Chart 4.1.13: Chart showing the training areas can be shown any development

INTERPRETATION
From the above table it is interpreted that 52.6% of the respondents agreed, 9.8% of the
respondents disagreed, 20.3% of the respondents neither agreed nor disagreed, 3.8% of the
respondents strongly agreed, 13.5% of the respondents strongly disagreed.

INFERENCE

Majority (52.6%) of the respondents from Agree.

35
 Table 4.1.14: Table showing the training areas you are interested
PARTICULARS NO. OF RESPONDENTS PERCENTAGE
welfare 18 13.5%
Fire and safety 39 29.3%
Management And skills 56 42.1%
Time management 20 15.0%
Total 133 100

training areas you are interested

15% 14%
welfare
Fire and safety

29% Management And skills

42% Time management

Chart 4.1.14: Chart showing the training areas you are interested

INTERPRETATION

From the Above table, it’s interpreted that 13.5%of the respondents are welfare, 29.3%
respondents are Fire and safety, 42.1% of the respondents are Management and skills and
15.0% of the respondents are Time management.

INFERENCE

Majority (42.1%) of the respondents from Management And skills.

36
 C. PERFORMANCE APPRAISAL

Table 4.1.15: Table showing the performance appraisal for the employees
PARTICULARS NO. OF RESPONDENTS PERCENTAGE
Monthly 21 15.8%
Quarterly 40 30.1%
Half yearly 52 39.1%
Annually 18 13.5%
Total 133 100

performance appraisal for the employees

14% 16%
Monthly
Quarterly
Half yearly
40% 30%
Annually

Chart 4.1.15: Chart showing the performance appraisal for the employees

INTERPRETATION

From the Above table, it’s interpreted that 15.8% of the respondents are Monthly, 30.1%
respondents are Quarterly, 39.1% of the respondents are half yearly and
13.5% of the respondents are Annually.

INFERENCE

Majority (39.1%) of the respondents from half yearly.

37
 Table 4.1.16: Table showing the Department conducting the Performance Appraisal
PARTICULARS NO. OF RESPONDENTS PERCENTAGE
Subordinates 48 36.1%
HR & Admins 49 36.9%
Finance 18 13.5%
Production 18 13.5%
Total 133 100

Department conducting the Performance

Appraisal
Subordinates HR & Admins Finance Production

14%

36%
15%

37%

Chart 4.1.16: Chart showing the Department conducting the Performance Appraisal

INTERPRETATION

From the Above table, it’s interpreted that 36.1%of the respondents are Subordinates, 36.9%
respondents are HR & Admins, 13.5%of the respondents are Finance and 13.5% of the
respondents are Production.

INFERENCE

Majority (37%) of the respondents from HR & Admins.

38
 Table 4.1.17: Table showing the Appraisal conductivity on what degrees
PARTICULARS NO. OF RESPONDENTS PERCENTAGE
80 % 31 23.3%
160 % 41 30.8%
320 % 15 11.3%
360 % 46 34.6%
Total 133 100

Appraisal conductivity on what degrees

23%
80%
35%
160%
320%
360%
11% 31%

Chart 4.1.17: Chart showing the Appraisal conductivity on what degrees

INTERPRETATION

From the Above table, it’s interpreted that 23.3% of the respondents are 80%, 30.8%
respondents are 160%, 11.3% of the respondents are 320% and 34.6% of the respondents
are 360%.

INFERENCE

Majority (34.6%) of the respondents from 360%.

39
 Table 4.1.18: Table showing the Final Decisions made by the superiors
PARTICULARS NO. OF RESPONDENTS PERCENTAGE
Management 30 22.6%
Manager 42 31.6%
Reporting Manager 15 11.3%
Others 19 14.3%
Total 133 100

Final Decisions made by the superiors

18%
28% Management
Manager
14%
Reporting Manager
Others

40%

Chart 4.1.18: Chart showing the Final Decisions made by the superiors

INTERPRETATION

From the Above table, it’s interpreted that 22.6% of the respondents are Management, 31.6%
respondents are Manager, 11.3% of the respondents are Reporting manager and 14.3% of
the respondents are others.

INFERENCE

Majority (40%) of the respondents from Managers.

40
 4. STATUTORY COMPLIANCE

Table 4.1.19: Table showing the Awareness of social legislative

PARTICULARS NO. OF RESPONDENTS PERCENTAGE
Excellent 31 23.3%
Fair 35 26.3%
Unfair 47 15.0%
None 20 35.3%
Total 133 100

Awareness of social legislative

23%
36% Excellent
Fair
Unfair
None
26%
15%

Chart 4.1.19: Chart showing the Final Decisions made by the superiors

INTERPRETATION

From the Above table, it’s interpreted that 23.3% of the respondents are Excellent, 26.3%
respondents are Fair, 15.0% of the respondents are Unfair and 35.3% of the respondents are
None.

INFERENCE

Majority (26.3%) of the respondents from none.

41
 Table 4.1.20: Table showing the Statutory Obligations of PF & ESI
PARTICULARS NO. OF RESPONDENTS PERCENTAGE

PF 12% ESI 0.75% 29 21.8%

PF 8.33% ESI 3.25 % 36 27.1%
Both A & B 49 36.8%
All the above 18 13.5%
Total 133 100

Statutory Obligations of PF & ESI

9%
10%
PF 12% ESI 0.75%
PF 8.33% ESI 3.25 %
Both A & B
23% 58%
All the above

Chart 4.1.20: Chart showing the Statutory Obligations of PF & ESI

INTERPRETATION

From the Above table, it’s interpreted that 21.8% of the respondents are PF 12% ESI 0.75%,
27.1% respondents are PF 8.33% ESI 3.25 %, 36.8% of the respondents are Both A & B and
13.5% of the respondents are All the above.

INFERENCE

Majority (36.8%) of the respondents from Both A & B.

