A STUDY ON HR POLICIES

With reference to DEEPIKA INFRATECH PRIVATE LIMITED,

BANJARA HILLS, HYDERABAD.

DATA PROVIDED HERE IS NOT ABSOLUTE ITS ONLY FOR REFERENCE

PREFACE

A policy is a course of action adopted for the sake of facility, expediency e.t.c. It is action or procedure conforming to or considered with reference to prudence or expediency. It is a definite course or method of action selected from among alternatives and in light of given conditions to guide and determine present and future decisions. A Policy can be considered as a " tatement of Intent" or a "!ommitment". "or that reason at least, we can be held accountable for our "Policy". It may also refer to the process of making important organi#ational decisions, including the identification of different alternatives such as programs or spending priorities, and choosing among them on the basis of the impact they will have. Policies guide action. $hey offer the general standards or parameters based on which decisions are reached. Policies do not include detailed statements describing specifically how the policy is to be implemented. $hey are implemented by procedures. A procedure is a well thought out course of action. It prescribes the specific manner in which a piece of work is to be done. $his pro%ect report on kill Assessment consists of five chapters& chapter one deals with theoretical framework of the concept, chapter two is about the 'rgani#ation profile, chapter three is about the methodology, chapter four deals with the analysis of my study and finally chapter five deals with the findings, suggestions and conclusions drawn from my study.

Contents

Ch !te" #$ Theo"et%& ' F" (e )o"* Ch !te" +$ O,e",%e- o. the Co(! n/ Ch !te" 0$ Metho1o'o2/ Ch !te" 3$ D t An '/s%s n1 Inte"!"et t%on Ch !te" 4$ F%n1%n2s n1 S522est%ons B%6'%o2" !h/ Anne75"e

CHAPTER 8#
Theo"et%& ' F" (e-o"* 9 Con&e!t5 ' F" (e-o"*

Int"o15&t%on

$his chapter discusses about the theoretical framework of the concept i.e., Policies and its importance in the manufacturing industry. Policy, its definition and its detail explanation are discussed below. A Policy is typically described as a principle or rule to guide decisions and achieve rational outcomes. $he term is not normally used to denote what is actually done( this is normally referred to as either procedure or protocol. Policies are generally adopted by the )oard of or senior governance body within an organi#ation where as procedures or protocols would be developed and adopted by senior executive officers. A Policy can be considered as a " tatement of Intent" or a "!ommitment". "or that reason at least, we can be held accountable for our "Policy". Policy differs from rules or law. While law can compel or prohibit behaviors *e.g. a law re+uiring the payment of taxes on income,, policy merely guides actions toward those that are most likely to achieve a desired outcome. Policy or policy study may also refer to the process of making important organi#ational decisions, including the identification of different alternatives such as programs or spending priorities, and choosing among them on the basis of the impact they will have. Policies can be understood as political, management, financial, and administrative mechanisms arranged to reach explicit goals. Policies are typically promulgated through official written documents. Policy documents often come with the endorsement or signature of the executive powers within an organi#ation to legitimi#e the policy and demonstrate that it is considered in force. uch documents often have standard formats that are particular to the organi#ation issuing the policy. While such formats differ in form, policy documents usually contain certain standard components including& A !5"!ose st te(ent, outlining why the organi#ation is issuing the policy, and what its desired effect or outcome of the policy should be.

 An !!'%& 6%'%t/ n1 s&o!e statement, describing who the policy affects and which actions are impacted by the policy. $he applicability and scope may expressly exclude certain people, organi#ations, or actions from the policy re+uirements. Applicability and scope is used to focus the policy on only the desired targets, and avoid unintended conse+uences where possible.

An e..e&t%,e 1 te which indicates when the force. -etroactive policies are rare, but can be found.

policy

comes

into

A "es!ons%6%'%t%es section, indicating which parties and organi#ations are responsible for carrying out individual policy statements. .any policies may re+uire the establishment of some ongoing function or action. "or example, a purchasing policy might specify that a purchasing office be created to process purchase re+uests, and that this office would be responsible for ongoing actions. Po'%&/ st te(ents indicating the specific regulations, re+uirements, or modifications to organi#ational behavior that the policy is creating. Policy statements are extremely diverse depending on the organi#ation and intent, and may take almost any form.

I(! &t
$he impact of policies is affected in two types& Inten1e1 E..e&ts $he intended effects of a policy vary widely according to the organi#ation and the context in which they are made. )roadly, policies are typically instituted to avoid some negative effect that has been noticed in the organi#ation, or to seek some positive benefit. !orporate purchasing policies provide an example of how organi#ations attempt to avoid negative effects. .any large companies have policies that all purchases above a certain value must be performed through a purchasing process. )y re+uiring this standard purchasing process through policy, the organi#ation can limit waste and standardi#e the way purchasing is done.

$he tate of !alifornia provides an example of benefit/seeking policy. In recent years, the numbers of hybrid cars in !alifornia has increased dramatically, in part because of policy changes in "ederal law that provided 0 1 23,455 in tax credits *since phased out, as well as the use of high/occupancy vehicle lanes to hybrid owners *no longer available for new hybrid vehicles,. In this case, the organi#ation *state and6or federal government, created an effect *increased ownership and use of hybrid vehicles, through policy *tax breaks, highway lanes,. Un%nten1e1 E..e&ts Policies fre+uently have side effects or unintended conse+uences. )ecause the environments that policies seek to influence or manipulate are typically complex adaptive systems *e.g. governments, societies, large companies,, making a policy change can have counterintuitive results. "or example, a government may make a policy decision to raise taxes, in hopes of increasing overall tax revenue. 1epending on the si#e of the tax increase, this may have the overall effect of reducing tax revenue by causing capital flight or by creating a rate so high that citi#ens are deterred from earning the money that is taxed. $he policy formulation process typically includes an attempt to assess as many areas of potential policy impact as possible, to lessen the chances that a given policy will have unexpected or unintended conse+uences. )ecause of the nature of some complex adaptive systems such as societies and governments, it may not be possible to assess all possible impacts of a given policy.

T/!es o. Po'%&%es
Policies may be classified in many different ways. $he following is a sample of several different types of policies broken down by their effect on members of the organi#ation. D%st"%65t%,e !o'%&%es 1istributive policies extend goods and services to members of an organi#ation, as well as distributing the costs of the goods6services amongst the members of the organi#ation. 7xamples include government policies that impact spending for welfare, public education, highways, and public safety, or a professional organi#ation8s benefits plan.
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 Re25' to"/ !o'%&%es -egulatory policies, or mandates, limit the discretion of individuals and agencies, or otherwise compel certain types of behavior. $hese policies are generally thought to be best applied when good behavior can be easily defined and bad behavior can be easily regulated and punished through fines or sanctions. An example of a fairly successful public regulatory policy is that of a speed limit. Const%t5ent !o'%&%es !onstituent policies create executive power entities, or deal with laws. !onstituent policies also deal with "iscal Policy in some circumstances. M%s&e'' neo5s !o'%&%es Policies are dynamic( they are not %ust static lists of goals or laws. Policy blueprints have to be implemented, often with unexpected results. ocial policies are what happens 8on the ground8 when they are implemented, as well as what happens at the decision making or legislative stage.

H5( n Reso5"&e Po'%&%es

9uman resource policies are systems of codified decisions, established by an organi#ation, to support administrative personnel functions, performance management, employee relations and resource planning. 7ach company has a different set of circumstances, and so develops an individual set of human resource policies.

De,e'o!%n2 HR !o'%&%es
9- policies provide an organi#ation with a mechanism to manage risk by staying up to date with current trends in employment standards and legislation. $he policies must be framed in a manner that the companies vision : the human resource helping the company to achieve it or work towards it are at all levels benefited and at the same time not deviated from their main ob%ective.

P5"!oses
9- policies allow an organi#ation to be clear with employees on& $he nature of the organi#ation What they should expect from the organi#ation What the organi#ation expects of them 9ow policies and procedures work What is acceptable and unacceptable behavior $he conse+uences of unacceptable behavior $he establishment of policies can help an organi#ation demonstrate, both internally and externally, that it meets re+uirements for diversity, ethics and training as well as its commitments in relation to regulation and corporate governance. "or example, in order to dismiss an employee in accordance with employment law re+uirements, amongst other considerations, it will normally be necessary to meet provisions within employment contracts and collective bargaining agreements. $he establishment of an 9- Policy which sets out obligations, standards of behavior and document disciplinary procedures, is now the standard approach to meeting these obligations. 9- policies can also be very effective at supporting and building the desired organi#ational culture. "or example recruitment and retention policies might outline the way the organi#ation values a flexible workforce, compensation policies might support this by offering a ;<64= pay option where employees can take an extra four weeks holidays per year and receive less pay across the year.
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CHAPTER 8+
An O,e",%e- o. the Co(! n/

10

P "t8A$ B"%e. P"o.%'e o. the O"2 n%: t%on

Int"o15&t%on$
1eepika Infratech Private >imited originally incorporated as a partnership firm under the name and style of ?1eepika constructions ?in the year 3@<; by its chairman A. 0pender -eddy. 1IP> is an I ' @55=&=555 certified multi/ discipline engineering contacting and construction company having its registered office at 9yderabad in the state of Andhra Pradesh, India. ince its inception, the company has been actively engaged in civil contacting and Infrastructure development activities. $he company has worked with various clients of public and private sectors such as Indian -ailways, ingareni collieries and various state Irrigation departments etc. "rom past few years, the company has undergone rapid expansions and at present working in various parts of the country covering both the public and private sectors. 1IP> growth can be directly attributed to its propensity to adopt, endure and remain credible amongst all its competitors. Bow the company is having its precense all over the country vi#., Andhra Pradesh, $amil Badu, Aarnataka, .aharashtra, )ihar, Assam, Charkhand, !hhattisgarh. $he company has diversified by taking up large pro%ects and by participating in tenders as well as %oint ventures.