42
 Table 4.1.21: Table showing the profession Tax Contribution
PARTICULARS NO. OF RESPONDENTS PERCENTAGE

Complied 32 24.1%
Not complied 35 26.3%
Ignore 39 29.3%
Company not willing 12 9.0%
Total 133 100

profession Tax Contribution

10%
27%
Complied
Not complied
33% Ignore
Company not willing

30%

Chart 4.1.21: Chart showing the profession Tax Contribution

INTERPRETATION

From the Above table, it’s interpreted that 24.1% of the respondents are Complied, 26.3%
respondents are Not complied, 29.3% of the respondents are Ignore and
9.0% of the respondents are Company not willing.

INFERENCE

Majority (29.3%) of the respondents from Ignore.

43
 Table 4.1.22: Table showing the There is the equal contribution of 12% each from
Employer and Employees
PARTICULARS NO. OF PERCENTAGE
RESPONDENTS
Agree 5 3.8%
Disagree 20 15.0%

Neither agree nor 71 53.4%

disagree
Strongly agree 5 3.8%
Strongly disagree 32 24.1%
Total 133 100

equal contribution
STRONGLY DISAGREE 24.10%

STRONGLY AGREE 3.80%

NEITHER AGREE NOR DISAGREE 53.40%

DISAGREE 15.00%

AGREE 3.80%

Chart 4.1.22: Chart showing the contributed towards labours welfare act

INTERPRETATION

From the Above table, it’s interpreted that 21.8% of the respondents are Employer cont. 12,
27.1% respondents are Employees cont.20, 36.8% of the respondents are Employer cont. 7
and 13.5% of the respondents are Employer cont. 14.

INFERENCE

Majority (36.8%) of the respondents from Employer cont. 7.

44
 5. LEAVE POLICY

Table 4.1.23: Table showing the Aware about Leave policy

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

Sick Leave 21 15.8%

Privilege Leave 48 36.1%
Casual Leave 43 32.1%
All the above 21 15.8%
Total 133 100

Aware about Leave policy

16% 16%
Sick Leave
Privilege Leave
Casual Leave
32% All the above
36%

Chart 4.1.23: Chart showing the Aware about Leave policy

INTERPRETATION

From the Above table, it’s interpreted that 15.8% of the respondents are Sick Leave, 36.1%
respondents are Privilege Leave, 32.1% of the respondents are Casual Leave and 15.8% of
the respondents are All the above.

INFERENCE

Majority (36.1%) of the respondents from Privilege Leave.

45
 Table 4.1.24: Table showing the awhile the leave or not
PARTICULARS NO. OF RESPONDENTS PERCENTAGE

Chronically 20 15.0%
Frequently 45 33.8%
Will not take leave 37 27.8%
Incase emergency 31 23.3%
situation
Total 133 100

awhile the leave or not

15%
23%
Chronically
Frequently
Will not take leave
34% Incase emergency situation
28%

Chart 4.1.24: Chart showing the awhile the leave or not

INTERPRETATION

From the Above table, it’s interpreted that 15.0% of the respondents are Chronically, 33.8%
respondents are Frequently, 27.8% of the respondents are Will not take leave and 23.3% of
the respondents are Incise emergency situation.

INFERENCE

Majority (33.8%) of the respondents from Will not take leave.

46
 Table 4.1.25 Table Showing the are you feel company leave policies are able to meet
your needs?
PARTICULARS NO. OF RESPONDENTS PERCENTAGE

Agree 61 45.9%

Disagree 4 3.0%

Neither agree nor 17 12.8%

disagree

Strongly agree 43 32.3%

Strongly disagree 8 6.0%

Total 133 100

leave policies are able to meet your needs

6% Agree
Disagree
32% 46% Neither agree nor disagree
Strongly agree
Strongly disagree
13% 3%

Chart 4.1.25: Chart showing the leave policies are able to meet your needs

INTERPRETATION
From the above table it is interpreted that 45.9% of the respondents agreed, 3% of the
respondents disagreed, 12.8% of the respondents neither agreed nor disagreed, 32.3% of
the respondents strongly agreed, 6% of the respondents strongly disagreed.

INFERENCE
Majority (54.9%) of the respondents agree.

47
 Table 4.1.26: Table showing the leave application shall be approved by whom
PARTICULARS NO. OF RESPONDENTS PERCENTAGE

Managers 35 26.3%
Deputy Managers 36 26.8%
Management 45 33.8%
On my own accord 18 13.5%
Total 133 100

leave application shall be approved by whom

13%
26%
Managers
Deputy Managers
Management
34%
On my own accord
27%

Chart 4.1.26: Chart showing the leave application shall be approved by whom

INTERPRETATION

From the Above table, it’s interpreted that 26.3% of the respondents are Managers, 26.8%
respondents are Deputy Managers, 33.8% of the respondents are Management and 13.5%
of the respondents are on my own accord.

INFERENCE

Majority (33.8%) of the respondents from Management.

48
 Table 4.1.27: Table showing the reason for Quieting the Job
PARTICULARS NO. OF RESPONDENTS PERCENTAGE

You’re found a new job 25 18.6%

Difficult work 43 32.3%
environment
Career change 47 35.3%
Relocation 18 13.5%
Total 133 100

reason for Quieting the Job

14% 19%
You’r found a new job
Difficult work environment
Career change
35%
32% Relocation

Chart 4.1.27: Chart showing the reason for Quieting the Job

INTERPRETATION

From the Above table, it’s interpreted that 18.6% of the respondents are You’re found a new
job, 32.3% respondents are Difficult work environment, 35.3% of the respondents are Career
change and 13.5% of the respondents are Relocation.

INFERENCE

Majority (35.3%) of the respondents from Relocation.

49
 Table 4.1.28: Table showing the submitting their resignation
PARTICULARS NO. OF PERCENTAGE
RESPONDENTS
Sending through mails 25 18.6%
Physical Resignation 43 32.3%
No Resignation 47 35.3%
No of the above 18 13.5%
Total 133 100

submitting their resignation

14% 19%
Sending through mails
Physical Resignation
No Resignation
35%
32% No of the above

Chart 4.1.28: Chart showing the submitting their resignation

INTERPRETATION

From the Above table, it’s interpreted that 18.6% of the respondents are Sending through
mails, 32.3% respondents are Physical Resignation, 35.3% of the respondents are No
Resignation and 13.5% of the respondents are No of the above.

INFERENCE

Majority (35.3%) of the respondents from No Resignation.

50
 Table 4.1.29: Table showing the relieving order provided to the resigned employees
PARTICULARS NO. OF RESPONDENTS PERCENTAGE

Leaving order will be 41 30.8%

Given
Leaving order will be 61 45.9%
Not given
None of the above 31 23.3%
Total 133 100

relieving order provided to the resigned

employees

23%
31% Leaving order will be Given
Leaving order will be Not given
None of the above
46%

Chart 4.1.29: Chart showing the relieving order provided to the resigned employees

INTERPRETATION

From the Above table, it’s interpreted that 30.8% of the respondents are Leaving order will
be Given, 45.9% respondents are Leaving order will be Not given, and
23.3% of the respondents are None of the above.

INFERENCE

Majority (45.9%) of the respondents from Leaving order will be Not given.

51
 Table 4.1.30: Table showing the full and final settlement during the time of Exit
PARTICULARS NO. OF RESPONDENTS PERCENTAGE

Given 48 36.1%
Not given 58 43.6%
None of the above 26 19.5%
Total 133 100

Full and final settlement during the time of

Exit

20%
36% Given
Not given
None of the above

44%

Chart 4.1.29: Chart showing the full and final settlement during the time of Exit

INTERPRETATION

From the Above table, it’s interpreted that 36.1% of the respondents are Given, 43.6%
respondents are Not given, and 19.5% of the respondents are None of the above.

INFERENCE

Majority (43.6%) of the respondents from Not given.

52
4.2 CHI SQUARE TEST

AGE OF THE RESPONDENTS

Vs

BASED ON THE TRAINING CONDUCTED BY THE TRAINER ON THE AREAS

CAN BE SHOWN ANY DEVELOPMENT

H0 (NULL HYPOTHESIS) = There is no significant relationship between age of the

respondents and Based on the training conducted by the trainer on the areas can be
shown any development.

H1 (Alternate Hypothesis) = There is a significant relationship between age of the

respondents and Based on the training conducted by the trainer on the areas can be
shown any development.

AGE * BASED ON THE TRAINING CONDUCTED BY THE TRAINER ON THE

AREAS CAN BE SHOWN ANY DEVELOPMENT CROSSTABLE
AGE AGRE DISAGRE NEITHER STRONGL STRONGL TOTA
E E AGREE Y Y L

NOR AGREE DISAGRE

DISAGRE E
E

20 – 39.5 7.3 15.2 2. 10.2 75.0

30 8
years
21.1 3.9 8.1 1. 5.4 40.0
31 –40
5
years

41 – 8.9 1.7 3.5 .6 2.3 17.0

50
years
50yea 0.5 0.1 0.2 .0 0.1 1.0
rs and
above
TOTA 70.0 13.0 27.0 5. 18.0 133.0
L 0

53
 CHI-SQUARE TESTS

Value df Asymptotic
Significance (2-
sided)

Pearson Chi- a 12 .608

10.090
Square
Likelihood Ratio 10.067 12 .610

N of Valid Cases 133

a. 12 cells (60.0%) have expected count less than 5. The minimum expected Count
is.04.

At 5% level of significance and df (12) the table value is 10.090. calculated value =
0.04
Significance value (p=0.005) < calculated value H0 is
accepted.

INFERENCE

The results of the “Pearson Chi-Square” say that χ (12) = 10.090, P = 0.04. This tells
us that there is a statistically significant association between the age of the
respondents and also high-performance work system leads to superior employee
performance.

54
 AGE OF THE RESPONDENTS

Vs

Whether you satisfied with the recruitment team what is the percentage

H0 (Null Hypothesis) = There is no significant relationship between age

of the respondents and significance level of the company that makes the
employees responsible for the spot decisions of the company.

H1 (Alternate Hypothesis) = There is a significant relationship between age of

the respondents and significance level of the company that makes the employees
responsible for the spot decisions of the company.

AGE * WHETHER YOU SATISFIED WITH THE RECRUITMENT TEAM CROSSTABLE

Neither
AGE satisfied nor Highly Dissatisf
Satisfi ed Highly dissatisfied satisfied ied Total
dissatisfie d

20 –30 34.4 2.3 9.6 24.2 4.5

years 75.0

31 –40 18.3 1.2 5.1 12.9 2.4 40.0

years
41 –50 7.8 .5 2.2 5.5 1.0 17.0
years
0.5 .0 0.1 0.3 0.1 1.0
50years
and above
TOTAL 61.0 4.0 17.0 43.0 8.0 133.0

55
 CHI-SQUARE TESTS

Value df Asymptotic
Significance (2-
sided)

Pearson Chi-Square 17.410 12 .135

a
Likelihood Ratio 16.683 12 .162

N of Valid Cases 133

a. 12 cells (60.0%) have expected count less than 5. The minimum expected count is .03.

At 5% level of significance and DF (12) the table value is 17.410 calculated value =
0.03 Significance value (p=0.005) < Calculated value

H0 is accepted

INFERENCE

The results of the “Pearson Chi-Square” say that χ (12) = 17.410, P= 0.03. This tells
us that there is a statistically significant association between age of the respondents
and the company that makes the employees responsible for the spot decisions made
for the improvement of the company.

56
4.3 ONE WAY ANOVA TEST
Hypothesis is set between the age of the respondents and equal contribution of 12% each
from Employer and Employees

NULL HYPOTHESIS

H0 = There is no statistically significant relationship between age the respondents and equal
contribution of 12% each from Employer and Employees

ALTERNATIVE HYPOTHESIS
H1 = There is a statistically significant relationship between age of the respondents
and equal contribution of 12% each from Employer and Employees

57
 DESCRIPTIVES

AGE

N MEA STD. STD. 95% MINI MAXI

N DEVI ERR CONFIDENCE MUM MUM
ATIO OR INTERVAL FOR
N MEAN

LOWER UPPER
BOUND BOUND

Agree 73 1.63 .717 .084 1.46 1.80 1 3

Disagree 3 2.00 1.000 .577 -.48 4.48 1 3

Neither 19 1.63 .831 .191 1.23 2.03 1 4

agree nor
disagree

Strongly 35 1.34 .639 .108 1.12 1.56 1 3

agree

Strongly 3 2.33 1.155 .667 -.54 5.20 1 3

disagree

Total 133 1.58 .741 .064 1.45 1.71 1 4

58
 ANOVA

AGE

Sum of Mean
Squares df Square F Sig.