Ke/ C'%ents o. the &o(! n/$ 8

1IP> is having its clients in Dovernment, Public and private sectors as it maintains good reputation among them. Dovernment 7ntities Bational 9ighways Authority of India - : ) 1epartment, Dovt of A.P
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 Irrigation : !A1 1epartment, Dovt of A.P Indian -ailways .armada Ealley 1evelopment !orporation Eidharba Irrigation 1evelopment !orporation Water -esource 1epartment, !hattisgarh Arishna )hagya Cala Bigam >td, Aarnataka Aarnataka Beeravari Bigam >td ingareni !ollieries

.adhurai .unicipal !orporation $iruchy city !orporation

Principal !ontractors

Dammon India >td

Patel 7ngineering >td

7W Infrastructure >td

.ax Infratech >td

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 -amky Infrastructure >td

Private 7ntity

-eliance Infrastructure

M n 2e(ent Te (

.r. A. 0pender -eddy, !hairman of the company. 9e is the founder and promoter of the company. 9e has =4 years of experience in execution of various pro%ects. 9e acclaimed visionary in the field of integrated infrastructure.

.r. D.Eenkata -eddy, Eice !hairman of the !ompany, formerly plays an integral part of the company and contributes significantly in growth of the company. 9e has over F5 years of experience in construction business and has been actively involved in running ma%or construction pro%ects. .r. ru%an oodini, .anaging 1irector of the company holds degree in mechanical 7ngineering from 'smania 0niversity and has topped with . in .echanical 7ngineering with speciali#ation in 1esign and !B! controls fabrication from southern Illinois 0niversity, 0. .A. 9e .anages day today functions of the company. $hree more directors of the company are ..-. .A.Ei%aya, .r. . 0pender -eddy and .r.A.Citender -eddy.
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M%ss%on
$o provide construction and engineering services with creative approach within budget and within time line. $o gain satisfaction of our clients and to be the preferred partner for their most challenging pro%ects. $o encourage innovation, team work, professional integrity, commitment, up gradation of knowledge and skills of employees and a safe working environment. $o be a responsible corporate citi#en committed to the social cause.

V%s%on
1eepika Infratech Pvt >td aspires to be a strong and +uality conscious company in the areas of engineering, procurement and construction of infrastructure development.

St"en2ths

Proven track record to take up big si#e pro%ects. .eeting and exceeding customer expectations of +uality and completion dates. 9ighly +ualified management team and experienced employee base. trong order book.

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trategic alliance6tie up with reputed construction companies to take up mega pro%ects. tate of art plant and e+uipment.

Innovative engineering solutions. Ealue added expertise. 1iverse pro%ect management system. !lient G conscious approach.

Co"e V '5es

1eepika Infratech Pvt >td and its employees actively guided by well defined set of core values. $he values are adopted and prompted across all of our business. $he values provide guidance for employees in relation to the standards that the company expects in the accomplishment of its operations. -espect Integrity Innovation $eam work !ommitment $rust

N t5"e o. A&t%,%t/$ 8
$he company has diversified into taking up large pro%ects by directly participating in tenders and as well as entering into strategic alliance with various
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reputed construction companies for %oint ventures. It is functioning in different sectors such as.

I""%2 t%on He 'th ; C%,%' )o"*s$ 8 $his irrigation health and civil works is one of the main activities of the company. $his sector is now complemented by other sectors through the established design, operational control procedures, cheduling, !entrali#ed procurement, Problem resolution and risk management. $he company has en%oyed many years of success in this sector civil and infrastructure works, full range of service include& 7xcavation of canals, 1eep G !uts, 1ams, )ridges, >ift irrigation Pro%ects, $unnels : hafts : drainage works. $he company continuously strives for innovation and enhanced efficiency to carry out the full spectrum of Irrigation and heavy civil pro%ects.

$unnels : hafts& $he company has the high caliber engineering professionals and technicians for doing $unnels : shafts works. $he company executed following tunnels& H Ams length horse G shoe type tunnel of I.;4 mts dia in kalakurthy lift Irrigation scheme stage GfF pro%ect. 3.4 Ams tunnel in !halkurthy >ift Irrigation Pro%ect.

T" ns!o"t t%on$8 0nder $ransportation, the company has taken up Pro%ects in -oads : )ridges, -ailways etc. In detail the are&
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-oads and )ridges&

1IP> has entered into subcontract with Dammon India >td for B9 /; in Aarnataka, which is a part of prestigious Dolden Juadrilateral road network managed by B9AI. -oads and 9ighways are essential for any nationKs economic growth. As per B9AI development, it has awarded with 3HF=4 kms of road within =/F years.

-ailways& $he company has successfully tackled railway works and has ac+uired experience in the areas of Dauge !onversion, doubling, earthwork and other associated civil works. $he company successfully handled many pro%ects including structures in the Borth east frontier -ailway and 7ast central -ailway of Indian railways.

$he company has ventured into water supply and sewage directly or with %oint venture partners. We got 0D1 work with .unicipal !orporation of .adurai and water supply works with tiruchirappalli !ity !orporation of $amilnadu site. $he company undertakes services for& Water supply and sanitation facilities, Providing, installing sewerage systems, water sewage treatment plants, piping network.

) te" S5!!'/ ; Se- 2e$8 $he company has ventured into water supply and sewage directly or with venture partners. We got 0D1 work with .unicipal !orporation of .adhurai and water supply works with $iruchurapalli !ity !orporation of $amilnadu site. $he undertake services for& Water supply and sanitation facilities.
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 Providing, installing sewage systems. Water sewage treatment plants. Piping network.

M%n%n2$8

$he company lays special emphasis on adoption of scientific, systematic and safe mining practices for maximi#ing efficiency of its service, with due care for mineral conversation. It owns a large fleet of heavy mining e+uipment and is supported by a pool of highly skilled and motivated team of people. With these resources, 1IP> has the capability to execute variety of mining services contracts. $he company makes every possible effort for minimi#ing adverse impacts of mining operations on the local ecology.

E'e&t"o Me&h n%& ' )o"*s$ 8

$he company provides services for procurement installation and commissioning of 7lectrical, .echanical and "abrication works.

E<5%!(ent n1 Te&hno'o2/

'ver the years 1eepika Infratech Pvt >td has been ac+uiring more and more e+uipment. Bow the company has an extensive inventory of modern construction e+uipment and is positioned to fulfill the needs of pro%ects. "ollowing are the e+uipments owned by the company itself& 7xcavators

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 $ippers6$aurus6dump trucks )atching plants !oncrete pumps $ransit mixers !rawler drills and -igs )oom crane !rawler cranes6mobile cranes !rushers Dantry cranes hotcreting machines

-ock bolting tatic roller

Eibratory roller Pavers Wet mix plant crew compressors

1o#ers Denerators A/state/of/Art facility for fabrication A/state/of/Art survey and lab instruments

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eparate division will look after the schedules for dispatch of machinery at site on completion or at least with no damage. Work shop takes care of ensuring the machinery and e+uipment in fighting fit condition at all times.

On =o%n2 )o"*s9P"o>e&ts

"ew ongoing pro%ects of the company are&

K ' , *5"th/ L%.t I""%2 t%on S&he(e ?St 2e80@$ 7xecution of stage/F pump station is near Dudipally Dattu near Douridevipally village Dopalpet .andal, .ahabubnagar 1istrict of Andhra Pradesh.

Ke'o P"o>e&t !onstruction of concrete dam and its appurtenant works including construction of main canal 5. to ;F=5. with its structures complete of kelo pro%ect. $his pro%ect is proposed by government of !hattisgarh, to develop drought prone region of the district.

)este"n T" ns!o"t Co""%1o" It is a division of prestigious Dolden Juadrilateral *DJ, pro%ect in India. $he pro%ect costs ;5;.== crores. .ain contractor for this pro%ect is Dammon India >td, .umbai. $his pro%ect is managed by B9AI under .inistry of -oad, $ransport and highways.

=.N.S.S F'oo1 F'o- C n '

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.ain contractor for this pro%ect is .AL Infratech Pvt >td, 9yderabad. Pro%ect costs 3;I.=3 crores. $his pro%ect is intended to provide irrigation facilities to an extent of F.=4 lakh acres in the districts of !uddaph, !hittor and Bellore besides providing drinking water facilities to village6town. $he scheme envisages drawl of F<$.! surplus flood waters of river Arishna from risailam reservoir.

J%2o n P"o>e&t 1eepika Infratech Pvt >td acts as a main contractor for this pro%ect which costs F33.55 crores. $his pro%ect was proposed by Eidharbha Irrigation 1evelopment !orporation of .aharashtra state. $he pro%ect consists of four lifts, they are& / Pump house with pumping machinery / witch yard

/ -aising main with manifold / )alancing tank

M 15" % M5n%&%! '%t/ Un1e" ="o5n1 Se- 2e )o"* $he company itself holds as a main contractor costs 3F3 crores. It was planned by .adurai .unicipality !orporation to provide sewage collection system to uncovered areas in south #one of .adurai.

AMRP L%.t I""%2 t%on P"o>e&t A.-P irrigation scheme is under process near !halkurthy, Peddvuru .andal of Balgonda district, Andhra Pradesh. $he cost of the pro%ect is 35<.5< crores.

F5t5"e -o"*s9P"o>e&ts
$he future pro%ects of the company are as follows&
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 P" n h%th 8Che,e'' L%.t I""%2 t%on S&he(e, ! &* 2e8+0 Ealue of this pro%ect is 354@55 crores. Investigation, designs and execution of water conveyor system consisting of lined gravity canal with all associated works from !herial to -avvulapalli, Andhra Pradesh.

P" n h%th 8Che,e'' L%.t I""%2 t%on S&he(e, ! &* 2e8#A Ealue of this pro%ect is ;F455 crores. 1esigns and execution of water conveyor system with capacity of <;.=3 cumics from $hipparam reservoir to !hevella reservoir main canal.

P &* 2e83, P &* 2e84 n1 P &* 2e8B Improvements to water supply in Ariyamangalam and Ponmalaipatty area of $iruchirapally !ity !orporation. Ealue of this pro%ect is @5<4.44 crores.

P &* 2e8+ .ain work under this pro%ect is formation of earth bund of 9undari -iver, value of this pro%ect is II==.55 crores.

M n Po-e" P "t%&5' "s

$he strength of any company lies in its people. $he company is meticulous in allocating experienced +ualified personnel to each of its pro%ects. -egular reporting procedures effectively monitor construction progress and man power6e+uipment utili#ation.

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.Bo 3 = F ; 4 H I < @

1esignations 1irectors and Eice Presidents Deneral .anagers :1y.Deneral .anagers Pro%ect .anagers .anagers and enior 7xecutives enior 7ngineers and Cunior 7ngineers upervisors and "oremen tores, Purchase Assistants : office Assistants 7lectricians, .echanics : Welders 1rivers, 'perators : 9elpers $otal

Bo. 'f 7mployees < H 3= FH 35< 34H 35< @H FH5 <@5

Des%2n t%ons .o" '' De! "t(ents %n DIPL

>evels >3 >=

7ngineering department .echanical6 7lectrical, 7ngineer r. 7ngineer

*!ivil6 Accounts department 7xecutive*Accounts, r.

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9- and Admin 7xecutive 9r. 7xecutive 9-

7xecutive

*Accounts, >F >; >4 >H >I >< >@ >35 >33 >3= Asst. .anager 1pty. .anager .anager r. .anager , AD. 1D. D. AEP EP r. EP AD. *Accounts, 1D. *Accounts, D. *Accounts, AEP EP r. EP AD./91D./9D./9AEP/9EP/9r. EP. 9Asst..anager *Accounts, 1pty *Accounts, Asst..anager 9.anager 1pty. .anager 9.anager 9r. .anager 9-

.anager *Accounts, r. .anager *Accounts

PART B$ Po'%&%es %n Dee!%* In." te&h P"%, te L%(%te1$ .ain policies in 1eepika Infratech Private >imited are&

D%s&%!'%n "/ P"o&e15"e

7mployees must obtain permission from their -.6 9'1 in order to leave the !ompany premises during working hours.
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 In addition, 7mployees who are fre+uently away from the premises for business reasons should inform their -.6 9'1s of their whereabouts during working hours. An absence is considered to be unauthori#ed if the employee has not followed proper notification procedures or the absence has not been properly approved. igning Post dated attendance is not acceptable.

0nauthori#ed or excessive absences or tardiness will result in disciplinary action, up to and including termination. Absence for a continuous period of H w o r k i n g d a y s , without prior approval including an over stay of leave( will be treated as absconding of services. In such cases, 1IP> can terminate services of employee concerned at its discretion. Working days for employees in Administration office are =;6=4 days a month, from 35 A. to H P. which includes half an hour lunch break. 9owever, depending on work exigencies employee may have to spend additional hours as suggested by -.69'1. $he working days for site employees are =;6=4 days a month which is on shift basis.

L%st o. (%s&on15&ts$
Sho"t t%t'e n1 &o((en&e(ent$ $hese rules may be called M1IP> 7.P>'N77 !'B10!$ AB1 1I!IP>IB7 -0>7 K. $hey shall come into force with immediate effect. A!!'%& t%on$ $hese rules shall apply to all the employees of M1IP>K.
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L%st o. (%s&on15&ts$ misconducts.

$he following acts of commission shall be treated as

$heft, fraud or dishonesty in connection with the business or property of the company or property of another person within the premises of the company. $aking or giving bribes or involving in any illegal acts. "urnishing any type of false information regarding Bame, Age, and "atherKs Bame, Jualification, Ability or previous service or any other matter to employer at time of employment or during course of employment. Acting against rules of company. Willful subordination or disobedience of any lawful and reasonable order of his superior. 0nauthori#ed absenteeism or over staying than the sanctioned leave without sufficient grounds or reasons or satisfactory explanation. 9abitual late or irregular attendance. Begligence of work 6 performance of duty. Willful damage to company property. 1runkenness or any disorder or indecent behavior in company premises or outside where such behavior is connected with employment. moking within the organi#ational premises. leeping while on duty

.anipulation or misappropriation of funds of company. !ommission of any act which amounts to criminal offence. Absence from place of work without permission or sufficient cause. >eaving station without permission.
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 Intentionally spreading false information or rumors with a view to disturb companyKs work or image. 0nauthori#ed use of companyKs property. 0nauthori#ed communication of companyKs business and related documents. Involving in strike or encouraging others to do strike against the company rules. -efusal to accept charge sheet, orders or others communication which are served in the interest of discipline. Willful falsification, destruction of companyKs personal records or any other records of company. -efusal to do work on holidays or undays when notified to do so in case of emergency of companyKs work. 0nauthori#ed use of companyKs vehicle except in emergency with a reasonable cause. Possession of any dangerous weapons in company premises without prior permission. Involving in political issues and disturbing companyKs performance, image, etc. Involving in criticism of company. Insolvency or habitual indebtedness of loans or borrowings of company. Involving in purchase, sale, and lease, and mortgage, gift of companyKs property on his own name or to family members or any other persons without knowledge of company. Involving in consumption of intoxicating drinks and drugs. 9abitual breach of any companyKs policies, rules, procedures and practices.

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 Abusing others, using unparliamentarily language and causing in%ury to other employees of the company. "re+uent repetition of any act or misconduct or misbehavior. Interference with work of others. Involving in sexual harassment *physically or mentally,. Dambling within the premises of establishment. !hewing tobacco, pan, and gutka within the company premises. !ollecting any unauthori#ed money within premises of company without permission of competent authority. .anipulation of company records or information. 1ishonesty, misguidance, wrong doing, mismanagement, error disorderly conduct, failure, guilty act, unprofessional conduct, official misconduct. D%s&%!'%n "/ P"o&e15"e$ If any employee involves in the above mentioned misconducts, the company takes the following disciplinary action. 3. Issue of .emo =. Issue of charge sheet and show cause notice F. 7xplanation letter ;. 1isciplinary action In the case of first instance memo is issued to an employee. In the case of second instance charge sheet and show cause notice is issued to the employee, asking him to give the explanation for his behavior. If the management is satisfied with the explanation given by the employee or if it is proved that the employee has not committed any misconduct then his services in organi#ation are continued. If the management is not satisfied with the explanation or if it is
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proved that the employee is found guilty in committing any misconduct then the disciplinary action like *termination, suspension, fine, is taken against the employee. $he type of action taken depends upon the nature of misconduct. Any final decision regarding the disciplinary action and settlement of employee account will be in the hands of .anaging 1irector. Re&"5%t(ent n1 Se'e&t%on Po'%&/ Int"o15&t%on$ -ecruitment and selection aims to search and hire suitable candidates to fill vacancies in M1IP>K with a view to satisfy the human resource needs. P5"!ose o. Re&"5%t(ent ; Se'e&t%on$ $o ensure that the company hires the best candidates who fits for the %ob. $o attain the goals of the company with the help of the hired candidates. $o ensure e+ual opportunity to all the candidates. Re&"5%t(ent Po'%&/$ $o hire the best candidates whose +ualifications, skills and talent matches with the companyKs re+uirements. P"o&e15"e$ Any vacant position within M1IP>K will be filled through internal or external sources. $he internal sources for recruitment in ?1IP>O are& Promotions. 7mployee -eferrals. $he external sources for recruitment in ?1IP>O are& !onsultancy Baukri *Website,. !ampus Interviews Se'e&t%on Po'%&/$
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$o select the best and a worthy candidate at a right time for a right place. Procedure for filling vacancy through PromotionKs.

Procedure for filling vacancy through Baukri, 7mployee -eferrals : !ampus Interviews

P"o&e15"e$

9- Interview Written exam $yping -ound $echnical Interview "inal Interview 9iring 1ecision Placement

Jo%n%n2 !"o&ess
P5"!ose$

1efine guide lines for Coining Process at 1IP>. S&o!e$ Applicable for those who %oin 1IP> on permanent rolls 6 on !ontract and $rainee.