Between 4.434 4 1.108 2.087 .086

Groups

Within 67.987 128 .531

Groups

Total 72.421 132

INTERPRETATION

This is the table that shows the output of the ANOVA analysis and we have a statistically
significant difference between our group means. We can see that the significance level is
0.086, which is more than 0.005. Therefore, there is a statistically significant relationship
between the age of the respondents and equal contribution of 12% each from Employer and
Employees

59
 CHAPTER 5
5.1 FINDINGS
❖ 59.4% of the respondents are 20-30 years,31.6% of the respondents are 31-40
years,7.5% of the respondents are 41- 50 years,1.5% of the respondents are 50

❖ years and above.

❖ 58.6% of the respondents are Male, 41.4% of the respondents are Female.

❖ 23.3% of the respondents are Under Graduate, 50.4 % of the respondents are Post
Graduate, 18 % of the respondents are Diploma and 8.3 % of the respondents are
others.

❖ 23.3% of the respondents are finance

❖ 50.4 % of the respondents are HR, 18 % of the respondents are Production, and
❖ 8.3 % of the respondents are sales,9 % of the respondents are others.

❖ 17.3 %of the respondents are Assistant Executive Finance, 24.8 %of the respondents
are HR Managers, 34.6% of the respondents are Production Head,11.3 %of the
respondents are Sales Executive, and 12%of the respondents are others.

❖ 42.9%of the respondents are 10000 to 25000, 36.1% respondents are 25000 to
45000,21.1% of the respondents are 45000 to 60000, and 7.5 % of the respondents
are 60000 and above.

❖ 23.3%of the respondents are Placement cells, 45.1%respondents are through

websites, 21.5%of the respondents are Newspaper advertisement and 11.3%of the
respondents are referrals.

❖ 33.1%of the respondents are Offer letter, 29.3 %respondents are Acceptance
letter,24.8% of the respondents are Joining letter and 12.0%of the respondents are
None.

❖ 25.8%of the respondents are About Company, 37.6%respondents are Product

Training,25.6% of the respondents are Legal &Statutory legislation and 9.8%of the
respondents are none

60
❖ 45.9% of the respondents satisfied, 3% of the respondents highly satisfied, 12.8% of
the respondents Neither satisfied or nor dissatisfied, 32.3% of the respondents Highly
satisfied, 6% of the respondents Dissatisfied.

❖ 52.6% of the respondents agreed, 9.8% of the respondents disagreed, 20.3% of the
respondents neither agreed nor disagreed, 3.8% of the respondents strongly agreed,
13.5% of the respondents strongly disagreed

❖ 15.8% of the respondents are excellent, 48.1% respondents are Fair, 28.6% of the
respondents are Average and 7.5%of the respondents are Poor.

❖ 34.6%of the respondents are Agree, 18.0%respondents are Disagree,7.5% of the

respondents are Neutral and 36.1% of the respondents are strongly agree, 11.3 % of
the respondents are strongly disagree.

❖ 13.5%of the respondents are welfare, 29.3% respondents are Fire and safety, 42.1%
of the respondents are Management and skills and 15.0% of the respondents are Time
management.

❖ 15.8% of the respondents are Monthly, 30.1% respondents are Quarterly, 39.1% of
the respondents are half yearly and 13.5% of the respondents are Annually.

❖ 36.1%of the respondents are Subordinates, 36.9% respondents are HR & Admins,
13.5%of the respondents are Finance and 13.5% of the respondents are Production.

❖ 23.3% of the respondents are 80 %, 30.8% respondents are 160 %, 11.3% of the
respondents are 320 % and 34.6% of the respondents are 360 %.

❖ 22.6% of the respondents are Management, 31.6% respondents are Manager, 11.3%
of the respondents are Reporting manager and 14.3% of the respondents are others.

❖ 23.3% of the respondents are Excellent, 26.3% respondents are Fair, 15.0% of the
respondents are Unfair and 35.3% of the respondents are None.

61
❖ 21.8% of the respondents are PF 12% ESI 0.75%, 27.1% respondents are PF 8.33%
ESI 3.25 %, 36.8% of the respondents are Both A & B and 13.5% of the respondents
are All the above.

❖ 24.1% of the respondents are Complied, 26.3% respondents are Not complied,
29.3% of the respondents are Ignore and 9.0% of the respondents are Company not
willing.

❖ 3.8% of the respondents are Agree, 15% of the respondents are neither Disagree,
53.4% of the respondents are Neither agree nor disagree, 3.8% of the respondents
are Strongly agree, 24.1% of the respondents are Strongly disagree.

❖ 15.8% of the respondents are Sick Leave, 36.1% respondents are Privilege Leave,
32.1% of the respondents are Casual Leave and 15.8% of the respondents are All the
above.

❖ 15.0% of the respondents are Chronically, 33.8% respondents are Frequently, 27.8%
of the respondents are Will not take leave and 23.3% of the respondents are Incise
emergency situation.

❖ 45.9% of the respondents agreed, 3% of the respondents disagreed, 12.8% of the

respondents neither agreed nor disagreed, 32.3% of the respondents strongly agreed,
6% of the respondents strongly disagreed.

❖ 26.3% of the respondents are Managers, 26.8% respondents are Deputy Managers,
33.8% of the respondents are Management and 13.5% of the respondents are on my
own accord.

62
❖ 18.6% of the respondents are You’re found a new job, 32.3% respondents are
Difficult work environment, 35.3% of the respondents are Career change and 13.5%
of the respondents are Relocation

❖ 18.6% of the respondents are Sending through mails, 32.3% respondents are Physical
Resignation, 35.3% of the respondents are No Resignation and 13.5% of the
respondents are No of the above.

❖ 30.8% of the respondents are Leaving order will be Given, 45.9% respondents are
Leaving order will be Not given, and 23.3% of the respondents are None of the above

❖ 36.1% of the respondents are Given, 43.6% respondents are Not given, and
❖ 19.5% of the respondents are None of the above.