30

Ro'es n1 Res!ons%6%'%t%es$ 9-&

hould generate list of tentative new %oiners and forward to Admin .anager.

Coining formalities& Welcome new %oinees. 7xplains the process of %oining formalities. Inform the 7mployees about the Induction. clarification of any doubts of new %oinees

'n the date of %oining / Post completion of %oining formalities Introduce the 7mployees to Admin manager Introduce the 7mployees to reporting -.6 9'1 : team. 7xplaining the employee about policies, procedures, practices and rules of the company. 'pen personal files for all the Bew Coinees and hand over the personal file. Introduces the new %oinee to the concerned person within the 0nit. Interacts and clarifies all 9- related +ueries. !larifies, reinforces roles : responsibilities. "ormali#es reporting relationship. 7nsures settling of the 7mployees. $he 7mployee is re+uired to fill up the Coining kit provided to him. $he kit contains the following forms& Coining -eport
31

 7mployee detail "orms 9- -ecords alary particulars

Personal I1 !ard form I1)I )ank Application form Personal undertaking for Bon/submission of -elieving letter.

!heck list 1ocumentation& $he 7mployees shall submit the documentation as per the checklist provided in the offer letter.

T" %n%n2 n1 De,e'o!(ent Po'%&/

Int"o15&t%on$ According to M1IP>K $raining is an act that increases skills, knowledge, behavior and attitude of employees at work place. $he company believes that well trained and efficient work force is crucial for its development. In order to get individual and organi#ational development, the company provides various training and development activities and programs to its employees. It recruits employees at all levels strictly on merit. It provides e+ual opportunities to all employees to advance their skills and professional expertise. S&o!e$ It covers all the employees of M1IP>K. O6>e&t%,es$

32

$he following are the ob%ectives of $raining : 1evelopment Policy in M1IP>K& $o ensure that the purpose of training and development programs is communicated to all the employees. $o ensure that all the employees are offered $raining : 1evelopment programs. $o ensure an e+ual opportunity is provided to all employees. $o develop and maintain a pool of suitable and +ualified employees. $o create an environment in the company in which there is self development and career advancement for the employee. $o provide financial and supportive assistance re+uired for conducting training programs. $o increase skills, knowledge, behavior, attitude and abilities of employees.

Res!ons%6%'%t/ o. HR M n 2e"$ $he 9- .anager should gather sufficient funds from management to conduct various $raining : 1evelopment programs. 9e should see that the various ob%ectives and purpose of $raining : 1evelopment Programs are explained to the trainees by their concerned trainers.

9e should conduct and coordinate various $raining : 1evelopment programs from time to time for sake of individual development. 9e should make a record of all the $raining : 1evelopment programs conducted. 9e should evaluate the result of various $raining : 1evelopment programs held.

33

P"o&e15"e$ M1IP>K provides training for newly %oined employees *Probationers,, for a period extending from minimum of 3 month to a maximum of F months, depending upon the situation and individual capability to learn. It provides training even in case of undertaking a MBew Pro%ectK, for a period extending from minimum of 3 month to a maximum of F months, depending upon the situation and individual capability to learn. In all these cases MAn 7xperienced and a killed 7mployeeK acts as a trainer and gives training. 9e gives a demonstration on how to do the %ob and assists the trainee in doing the %ob.

Note$ $he 9- .anager should maintain a detailed record of all the $ : 1 Programs conducted in the organi#ation.

Pe".o"( n&e A!!" %s ' Po'%&/

Int"o15&t%on$ Performance Appraisal in K1IP>K is a systematic method of evaluating the behavior of employees in the work spot which includes both the +uantitative and +ualitative aspects of %ob performance which is conducted annually. 1ecisions concerning career development, promotions, succession planning, compensation, rewards, etc., depends upon information provided through effective performance appraisal system. $he company follows a =I5 degree appraisal which collects feedback from the employee himself, his reporting manager69'1 and the committee *..16!9AI-.AB,. Performance appraisal is the assessment of the actual results with the expected results.

34

S&o!e$ It covers all the employees of M1IP>K. O6>e&t%,es$ $he ob%ectives of Performance appraisal in M1IP>K are as follows& $o review the performance of the staff against the assigned tasks and responsibilities. $o identify the areas of strengths and weaknesses of employees and to provide positive feedback on their performance. $o identify the employees who can be developed to take up increased responsibilities. $o identify the employees training needs. $o create a basis for rewarding, awarding and recogni#ing the best performance. $o plan for the following year.

Pe".o"( n&e A!!" %s ' P"o&e15"e$ $he procedure for performance appraisal in M1IP>K is as follows& Pe".o"( n&e P' nn%n2

Pe".o"( n&e 6/ E(!'o/ee

Ann5 ' A!!" %s ' ?+CD De2"ee@

A!!" %s ' Inte",%e- ?Fee1 6 &*@

35

Re- "1%n2, A- "1%n2, Re&o2n%t%on

Pe".o"( n&e P' nn%n2$ $his is the first step in performance appraisal procedure. In M1IP>K the -eporting .anager69'1 will give a sheet to the employee who consists of performance plans, goals to be achieved and expectations of the company on the employee. $his sheet is called as MD'A> 977$K, and it should be filled by -.69'1 and all the contents of the sheet should be communicated to the employee. $his goals sheet is also verified by 9- manager and he can make any modifications if necessary and it should be signed by all three parties *-.69'1, 7mployee : 9- .anager,.

=o 's Sheet 7mp Bame& PPPPPPPPPPPPPPP 1esignation& PPPPPPPPPPPPPPP 7xperience in 1IP>& PPPPPPP 1epartment& PPPPPPPPPPPPP
S.No =o 's to 6e tt %ne1 %n the !"esent /e "

7mployee !ode& PPPPPPPPP

$otal 7xperience& PPPPPPPPPP

36

ignature of 7mployee

ignature of -.69'1

ignature of 9-

Pe".o"( n&e 6/ the E(!'o/ee$ $he employee should be allowed to perform in order accomplish the assigned goals. 9e should be assisted by -. if re+uired. 7mployee should put his best efforts to fulfill the company expectations.

Ann5 ' A!!" %s '$ $he company conducts the appraisal annually. In this step, the actual performance and the expected performance of the employee is measured through =I5 degree appraisal method in which feed back about employee performance is collected from the employee himself, -.69'1 and the committee *..16!9AI-.AB,. $he goals sheet is also attached to the performance appraisal
37

form and the appraiser can give the ratings or can make any additional comments about the performance of the employee after verifying the goals sheet attached. $he 9- .anager after verifying the ratings of all the appraisers will sign on the appraisal form. A!!" %s ' Inte",%e- ?Fee16 &*@$ In this step, the 9- manager after verifying the goals sheet and performance appraisal form of an employee gives feedback to the employee regarding his performance. 9e communicates the employee the result of appraisal conducted. It is a M$wo way processK in which the employees can express their problems to the 9- manager and he can help them in finding out a solution to the problem. $he 9- manager also identifies the strengths, weaknesses and areas of improvement of employees and can communicate the same to him in an understandable manner. Re- "1%n2, A- "1%n2, Re&o2n%t%on$ If the employee performs according to the expectations of the company then he is rewarded, awarded : recogni#ed by the company.

Mot%, t%on n1 Retent%on Po'%&/

Int"o15&t%on$ According to ?1IP>O motivation is a set of forces that energi#es people to do the work. 9- policies at ?1IP>O revolve around the basic tenet of creating a highly motivated, vibrant : self/driven team. $he !ompany cares for each : every employee and has in/built systems to recogni#e : reward them periodically. .otivation plays an important role in 9- 1evelopment. In order to keep its employees motivated the company has been providing -ewards, incentives. 7mployee -ecognition and Drievance handling also plays a key role as a factor to motivate the employees of ?1IP>O. S&o!e$
38

It covers all the employees of ?1IP>O. P5"!ose$ $he following is the purpose of ?1IP>K O motivation policy& $o enhance the performance and productivity of employees. $o encourage employees by recogni#ing, rewarding, awarding and by paying incentives. $o attract competent people and to retain them. $o stimulate people to go beyond routine performance and over reach themselves in their work. ) /s %n -h%&h the &o(! n/ (ot%, tes$ $he company motivates its employees in the following ways& Incentives )enefits -ecognition, -ewards and Awards

T/!es o. - "1s #. )O) - "1$ It is given monthly. It ranges from -s 455 to 3455. It may be given for a person or team. Bominations for this award are sent by 9'1 to 9- .anager every month. 1ecision regarding this award will be taken by the respective -eporting .anager.

39

+. St " Pe".o"(e"$

It is given for every H months, for only one person in the department. It ranges from -s =555 to ;555. Bominations for this award are sent by 9'1 to 9- .anager in the month of Cune and 1ecember. 1ecision regarding this award will be taken by the panel which consists of ..1, 9'1 and 9- .anager.