63
5.2 SUGGESTIONS & RECOMMENDATIONS

 The Performance Appraisal of employee is evaluated on the basis of 360-degree

feedback or 180-degree feedback.
 The Organization should focus on mentor system intend to help employees in their career
progression.
 The Organization should conduct Psychometric tests for employees.
 The Training should be mandatory for all level of employees.
 The Departments should develop constructive attitude towards each other.
 The company should give the appropriate recognition for the contributions and
accomplishments made by employees.
 A flexible reward system should be adopted by organization to improve employee
motivation.
 A more transparent and full proof communication system developed in the organization.
 Replacing the lacuna in the current system.
 Wages and salary administration process should have a more scientific

 Approach laying stress on equal wages for equal work done.

64
5.3 CONCLUSION

This Study shows that

➢ The Policy of the company provides facilities for all round growth of Individuals by
training in-house and outside the organization, Reorientation, lateral mobility and self-
development through self-motivation.
➢ The Policy grooms every individual to realize his potential in all facets While
contributing to attain higher organizational and personal goals.
➢ The Policy builds teams and foster team-work as the primary instrument in all activities.
➢ The Policy implements equitable, scientific and objective system of rewards, incentives
and control.
➢ The Policy recognizes worth contributions in time and appropriately, so as to maintain a
high level of employee motivation and morale.
➢ The employees agree on the part of their performance that they know what is expected
from them?
➢ The employees understand how their work goals relate to company goals.
➢ Company inspires the employees to do their best work every day.
➢ The employees are not satisfied with the communication and decision-making process
as it leaks the information related to organization.
➢ The employees do not receive the appropriate recognition and rewards for their
contributions and accomplishments.
➢ The employees feel that they are not paid fairly for the contributions they make to
company’s success.

65
REFERENCES
❖ Absar, M., Nimalathasan, B., and Jillian, M. (2010). Impact of HR Practices on
Organizational Performance in Bangladesh, International Journal of Business
Insights & Transformation, 3 (2), 15-19.
❖ Abu Riyale, A. (2007). The Effect of Employees Performance Management System
Development on Employees Turnover Empirical Study Telecommunication Sector-
Jordan, Unpublished Master Dissertation, The University of Jordan, Jordan.
❖ Abu-Doleh, J. (2000). Human Resource Planning in Jordan: A Challenge for the Next
Millennium, Middle East Business Review, 4(1), 57-68.
❖ Anderson, Chris (2014). Human Resources Policies and Procedures Manual.
Bizmanualz Page. p. 906. ISBN 1931591105.
❖ antarello, S.; Filippini, R.; Nosella, A. Linking human resources management
practices and customer satisfaction on product quality. The International Journal of
Human Resources Management, v. 13, n. 18, p. 3906-3924, 2012.
❖ Anupama Gupta ― Retailing Human Resource Challenges Ahead, ‖ ‗Synthesis
‘5(2), July 2007, pp. 102-107.
❖ Aquinas, P (2009). Human Resources Management Principles and Practices.
❖ New Delhi: VIKAS. p. 174. ISBN 8125918094.
❖ Arcimoles, C. H. (1997). Human resource policies and company performance: a
quantitative approach using longitudinal data. Organization studies, 18(5), 857874.
❖ Armstrong, Michael (2001). Human Resource Management Practice. London:
Kogan Page. p. 290. ISBN 0749433930.
❖ Burack, E., and Mathys, N. (1987). Human Resource Planning: A Pragmatic
❖ Approach to Manpower Staffing and Development, (2nd ed.), Brace Park Press, USA
❖ Collins, C., and Smith, K. (2006). Knowledge Exchange and Combination: The Role
of Human Resource Practices in the Performance of High Technology Firms,
Academy of Management Journal, 49 (3), 544–560.
❖ Gill, C., & Meyer, D. (2011). The role and impact of HRM policy. International
Journal of Organizational Analysis.
❖ Guest D, Conway N. The impact of HR practices, HR effectiveness and a ‘strong
❖ HR system’ on organizational outcomes: a stakeholder perspective. The

66
❖ International Journal of Human Resource Management, v. 22, n. 8, p. 16861702,
2011
❖ Hemant Rao, ―Changing role of HR, ‖ Synthesis,4(1), January-June 2007, pp.49-
54.
❖ Katou, A. A. Investigating reverse causality between human resource management
policies and organizational performance in small firms.
❖ Management Research Review, v. 35, n. 2, p. 134-156, 2012.
❖ Maitin, T.P., "Dynamic Human Resource," The Indian Journal of Commerce, Vol.
❖ 56, No. 283, April-September, 2003, p.85.
❖ McConnell, John (2005). How to develop Essential HR policies and procedures.
❖ USA: American Management Association. pp. 1. ISBN 0814408273.
❖ McConnell, John (2005). How to develop Essential HR Policies and procedures.
USA: American Management Association. pp. 5. ISBN 0814408273.
❖ Michael, Armstrong (2001). A Handbook of Human Resource Management Practice.
London: Kogan Page. p. 289. ISBN 0749433930.
❖ Michael, Armstrong (2001). Human Resources Management Practice. London:
Kogan Page. pp. 296–297. ISBN 0749433930.\
❖ Pravin, Durai (2010). Human Resource Management. India: Dorling Kindersley
(India) Pvt. p. 133. ISBN 9788131724842.
❖ Rao, T.V. (1999), HRD Audit, New Delhi: Response Books (A Division of Sage
Publications).
❖ Rao, T.V. and Abraham, S.J. (1986), ―HRD Climate in Indian Organizations‖,
Oxford and IBH Publishing Co. Pt. Ltd. New Delhi.
❖ S, Sharma (2009). Handbook of HRM Practices Management policies and practices.
Delhi: Global India Publications. pp. 105–106. ISBN 9788190794145.
❖ Saini R.R, (2010), ―Human Resource Development - A Case study of
❖ Chandigarh Region‖, RMS Journal of Management and IT, Volume 3, June 2010,
Page no -58-64.
❖ Willow S. Jacobson, Kristina T. Lambright, The Development of County HR
Policies: The Perspectives of Counties in Two States, Public Personnel Management,
10.1177/0091026018770233, 47, 4, (398-418), (2018).