0. Best Pe".o"(e" o. the /e "$

It is given once in a year. It ranges from -s 4555 to I555. It is given to only one person in every site. Bominations for this award are sent by 9'1 to 9- .anager in the first week of 1ecember. 1ecision regarding this award will be taken by the panel which consists of ..1, 9'1 and 9- .anager. P"o(ot%ons n1 T" ns.e"s$ In order to motivate its employees, M1IP>K provides internal mobility. It provides promotions basing on skills, performance, talent, attendance and seniority. It also provides transfers depending on company and employee re+uirement.

He 'th, S .et/ n1 -e'. "e Po'%&/

Int"o15&t%on$
40

M1IP>K provides certain health, safety and welfare measures to all its employees in order to ensure the well being of employees in their work place. S&o!e$ It covers all the employees6workers of M1IP>K. O6>e&t%,es$ $o prevent all downgrading incidents, which could result in personal in%uries, fire, property damage and waste, and to create and maintain a safe and healthy working environment for all our employees. $o promote and maintain the highest possible degree of mental and social well being of all our employees. $o promote and maintain good working conditions so as to safeguard our employees against in%uries and occupational health and safety ha#ards, and to conduct our operations with due consideration for the protection of the environment. $o train employees at the workplace so that they are well e+uipped to participate fully in the identification, reporting and management of unsafe acts and conditions. $o strive for maximum employee participation in creating a healthy and safe working environment at all hierarchical levels through effective communication. Res!ons%6%'%t/ o. M n 2e(ent$ It should strive for the well being of workers6employees upply materials, tools and all re+uirements for safe practices and operations, within reasonable limits.

7ncourage all employees at all levels within M1IP>K to make suggestions for the improvement of health and safety. It should grant sufficient funds in order to provide health, safety and welfare measures to employees6workers of M1IP>K.

He 'th Po'%&/$

41

!ompany ensures health of employees by providing hygienic health measures like ventilation, lighting, drinking water, latrines and urinals. $he following are some of the health measures provided in M1IP>K&

It prohibits smoking inside the company building. It also ensures that even the visitors adhere to this. It provides pure, clean and filtered drinking water to all its employees within the company. It provides cool drinking water in summer season and ordinary drinking water in winter season. It provides separate urinals and latrines *Wash rooms, for men and women. It provides coolers to the employees in summer season within the company premises. S .et/ Po'%&/$ !ompany ensures safety of workers by preventing occupational in%uries, illness and addressing health and safety risks at work place by providing safety e+uipment to workers, thus it can promote healthy work environment.

$he following are some of the safety measures provided in M1IP>K& A number of measures are in place to ensure ade+uate security around the office. $he company provides doors and windows to the building in order to protect from theft, robbery. $he doors of the building as well as those of individual offices are locked after working hours. taff members working after scheduled hours should ensure that all the windows are closed and the lights are turned off before leaving.

Bo money or valuables should be left unattended.

42

 It provides gum boots, gloves, helmets, helmets with lights, uniform and other safety measures to workers working in sites. In case of emergencies like fire *if the event is not life threatening, the employees should disconnect the wires of all machines, close all the windows and doors and evacuate the building. In case of life threatening events they can immediately evacuate the building without stopping to disconnect the wires of all machines and closing all the windows and doors.

)e'. "e Po'%&/$ !ompany ensures welfare of employees by providing certain welfare measures.

$he following are some of the welfare measures provided in M1IP>K&

It provides first aid kit along with a trained person who knows how to use the kit in case of any minor in%uries at site. In case of ma%or in%uries the site in charge moves the in%ured worker to the hospital and the site in charge should report about the accident6in%ury to the 9- * ite,. 9- *site, fills up an accident form and reports the same to the 9ead 'ffice *9-, and finally it is reported to ..1. All the parties should sign the form. $he site in charge should inform about the in%ury6accident *hospital details, to the family members of the worker, Qand also to the police *if necessary, in case the in%ury is a result of intentional occurrence by co workerR. It also provides .edi claim *which will commence shortly, to all the employees of 9ead 'ffice and also to the workers in sites.

Co((5n%& t%on Po'%&/

43

$he company encourages free flow of communication and harmonious relationship among all employees. #.D P5"!ose $o facilitate in speedy communication and aid in faster decision making +.D S&o!e 7xecutives and above 0.D Fe t5"es F.3 !losed 0ser Droup *!0D, connections under the !ompany 'wned !ompany Paid *!'!P, scheme shall be provided to all eligible employees *whether confirmed or on probation, and the company shall bear the amount incurred as per the respective limits *!AP, or actual bill amount whichever is lesser. Any amount above the respective limits *!AP, will be deducted from the salary of the employee concerned unless accompanied with an approval from the -eporting .anager or e+uivalent under intimation to Eice President in the case of .ember ervices and with an approval accorded by the respective 9ead of 1epartment in the case of other departments.

F.= $he respective limits *!AP, are described in tables 3

=" 1es >3 / >4 >H / >35 >33 and Above A(o5nt I456/ 35556/ Actual )ill amount minus the personal calls

3.D P"o&ess ;.3 A, %'%n2 ne- CU= &onne&t%on ;.3.3 Any re+uest for a !0D connection should be made in the !0D re+uisition form and accompanied by an approval from the reporting authority in the capacity

44

of not less than a .anager of the respective department. uch re+uests have to be forwarded to the Admin department at the respective -'69'. ;.3.= 'n receipt of the above re+uest, the Admin department will arrange for the !0D connections.

;.= S5""en1e"%n2 e7%st%n2 CU= &onne&t%on ;.=.3 0sers should raise a re+uest by submitting the !0D urrender "orm accompanied by an approval from the immediate reporting authority stating reason for surrender *$ransfer6 7xit or any other reason,. uch re+uests have to be forwarded to the Admin department at the respective -'69'.

;.=.= In case of transfer, the process detailed as per clause ;.3.3 and clause ;.=.3 shall be followed.

4.D E7&e!t%ons 4.3Any exceptions to the policy will have to be approved by the 9ead of the particular department. All trunk and international telephone calls should be received through the receptionist. It is important that the receptionist is notified of all calls so that they are charged appropriately. If any employee gets any incoming call from outside to the office number it is extended to the respective employee by the receptionist. Any employee shouldnKt misuse the company calls for private purpose. Intra communication through phone call, intranet *by personal or office mail id, is also possible in M1IP>K.

Le 1e"sh%! Po'%&/
45

Int"o15&t%on According to M1IP>K leadership is the ability to influence the behavior of others. It is the process of encouraging and helping others to work towards ob%ectives of the company. $he company encourages employees who possess leadership abilities, initiation, innovation, talent and skill to act as leader and to guide his followers.

S&o!e$ It covers all the employees of M1IP>K.

O6>e&t%,es$ It aims to achieve development in employees. It encourages participation among employees. It improves commitment among employees to reach goals of the !ompany. It develops initiation, innovation, talent and skills among employees. Le 1e"sh%! &'%( te %n the o"2 n%: t%on$ $he company adopts a participative style of leadership to encourage its employees. $he climate in the !ompany can be understood from the following diagram.

46

B5%'1%n2 'e 1e"sh%! en,%"on(ent$ M1IP>K builds a friendly leadership environment which encourages employees to develop their leadership capabilities .It develops a climate which builds cooperation among employees. It influences the employees to act as leaders. Sh !%n2 Inte"n ' S/ste(& M1IP>K shapes the policies and the procedures in such a way that it supports the employees to take initiation as leaders.

En2 2%n2 E(!'o/ees s Cont"%65to"s$ $he company treats the employees as the assets and thus adopts a participative style of leadership. $hey treat employees as contributors of !ompanyKs success and thus encourage dynamic leaders

="%e, n&e Re1"ess ' Po'%&/

Int"o15&t%on$ A Drievance may be a feeling of in%ustice, complaint or any dissatisfaction affecting an employee. It may be real or imaginary but it should be brought to light, discussed and the matter should be resolved to the satisfaction of all concerned. "ailure to do so will result in a conflict and eventually ends in a more serious problem. M1IP>K has formulated a grievance procedure with its main ob%ective as speedy resolution of grievances. S&o!e$ It covers all the low level employees of M1IP>K.

O6>e&t%,es$
47

 $his grievance procedure resolves all the work related grievances within M1IP>K as soon as possible. $his procedure is not used for appeals against disciplinary action. $he employees may lodge grievances without any fear of victimi#ation. $he grievance should be resolved at the lowest possible level within M1IP>K. All statements and decisions of the grievance and its redressal are recorded. P"o&e15"e$ $he grievance redressal procedure in M1IP>K is as follows& Ste! #8 He 1 o. the De! "t(ent In the step 3 the employee must discuss his grievance with the concerned 9ead of the 1epartment. $he concerned 9'1 should record the grievances of the employee and his solutions in the grievance redressal form and it should be signed by both the parties. )ut the entire process should take place within the stipulated time period. If the employee is not satisfied with the outcome, he may proceed to tep =.

Ste! +8 HR M n 2e" In this step the 9'1 forwards the same form to the 9- manager. $he 9.anager should talk with the employee and should try to solve the problem. 9e should record the grievances of the employee and the solutions in another grievance redressal form and this entire process should take place within the stipulated time period, it should be signed by both employee and 9-. If the employee is not satisfied with the outcome, he may proceed to tep F.