67
APPENDIX

As a part of my MBA curriculum at Sathyabama Institute of Science and Technology,

I am doing project HR policies in CREATIONS INFRA. Kindly spend your valuable
time in filling the questionnaires and I assure you that he information will be used
only for academic research analysis and will be kept highly confidential

1. Name

2. Age

a) 20 – 30 years

b) 31 – 40 years

c) 41 – 50 years

d) 50 years and above

3. Gender

a) Male

b) Female

4. Educational Qualification

a) Under graduate

b) Post graduate

c) Diploma

d) Others

5. Department

a) Production

b) HR

68
 c) Sales

d) Finance

e) Other

6. Designation

a) Assistant executive finance

b) HR managers

c) Production Head

d) Sales Executive

e) Others

7. Income

a) 10000 to 25000

b) 25000 to 45000

c) 45000 to 60000

d) 60000 and above

1. RECRUITMENT AND SELECTION

1. How do you search the jobs and get placement?

a) Placement cells

b) Through websites

c) Newspaper advertisement

d) Referrals

2. Which one of the letters you received from the company after your name shortlisted?

a) Offer letter

b) Acceptance letter
69
 c) Joining letter

d) None

3. Whether the recruitment team conducted an induction at the time of joining if which
one of the following

1. About Company

2. Product Training

3. Legal & Statutory legislation

4. None

4. Whether you satisfied with the recruitment team

a) Satisfied

b) Highly dissatisfied

c) Neither satisfied or nor dissatisfied

d) Highly satisfied

e) Dissatisfied

TRAINING AND DEVELOPMENT

1. Whether the company is conducting training on any areas such as Production,

Administration, Process if attendant which department related it was

a) HR & Admins

b) Finance

c) Production

d) Safety

70
2. Whether the trainer is component ant and Knowledge person and what rate you will
give the person

a) Excellent

b) Fair

c) Average

d) Poor

3. Based on the training conducted by the trainer on the areas can be shown any
development
a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Strongly disagree
e) Disagree
4. If you want to attend further training what would be the areas you are interested

a) Welfare

b) Fire and Safety

c) Management & Skills

d) Time Management

PERFORMANCE APPRAISAL

1. Whether the company is conducting performance appraisal for the employees if so

what basis

a) Monthly

b) Quarterly

c) Half yearly

71
 d) Annually

2. Which Department is conducting Performance Appraisal is a company?

a) Subordinates

b) HR & Admins

c) Finance

d) Production

3. Whether the Performance Appraisal conducting on what degrees of appraisal

a) 80 %

b) 160 %

c) 320 %

d) 360 %

4. Who will be the final decision for the performance Appraisal made by the
Superiors?

a) Management

b) Manager

c) Reporting Manager

d) Others

STATUTORY COMPLIANCE

1. Whether the company created awareness on Social legislative during the joining of a
company if so, what is your feedback

a) Excellent

b) Fair

72
 c) Unfair

d) None

2.Whether the Statutory Obligation of PF and ESI complied with the company

a) PF 12% ESI 0.75%

b) PF 8.33% ESI 3.25 %

c) Both A & B

d) All the above

3. Whether the profession tax contribution remitted the concerned authority by the
company

a) Complied

b) Not complied

c) Ignore

d) Company not willing

4. There is the equal contribution of 12% each from Employer and Employees
a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Strongly disagree
e) Disagree

LEAVE POLICY

1) Do you aware about the leave policy in your company

a) Sick Leave

b) Privilege Leave

c) Casual Leave

d) All the above

73
 2. Whether you will awhile the leave or not if so how

a) Chronically

b) Frequently

c) Will not take leave

d) Incase emergency situation

3. Are you feel your company leave policies are able to meet your needs?
a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Strongly disagree
e) Disagree

4. Whether your leave application shall be approved by whom

a) Managers

b) Deputy Managers

c) Management

d) On my own accord

EXIT POLICY

1. What is the reason for Quieting the Job

a) You’ r found a new job

b) Difficult work environment

c) Career change

d) Relocation

74
2. Whether the Employees submitting their resignation at the time of leaving the
Employment

a) Sending through mails

b) Physical Resignation

c) No Resignation

d) No of the above

3. Whether the relieving order provided to the resigned employees at the time of the date
of leaving

a) Leaving order will be given

b) Leaving order will be not given

c) None of the above

4. Whether the company processing the full and final settlement during the time of Exit

a) Given

b) Not given

c) None of the above

75
 A STUDY ON THE PERFORMANCE OF HR POLICIES AND ITS
IMPLEMENTATION

ABSTRACT

Human resource management is concerned with people element in management. Since every
organization is made up of people, acquiring their services, developing their skills/
motivating to high level of performances and ensuring that they continue to maintain their
commitments to the organization which are essential to achieve organizational objectives.
This project is meant to know the Human Resource Policies in the organization. The HR
Policies are a tool to achieve employee satisfaction and thus highly motivated employees.
The main objective of various HR Policies is to increase efficiency by increasing motivation
and thus fulfill organizational goals and objectives. The objective is to provide the reader
with a framework of the HR Policy Manual and the various objectives that the different
policies aim to achieve. The main focus was on the managerial levels of employees in
CREATIONS INFRA INDIA PRIVATE LIMITED.

Keywords: HR policies, Employee Relationship, Organization.

76
 INTRODUCTION

This examination is led to gauge the impact of human asset strategies (arranging, enrolment
and choice, preparing and advancement, work investigation and plan, inspiration, execution
evaluation, and worker interest in dynamic) on authoritative execution, to confirm if there
is a positive and huge connection between human asset arrangements and hierarchical
execution, and to quantify the extent of use of human asset policies. These rules distinguish
the association goal in issue of enlistment, determination, advancement, improvement,
remuneration, inspiration, and in any case driving and coordinating representatives in the
functioning association. HR strategies fill in as a guide for the manager.HR arrangements
are likewise characterized as that assortment of standards and rules of direct which
administer the undertaking in its relationship with representatives. Such an approach
articulation gives rules to a wide assortment of utilize Ent connections in the organization.
The reason and meaning of the HR strategies scarcely need any elaboration. Each
association needs arrangements to guarantee consistency in real life and value in its
connection with representatives. Strategies effectively achieve authoritative objectives in a
powerful way. HR approaches comprise the reason for sound HRM rehearses. Besides,
strategies are the measuring stick by which achievement of projects can be estimated.

REVIEW OF LITERATURE

❖ Kundu. Sub hash C., Diva Mahan (2009) This study is based on the "Human
Resources Management Practices in Insurance Companies: The study was made in
Indian and MNC’s and explains the benefits of the organization is generated only by
Human Resources. However, the advantage of giving insurance to the Human
Resources is one of the employee benefits issued by the Human Resource
Management. The findings of the study says that both domestic and international
Insurance companies have to improve more on their HR practices like performance
appraisal, HR planning and Recruitment.

77
❖ Hemant Rao (2007) In this research study he explained the changes in the role
Human Resources. There was an extraordinary change in the role of Human resource
department. He found that each individual should work in the organization such that
they should treat the employees irrespective to cast, religion, gender etc. The
productivity of the company is based on the quality of work done by the employees
in the organization.

❖ Dessler (2002) human resources policies and practices needed to contribute to the
greater well-being of people, allowing them greater personal and professional
fulfilment. In addition to the policies and practices defined by Dessler (2002), began
considering the “involvement” policy in the group.

❖ Wright et al (2003) with their study entitled “The impact of HR practices on

performance of business units’’; the study evaluates the HR practices and
organisation commitment on the operating performance and profitability of business
units. The purpose of this study is to examine the relationship between HR practices
and firm performance in a way that improves the casual inferences that can be drawn.
Questionnaires were used to survey employee attitude. So, business units were
sampled within on large corporation. The articles revealed that both organisational
commitment and HR practices are significantly related operational measure of
performance, as well as operating expenses and pre-tax profits.

❖ Mariyam Imna; Zubair Hassan Human resource policies have impact on the
employees in the organization. The main purpose of this research paper is to analyse
the factor which influence the employees in the organization. The most human
resource policies related to recruitment, training, reward, compensation,
performance appraisal, training and development, career development etc. The
policies will have impact on the employees who are working in the organization.

78
 OBJECTIVES OF STUDY

PRIMARY OBJECTIVES

To study the amendments made in the HR Policies of CREATION INFRA INDIA PRIVATE
LIMITED the time of incorporation.

SECONDARY OBJECTIVES

To Study the amendments in the base policy and prepare a final policy. To Examine a HR
Policy manual for the company with special emphasis on the “Managerial
Service Conditions”. To understand the HR policies maintaining the sound relation among
Employees & Employer. To find out the employees’ satisfaction towards satisfied with the
implementation of policy in organization.

RESEARCH METHODOLOGY

➢ Sample Size

➢ The sample size of the research study is 133.

➢ Sources of Data

➢ The research study used both Primary data and Secondary Data.

➢ Sampling Techniques

➢ The research study adopted a Simple and Convenience Sampling method and Data
Collection was done through questionnaire methods.

➢ Structure of the Questionnaire

➢ The Quantitative and dichotomous questions and Multiple-choice Questions are

asked to the Employees.

79
 DATA ANALYSIS AND INTERPRETATION
DESCRIPTIVE ANALYSIS

1) Based on the training conducted by the trainer on the areas can be shown any
development
PARTICULARS NO. OF PERCENTAG
RESPONDENTS E
Agree 70 52.6%
Disagree 13 9.8%
Neither agree nor 27 20.3%
disagree

Strongly agree 5 3.8%

Strongly disagree 18 13.5%

Total 133 100

training areas can be shown any

development
4%
14%
20% 53%
10%

Agree Disagree Neither agree nor disagree Strongly agree Strongly disagree

INTERPRETATION

From the above table it is interpreted that 52.6% of the respondents agreed, 9.8% of
the respondents disagreed, 20.3% of the respondents neither agreed nor disagreed,
3.8% of the respondents strongly agreed, 13.5% of the respondents strongly
disagreed.
INFERENCE
Majority (52.6%) of the respondents agree.
80
 2) Whether you satisfied with the recruitment team

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

Satisfied 61 45.9%

Highly dissatisfied 4 3.0%

Neither satisfied or nor 17 12.8%
dissatisfied

Highly satisfied 43 32.3%

Dissatisfied 8 6.0%
Total 133 100

Series 1

Dissatisfied

Highly satisfied

Neither satisfied or nor dissatisfied

Highly dissatisfied

Satisfied

0.00% 5.00% 10.00%15.00%20.00%25.00%30.00%35.00%40.00%45.00%50.00%

Series 1

INTERPRETATION
From the above table it is interpreted that 45.9% of the respondents satisfied, 3% of the
respondents highly satisfied, 12.8% of the respondents Neither satisfied or nor dissatisfied,
32.3% of the respondents Highly satisfied, 6% of the respondents Dissatisfied.

INFERENCE

Majority (54.9%) of the respondents satisfied.

81
 3) There is the equal contribution of 12% each from Employer and Employees

PARTICULARS NO. OF PERCENTAGE

RESPONDENTS

Agree 5 3.8%

Disagree 20 15.0%

Neither agree nor disagree 71 53.4%

Strongly agree 5 3.8%

Strongly disagree 32 24.1%

Total 133 100

INTERPRETATION

From the above table it is interpreted that 3.8% of the respondents are Agree, 15% of the
respondents are neither Disagree, 53.4% of the respondents are Neither agree nor disagree,
3.8% of the respondents are Strongly agree, 24.1% of the respondents are Strongly disagree.

INFERENCE

Majority (53.4%) of the respondents are Neither agree nor disagree.

82
 4) Are you feel company leave policies are able to meet your needs?