48

Ste! 08 M.D $his is the final step in grievance redressal in which the issue is referred to the ..1 by handing him the same grievance forms *which are given by 9'1 and 9-, with any other further relevant written information. $he ..1 should try to solve the problem and he should record the grievances of the employee and the solutions in another grievance redressal form and this entire process should take place within the stipulated time period, it should be signed by both employee and ..1. $he grievance should be redressed by .1 within stipulated time period. Note$ $he management should be fair in solving the grievance and it should be resolved at the lowest possible level.

Le ,e Po'%&/
P5"!ose 7nable 7mployees to re/energi#e themselves and also to attend to their personal needs. S&o!e Applicable to all the employees on regular rolls *Permanent, !ontract, $rainees, of 1IP>. Ro'es ; Res!ons%6%'%t%es$ 9'1& Approve the re+uest for leave of 7mployees in leave application format against the 7mployeeKs leave balance. 7mployees& ubmit a duly filled >eave Application "orm to his6her 9'1 to apply for leave with advance notice. 9-&
49

 Publish the leave balance on +uarterly basis across 1IP>. 7nsure Process !ompliance with regard to leave policy and attendance policy. "urnish relevant information to "inance -epresentative with regard to Privilege leave balance at the time of separation of 7mployees. "urnish information with regard to unauthori#ed absence to 9- 9elp desk before payroll cutoff date every month. .anage and analy#e the data as captured from attendance tracker. Issue memos under attendance policy. 7nsure the process compliance with regard to attendance policy. $ypes 'f leaves& 7mployees are eligible for the following types of leave 7arned leave / 7> !asual >eave / !> ick >eave / >

TYPE OF LEAVE

TILL +D#D BI> 3= days Bil

JUNE

UPTO DEC +D#D

).E.F +D## J n5 "/

7arned >eave *7>, !asual >eave *!>, ick >eave

@ days 3= days 5F days

3< day 3= days 5H days

R5'es .o" , %'%n2 'e ,es$8 >eaves will be calculated from 53 Canuary to F3 1ecember every year. An employee who has %oined newly cannot avail leave until he completes one month of his tenure in 1IP>. In such case, it will treated as a >'P. All leaves will be granted through leave application only, when signed by self, -.69'1, 9- and ..1. In case of 7mergency and ick leaves, the employee will intimate the
50

concerned 9'16-.69- about his absence. he6he will fill the >eave Application after he re%oins the duty. In case > balance is not sufficient, then it will treat against !>67> as the case may be. All leave application should reach the 9- =; hours before the scheduled leave date. A !> of more than F days will be converted into 7> automatically. An 7mployee availing > for three days and more will produce a doctor certificate of the illness. If any !> is available, it will be carry forwarded and converted to > and it has to be utili#ed in that year or else it will be lapsed for that year. > will be carry forwarded and a maximum of F5 days > will be accumulated. )y the end of every year, 9- will forward mail6circular mentioning the available balance of the leave. Any employee who wants leave should inform6apply before a week, in such case of continuous leave unday is not treated as leave. If any employee is absent without prior permission6 intimation then unday is also treated as leave in case of continuous leave.

En& sh(ent o. Le ,e$ 'nly 7> will be encashed. 'nly 7> will be carry forwarded to the next year adding to the total 7> of the preceding year. A maximum of @5 days of 7> will be accumulated. Bo !>6 > will be encashed. An 7mployee, who wishes to encash 7>, should have at/least F5 days leave balance to his credit. 7ncashment will be done every two years for F5 days

Le ,e En& sh(ent Fo"(

1ate& SSSSS.........

Bame of the 7mployee& SSSSSSSSSSSSSSSSSSS.. 1epartment& SSSSSSSSSSSSSSSSSSSSSSSSSS

51

ite69ead 'ffice& SSSSSSSSSSSSSSSSSSSSSSS. !urrent >eave )alance& SSSSSSSSSSSSSSSSSSS.. Bo of leaves to 7ncash& SSSSSSSSSSSSSSSSSSS. Bo of years of experience in 1IP>& SSSSSSSSSSSSS..

ignature of 7mployee

ignature of 9'1

ignature of 9- .anager

ignature of ..1

Le ,e Fo" S%te9P"o>e&t O..%&e$ All site employees on 1IP> rolls will be entitled to avail F5 days of leave annually. An employee completing one month from the date of %oining will become eligible to avail leaves. 1uring the initial one month, he is not allowed to proceed on leave or off duty. Any such case will be treated as >'P *>oss of Pay,. 0nder extreme circumstance, depending from case to case basis, with permission from Pro%ect .anager6In charge, he will be allowed to take leave not exceeding = days continuously. All 1IP> 7mployees at sites are eligible to avail 3< days 7arned >eaves and 3= days !asual leaves. . 1epending on the 1ate of Coining the 7ligible leave will be on Pro/rata basis. A !asual leave cannot be combined with earned leaves. All undays6closed holidays falling in between a planned leave will be considered as a leave. An employee can encash leave up to F5 days, every two years. $he amount of encashment of leave will be paid on one month gross salary through
52

che+ue or deposited in bank. !asual leaves will not be carry forwarded to next year. Any !asual >eave balance in the calendar year will lapse and will not be encashed. In case of 7mergency, the employee will intimate the concerned 9'16-.69- about his absence. 9e6 he will fill the >eave Application after he re%oins the duty. uch leaves will be treated as !asual >eaves. If there is no casual leave balance, then it is treated as 7arned leaves. All 7arned leave balance will be carry forwarded and can be accumulated up to @5 days. $he encashment form is available with 9- department, and eligible employees will fill in the form and submit it to the concerned 9-. All employees must apply leave in the prescribed leave application format and get it signed and approved by the concerned -eporting .anager 6 9ead of 1epartment =; hours in advance. A !> of more than F days will be converted into 7> automatically.

Le ,e A!!'%& t%on P"o&e15"e$ Procedure for >eave Application Processing& >eave will be taken on day basis. Intervening 9olidays or weekly/offs during the leave period shall be treated as leaves for calculation of leaves availed *except in case of maternity leave in which case, calendar days will be considered,. >eave can be availed only with the prior approval of the 9'1 accorded on the >eave Application "orm. Post approval, 9'1 will submit the same to 9- -epresentative. In case of emergency where the 7mployees are unable to obtain prior permission, information should reach the 9'1 within =; hours of absence. $he 7mployees should apply for leave *through leave application form, within = days of resuming duty. 7lse it will be treated as >'P *>oss of Pay,. Loss o. P /$ >oss of Pay is defined as days when& An 7mployee takes leave without prior approval of 9'1 even when 7mployeeKs current leave balance supports the number of
53

days of leave taken. In this case total number of days of leave taken is treated as loss of pay. An 7mployees takes leaves after prior approval of 9'1 but 7mployeeKs current leave balance does not support the number of days of leave availed. In this case number of days of leave taken above the current leave balance of 7mployees is treated as loss of pay. 7mployees cannot take more than I days of >oss of pay. >oss of pay has negative impact on all components of gross salary. Intervening holidays and weekly offs between two >'P dates shall be considered as >'P. "ormula of calculation of loss of pay& Dross pay *i.e. )asic T 9-AT p Allowance T $ransport AllowanceT .edical, 6 F5 U Bo of unapproved leaves '- >eave applied for in excess to leaves accrued.

>eave 7ncashment& 7mployees w h o h a v e r e s i g n e d s h a l l g e t t h e i r 7arned leave encashment along with the full : final settlement. 1isciplinary Action in case of absconding or no show causes& In case of unauthori#ed absence of 7mployees for a continuous period of F days, without p r i o r approval including an over stay of leave( disciplinary action shall be initiated against the 7mployees under the attendance policy. *-efer to attendance policy,.

Atten1 n&e Po'%&/

P5"!ose$ $o report for work punctually and work all scheduled hours.
54

S&o!e$ All employees on regular roles and full time consultants. P"o&ess$ "or employees at site offices& -.6 9'1s should notify 7mployees of their starting, ending, and break times. 7mployees are expected to be engaged in carrying out their duties during all scheduled work timings and should be ready to begin work at their scheduled starting time.

7mployees should notify in advance to their -.6 9'1 as soon as possible whenever they are unable to report for work, or if they will be late, or if they must leave early. $he notice should include a reason for the absence and an indication of when the 7mployees can be expected to report for work. If the 9'1 is unavailable, notification should be made to the 9- -epresentative . 7mployees traveling on duty need to send intimation through mail a day before to the 9'1 : 9- -epresentative to update the Attendance records. Fo" e(!'o/ees t He 1 O..%&e$ $he !ustody of attendance registers will be with the Admin69Personnel. 7mployees must sign in the Attendance -egister placed at reception desk on daily basis. 34 minutes grace period from start time is allowed. $hereafter register will be kept with the Admin .anager and 7mployees reporting late must sign and enter reasons for delay. All 7mployees other than enior .anager and above, going out of site6 office during working hours need to sign in the login register indicating login and logout time maintained at the reception desk.
55

 $hree late comings in a month are considered as one day leave.

Any employee while entering or leaving the office premises should use their access card.

L te )o"*%n2
P5"!ose$ Aeeping in view business exigencies, 7mployees may be re+uired to work late hours beyond stipulated work hours. S&o!e$ Applicable to >evel >3/ >F 7mployees only at 1IP>.