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

Agree 61 45.9%

Disagree 4 3.0%

Neither agree nor disagree 17 12.8%

Strongly agree 43 32.3%

Strongly disagree 8 6.0%

Total 133 100

leave policies are able to meet your

needs

50.00%
45.00%
40.00%
35.00%
30.00%
25.00% 45.90%
20.00% 32.30%
15.00%
10.00% 12.80%
5.00% 3.00% 6.00%
0.00%
Agree Disagree Neither agree Strongly agree Strongly
nor disagree disagree

leave policies are able to meet your needs

INTERPRETATION

From the above table it is interpreted that 45.9% of the respondents agreed, 3% of the
respondents disagreed, 12.8% of the respondents neither agreed nor disagreed, 32.3% of the
respondents strongly agreed, 6% of the respondents strongly disagreed.

INFERENCE

Majority (54.9%) of the respondents agree.

83
 CHI SQUARE ANALYSIS

AGE OF THE RESPONDENTS

Vs

BASED ON THE TRAINING CONDUCTED BY THE TRAINER ON THE AREAS

CAN BE SHOWN ANY DEVELOPMENT

H0 (NULL HYPOTHESIS) = There is no significant relationship between age of the

respondents and Based on the training conducted by the trainer on the areas can be shown
any development.

H1 (Alternate Hypothesis) = There is a significant relationship between age of the

respondents and Based on the training conducted by the trainer on the areas can be shown
any development.

AGE * BASED ON THE TRAINING CONDUCTED BY THE TRAINER ON THE

AREAS CAN BE SHOWN ANY DEVELOPMENT CROSSTABLE

AGE AGREE DISAGREE NEITHER STRONGLY STRONGLY TOTAL

AGREE NOR AGREE DISAGREE
DISAGREE

20 –30 39.5 7.3 15.2 2.8 10.2 75.0

years

31 –40 21.1 3.9 8.1 1.5 5.4 40.0

years

41 –50 8.9 1.7 3.5 .6 2.3 17.0

years

50years 0.5 0.1 0.2 .0 0.1 1.0

and
above

TOTAL 70.0 13.0 27.0 5.0 18.0 133.0

84
 CHI-SQUARE TESTS

Value df Asymptotic
Significance (2-
sided)

Pearson Chi- a 12 .608

10.090
Square

Likelihood Ratio 10.067 12 .610

N of Valid Cases 133

a. 12 cells (60.0%) have expected count less than 5. The minimum expected Count is.04.

At 5% level of significance and df (12) the table value is 10.090 calculated value =

0.04

Significance value (p=0.005) < calculated value H0 is accepted.

INFERENCE

The results of the “Pearson Chi-Square” say that χ (12) = 10.090, P = 0.04. This tells us
that there is a statistically significant association between the age of the respondents and
also Based on the training conducted by the trainer on the areas can be shown any
development.

ONE WAY ANOVA TEST

Hypothesis is set between the age of the respondents and equal contribution of 12% each
from Employer and Employees

NULL HYPOTHESIS

H0 = There is no statistically significant relationship between age the respondents and equal
contribution of 12% each from Employer and Employees ALTERNATIVE
HYPOTHESIS
85
H1 = There is a statistically significant relationship between age of the respondents and equal
contribution of 12% each from Employer and
Employees
DESCRIPTIVES

AGE

N M STD. STD. 95% MINI MAX

E DEVI ERR CONFIDENC MU I
A
N ATIO OR E INTERVAL M MU
N FOR MEAN M

LOWE UPPE
R R
BOUN BOUN
D D
Agree 73 1. .717 .084 1.4 1.80 1 3
63 6
Disagre 3 2. 1.000 .577 - 4.48 1 3
e 00 .48

Neither 19 1. .831 .191 1.2 2.03 1 4

agree nor 63 3

disagre e

Strongl 35 1. .639 .108 1.1 1.56 1 3

y agree 34 2

Strongl 3 2. 1.155 .667 - 5.20 1 3

y 33 .54

disagre e

Total 133 1. .741 .064 1.4 1.71 1 4

58 5

86
 ANOVA

AGE

Sum of Mean
Squares Square
df F Sig.

Between 4.434 4 1.108 2.087 .086

Groups

Within 67.987 128 .531

Groups

Total 72.421 132

INTERPRETATION

This is the table that shows the output of the ANOVA analysis and we have a statistically
significant difference between our group means. We can see that the significance level is
0.086, which is more than 0.005. Therefore, there is a statistically significant relationship
between the age of the respondents and equal contribution of 12% each from Employer and
Employees.

CONCLUSION
The Policy of the organization gives offices to all adjust development of People via
preparing in-house and outside the association, Reorientation, sidelong portability and self-
improvement through self-inspiration. The Policy grooms each person to understand his
potential altogether features While adding to achieve higher hierarchical and individual
objectives. The Policy constructs groups and cultivates collaboration as the essential
instrument altogether exercises. The Policy executes even handed, logical and target
arrangement of prizes, motivators and control. The

87
Policy perceives worth commitments on schedule and properly, to keep a significant degree
of representative inspiration and resolve. The representatives concur on the piece of their
exhibition that they know what is normal from them. The representatives see how their work
objectives identify with organization objectives. Organization moves the representatives to
accomplish their best work each day. The workers are not happy with the correspondence
and dynamic measure as it releases the data identified with association. The workers don't
get the proper acknowledgment and compensations for their commitments and
achievements. The workers feel that they are not paid decently for the commitments they
make to organization's prosperity.

88
 REFERENCE

 Absar, M., Nimalathasan, B., and Jillian, M. (2010). Impact of HR Practices on

Organizational Performance in Bangladesh, International Journal of Business Insights &
Transformation, 3 (2), 15-19.
 Abu-Doleh, J. (2000). Human Resource Planning in Jordan: A Challenge for the Next
Millennium, Middle East Business Review, 4(1), 57-68.
 Antarello, S.; Filippini, R.; Nosella, A. Linking human resources management practices
and customer satisfaction on product quality. The International Journal of Human
Resources Management, v. 13, n. 18, p. 3906-3924, 2012.
 Guest D, Conway N. The impact of HR practices, HR effectiveness and a ‘strong
HR system’ on organizational outcomes: a stakeholder perspective. The
International Journal of Human Resource Management, v. 22, n. 8, p. 16861702, 2011
 Katou, A. A. Investigating reverse causality between human resource management
policies and organizational performance in small firms

89