P"o&e15"e$

7mployees can stay beyond office hours voluntarily to complete their tasks or for learning etc where in snacks and tea is provided by the company. In case if an 7mployees work calls to stay beyond < pm on working days, he must seek 9'1 approval in the prescribed form with information to 9- -epresentative. 7mployees may claim late stay reimbursements to cover dinner : conveyance expenses from office to their residence. >ate hours working application need to be approved by respective 9'1 and 9- -epresentative. $he application after approval from 9- -epresentative will be forwarded to the "inance -epresentative for reimbursement. "inance -epresentative shall reimburse the amount in cash within = working days. It shall not be credited through salary.

56

)o"*%n2 D /s
P5"!ose$ $o define the concept of working days for all 7mployees, across 1IP>. S&o!e$ It is applicable to the employees on regular rolls 6 contract and temporary staff of 1IP>.

Ho'%1 /s$ 9olidays include 3= days as national holidays, which are communicated to the 7mployees at the beginning of the year through the 9- -epresentative. )o"*%n2 D /s$ H working days a week. A1(%n O..%&e$ Working days for 7mployees in Admin 'ffice are =; 6=4 days a month. "rom 35 A. to 5H P.. P"o>e&t S%tes$ Working days for 7mployees in Pro%ects6 ites are =; 6=4 days a month which is on shift basis. )ased on client re+uirements and nature of our )usiness, the 7mployees working at pro%ect sites will work on undays and their weekly offs will be as per the roster.

)o"*%n2 Ho5"s

57

P5"!ose$ $o define the working hours for all 7mployees. S&o!e$ It covers the employees on regular rolls6 contract and temporary and personnel provided by outsourcing agencies. A1(%n O..%&e$ $he general working hours of the !ompany are from 35 A... to H P... which includes half an hour break for lunch. Eice President and above levels have no stipulated working hours. Deneral .anager and below levels i.e., *>@ to >3, should work from 35 A. to H P. depending upon urgency of work. P"o>e&t S%te$ 7ach shift spreads across @ hours a day *including the break time,.It may even exceed depending on the urgency of the work. 7mployees in the support group at pro%ect sites will adhere to the work hours applicable. )ased on the )usiness exigencies 7mployees may be re+uired to work beyond their assigned normal working hours. 7ngineerKs to supervisor level should work in =;6I shifts according to -eporting .anager.

E7%t P"o&ess
P5"!ose$ $o Anow the "eedback and improving the retention strategy. S&o!e$ It covers the employees who wish to 6 asked to separate. Ro'es ; Res!ons%6%'%t%es$ 9'1& 7mployees who wish to 6 asked to separate

58

9-& Ealidate the clearance form and forward to "inance -epresentative "inance -epresentative& 9and over the final settlement che+ue within 3 working day from the date of receipt of the validated form from 9-epresentative. >egal -epresentative& Address any legal cases arising out of breach of terms of employment. Re sons .o" se! " t%on$ eparation can happen through following manner& -esignation / An 7mployee leaves the services of the company on his6her own reason. $ermination G When the company at its own discretion terminates the services for any ma%or misconduct6continued poor performance. Absconding. RESI=NATION$ An 7mployees opting for separation, would submit resignation letter to their respective reporting -.6 9'1. $he reporting -.6 9'1 shall inform 9- -epresentative immediately. If the -eporting -.6 9'1 and 9- -epresentative do not succeed in influencing such 7mployees to reconsider his6her decision, -.6 9'1 should accept the resignation formally, indicate a relieving date, make a re+uest for waiver of the notice period *either complete or partial, if any and forward the resignation letter to 9- -epresentative within = working days of the completion of the discussion. -e+uest for the waiver of the notice period *either partial or complete, should be approved by the respective 9'1. In case the re+uest for waiver is accepted then the approvals shall be attached with the resignation copy prior to sending it to 9- -epresentative. If an 7mployee intends to get relieved even before serving the notice period, then salary would be recovered for the shortfall in the notice period. $he respective reporting -.6 9'1 is responsible for ensuring smooth transition between the 7mployees separating from the organi#ation and the
59

successor taking charge of separating employees %ob responsibilities. Aeeping the need of the company and the client, the respective functional head should ensure& $he new successor is sufficiently oriented *technically6functionally, to perform competently $he company should not suffer in any way during 6 after such transition. $he concerned employees should complete handing over all responsibilities, knowledge, documents, etc., on the last working day to the next team member identified by his6her -.6 9'1. $he functional head w o u l d not r e l e a s e a n y p r o % e c t b a s e d d o c u m e n t s t o s u c h 7mployees. Te"(%n t%on o. E(!'o/(ent$ As a learning organi#ation, the company gives the maximum opportunity for an 7mployee to prove his6her ability during the employment period in the organi#ation. $he termination of employment would be the last resort from the employer on following grounds& If an 7mployees cannot provehis6her role relevant technical6functional ability during the service period, If there is a deteriorating performance during any period of employment even after advice by the respective -.6 9'1. If any behavior6attitude of an 7mployees leads to breach of trust6confidence with the employer6 contractor. If the attitude of the 7mployees is absolutely contrary to companyKs basic culture. "or tampering of any official records. "or non/following of any policies, rules : regulations of the organi#ation. $ermination of employment is considered as an extreme step, if the instances of above points are repetitive in nature. Where such cases are proved, 7mployees would be terminated without any notice period. In such cases, management reserves the right to either compensate in lieu of termination or not to compensate in any manner. If company decides to compensate, the compensation amount shall not exceed his6her one month salary and paid a lump sum e+uivalent to his6her current one month salary, after deducting all dues receivable from such 7mployees. .anagement may even decide to downsi#e the 'rgani#ation reducing the number of people for loss of pro%ects, obsolescence of skills or technology wherein such persons cannot get re/deployed or retrained for new skill re+uirements or for improving organi#ations productivity for economic viability of the
60

organi#ation. P"o&e15"e$ In case of resignation, 9- -epresentative shall forward the resignation letter with the approvals wherever applicable to 9-epresentative. 9- -epresentative shall conduct the 7xit Interview and fill the 7xit Interview form and forward along with the -esignation letter. In case of termination, the formal termination letter is issued to the 7mployees and a copy is handed over to 9- -epresentative for processing with stop salary advice. In case of 7mployees absconding, the communication thread proving no show case is forwarded to 9- -epresentative with stop salary advice. If the 7mployees is on a service agreement the 7mployeeKs service agreement shall be sent to the legal department. 9- -epresentative shall advice for top salary to the Admin .anager6 "inance representative. All stop salary advices *"ormat annexed, shall be done on a day to day basis as the consolidation for payroll shall happen on the F5the o f every month. In case of resignations after payroll cutoff date shall be informed immediately. 9- -ep shall in the last week of the respective 7mployeeKs service with 1IP>& issue the clearance form to the 7mployees who has separated Issue a resignation acceptance copy within one working day from the date of receipt of the resignation letter. $he clearance certificate shall be signed by various departments& $he I$ Personnel will delete the 7mail account of such 7mployees, Admin .anager would collect back table draw keys or if the drawer keys are miss placed an amount of -s =55 shall be recovered from the 7mployeeKs final settlement.
61

 Admin .anager shall collect the I16access card, etc. $he "inance -epresentative would mention6collect the dues, if any. "inal ettlement& 7mployees shall obtain clearances and hand over the clearance form to 9-epresentative on the last working day for further processing. 9- -epresentative shall validate the same and forward to "inance -epresentative within = working days from the date of receipt of the completed form. ub%ect to obtaining no/due clearance from all functions, the "ull and "inal ettlement will be made within 3 working day following the last working day. "inance -epresentative hand over the che+ue to 9- -epresentative who will hand over to the 7mployees.

Re&o,e"/ o. the Not%&e Pe"%o1$ "or recovery of shortfall in the Botice Period, firstly the leave at credit : the salary payable for the days worked in the relevant month would be deducted from the due notice period and then for the short fall period, a proportionate recovery will be made comprising of gross salary components. "or the purpose of calculation of rate per day, thirty days per month will be taken as standard. $ax will be deducted as per the provisions of the Income/$ax law. !ommencement of Botice Period& / $he notice period will commence from the day of resignation is officially tendered before 3= noon on a working day. -esignation tendered after 3= noon will be taken as tendered on the following day for all accounting purposes. In the event of any dues from the 7mployees the finance department will forward a copy of the "ull : "inal settlement to 9- for filing the same in the service file and process the claims if any.

62

CHAPTER 8 0
63

METHODOLO=Y

T%t'e o. the St51/ ?A study on HR POLICIES with special reference to 1eepika Infratech Private >imitedO. Nee1 .o" the st51/ $he need for study on policies is to identify the defects in the policies followed by the company. S&o!e o. the st51/ It covers all the employees of 1eepika Infratech Private >imited. O6>e&t%,es o. the st51/ 3. =. F. ;. $o guide employees to perform their %obs. $o maintain discipline in the company. $o know the ethics of the company. $o solve the problems of the organi#ation.
64

H/!othes%s $he current policies followed in 1eepika Infratech Pvt >td are effective. Po!5' t%on ; S (!'e "or the purpose of the study, =4 employees were taken as sample from the population of F4 employees. S (!'%n2 Te&hn%<5e $he sampling techni+ue used for this study is purposive sampling techni+ue.

D t Co''e&t%on So5"&es P"%( "/ 1 t $ $he feedback about the policies was collected in the form of +uestionnaire, which was distributed, to sample of =4 employees. Se&on1 "/ 1 t $ $he secondary data was collected from the companyKs website and %ournals and also from the websites of construction Industry. P"esent t%on o. the st51/ !hapter/3& $heoretical frame work !hapter/=& 'verview of the company !hapter/F& .ethodology !hapter/;& 1ata Analysis and Interpretation !hapter/4& "indings and suggestions )ibliography Annexure

L%(%t t%ons$
65

While conducting survey following limitations are faced& .any employees are unaware of the companyKs policies. "ew people though aware not following the policies. >ack of proper implementations.

CHAPTER 8 3

D t An '/s%s n1 %nte"!"et t%on

66

#. A"e /o5 s t%s.%e1 -%th the !o'%&%es o. the &o(! n/E

St"on2'/ 2"ee No. o. Res!on1ents Tot ' E(!'o/ees Pe"&ent 2e 3 +4 #B

A2"ee #B +4 B3

Ne5t" ' # +4 3

D%s 2"ee 3 +4 #B

St"on2'/ D%s 2"ee D +4 D

67

Inte"!"et t%on "rom the above table 3H percent are strongly agree, H; percent are agree, ; percent are neutral and 3H percent are disagree for the +uestion asked.

+. Do /o5 .ee' th t /o5 "e &o(!'ete'/ - "e 6o5t '' the !o'%&%es o. the &o(! n/E

St"on2'/ 2"ee No. o. Res!on1ents Tot ' E(!'o/ees Pe"&ent 2e # +4 3

A2"ee #4 +4 BD

Ne5t" ' C +4 +F

D%s 2"ee + +4 F

St"on2'/ D%s 2"ee D +4 D

68

Inte"!"et t%on "rom the above table ; percent are strongly agree, H5 percent are agree, =< percent are neutral and < percent are disagree for the +uestion asked.

0. Do /o5 .ee' th t the !o'%&%es ." (e1 -%'' he'! /o5 to "e &h the 2o ' &o(.o"t 6'eE

St"on2'/ 2"ee No. o. Res!on1ents Tot ' E(!'o/ees Pe"&ent 2e + +4 F

A2"ee B +4 +3

Ne5t" ' #B +4 B3

D%s 2"ee # +4 3

St"on2'/ D%s 2"ee D +4 D

69

Inte"!"et t%on "rom the above table < percent are strongly agree, =; percent are agree, H ; percent are neutral and ; percent are disagree for the +uestion asked.

3. Do /o5 .ee' th t the !o'%&%es he'! /o5 %n !e"sonne' 1e,e'o!(entE

70

St"on2'/ 2"ee No. o. Res!on1ents Tot ' E(!'o/ees Pe"&ent 2e # +4 3

A2"ee #4 +4 BD

Ne5t" ' F +4 0+

D%s 2"ee # +4 3

St"on2'/ D%s 2"ee D +4 D

Inte"!"et t%on "rom the above table ; percent are strongly agree, H5 percent are agree, F= percent are neutral and ; percent are disagree for the +uestion asked.

4. Do /o5 .ee' th t the 1%s&%!'%n "/ !o'%&/ o. the &o(! n/ %s ens5"%n2 1%s&%!'%ne %n the &o(! n/E

St"on2'/ 2"ee

A2"ee

Ne5t" '

D%s 2"ee

St"on2'/ D%s 2"ee

71

No. o. Res!on1ents Tot ' E(!'o/ees Pe"&ent 2e

# +4 3

#3 +4 4B

#D +4 3D

D +4 D

D +4 D

Inte"!"et t%on "rom the above table ; percent are strongly agree, 4H percent are agree, ;5 percent are neutral for the +uestion asked.

B. Do /o5 .ee' th t the ( n 2e(ent %s -o"th/ eno52h %n &o((5n%& t%n2 /o5 6o5t the !o'%&%es ." (e1E

72

St"on2'/ 2"ee No. o. Res!on1ents Tot ' E(!'o/ees Pe"&ent 2e + +4 F

A2"ee #C +4 BF

Ne5t" ' B +4 +3

D%s 2"ee D +4 D

St"on2'/ D%s 2"ee D +4 D

Inte"!"et t%on "rom the above table < percent are strongly agree, H< percent are agree, = ; percent are neutral for the +uestion asked.
73

C. Do /o5 th%n* th t &o(! n/ !' /s s5&&essE

*e/ "o'e %n &ont"%65t%n2 to- "1s /o5" 2"o-th n1

St"on2'/ 2"ee No. o. Res!on1ents Tot ' E(!'o/ees Pe"&ent 2e D +4 D

A2"ee ## +4 33

Ne5t" ' F +4 0+

D%s 2"ee B +4 +3

St"on2'/ D%s 2"ee D +4 D

Inte"!"et t%on "rom the above table ;; percent are agree, F= percent are neutral and =; percent are disagree for the +uestion asked.

74

F. A"e /o5 s t%s.%e1 -%th the 'e ,e !o'%&/ o. the &o(! n/E

St"on2'/ 2"ee No. o. Res!on1ents Tot ' E(!'o/ees Pe"&ent 2e # +4 3

A2"ee #+ +4 3F

Ne5t" ' 3 +4 #B

D%s 2"ee F +4 0+

St"on2'/ D%s 2"ee D +4 D

Inte"!"et t%on "rom the above table ; percent are strongly agree, ;< percent are agree, 3H percent are neutral and F= percent are disagree for the +uestion asked.

75

St"on2'/ 2"ee No. o. Res!on1ents Tot ' E(!'o/ees Pe"&ent 2e + +4 F

A2"ee #F +4 C+

Ne5t" ' 4 +4 +D

D%s 2"ee D +4 D

St"on2'/ D%s 2"ee D +4 D

A. A"e /o5 s t%s.%e1 -%th the e7%t !o'%&/ n1 !"o&ess o. the &o(! n/E

76

Inte"!"et t%on "rom the above table < percent are strongly agree, I= percent are agree, =5 percent are neutral for the +uestion asked.

St"on2'/ 2"ee No. o. Res!on1ents Tot ' E(!'o/ees Pe"&ent 2e # +4 3

A2"ee ## +4 33

Ne5t" ' A +4 0B

D%s 2"ee 3 +4 #B

St"on2'/ D%s 2"ee D +4 D

#D. Do /o5 .ee' th t the !o'%&%es ." (e1 "e he'!%n2 /o5 to "eso',e n/ 2"%e, n&es "%se1E

Inte"!"et t%on "rom the above table ; percent are strongly agree, ;;

77

percent are agree, FH percent are neutral and 3H percent are disagree for the +uestion asked.

##. Do /o5 .ee' th t the !o'%&%es ." (e1 "e 6'e to ( %nt %n the -o"* en,%"on(ent o. the
St"on2'/ 2"ee No. o. Res!on1ents Tot ' E(!'o/ees Pe"&ent 2e # +4 3 A2"ee #C +4 BF Ne5t" ' C +4 +F D%s 2"ee D +4 D St"on2'/ D%s 2"ee D +4 D

&o(! n/E

78

Inte"!"et t%on "rom the above table ; percent are strongly agree, H< percent are agree, =< percent are neutral for the +uestion asked.

St"on2'/ 2"ee No. o. Res!on1ents Tot ' E(!'o/ees Pe"&ent 2e 0 +4 #+

A2"ee #B +4 B3

Ne5t" ' 0 +4 #+

D%s 2"ee 0 +4 #+

St"on2'/ D%s 2"ee D +4 D

#+. Do /o5 .ee' &o(.o"t 6'e -%th the Pe".o"( n&e A!!" %s ' !o'%&/ ." (e1E

79

Inte"!"et t%on "rom the above table 3= percent are strongly agree, H; percent are agree, 3= percent are neutral and 3= percent are disagree for the +uestion asked.

80

#0. A"e /o5 s t%s.%e1 -%th the Re- "1, A- "1 n1 P"o(ot%on !o'%&/ o. the &o(! n/E

St"on2'/ 2"ee No. o. Res!on1ents Tot ' E(!'o/ees Pe"&ent 2e + +4 F

A2"ee F +4 0+

Ne5t" ' 0 +4 #+

D%s 2"ee F +4 0+

St"on2'/ D%s 2"ee 3 +4 #B

Inte"!"et t%on "rom the above table < percent are strongly agree, F= percent are agree, 3= percent are neutral, F= percent are disagree and 3H percent are strongly disagree for the +uestion asked.

81

#3. A"e /o5 s t%s.%e1 -%th the - 2e !o'%&/ o. the &o(! n/E

St"on2'/ 2"ee No. o. Res!on1ents Tot ' E(!'o/ees Pe"&ent 2e + +4 F

A2"ee F +4 0+

Ne5t" ' 0 +4 #+

D%s 2"ee C +4 +F

St"on2'/ D%s 2"ee 4 +4 +D

Inte"!"et t%on

82

"rom the above table < percent are strongly agree, F= percent are agree, 3= percent are neutral, =< percent are disagree and =5 percent are strongly disagree for the +uestion asked.

St"on2'/ 2"ee No. o. Res!on1ents Tot ' E(!'o/ees Pe"&ent 2e 0 +4 #+

A2"ee ## +4 33

Ne5t" ' 4 +4 +D

D%s 2"ee 4 +4 +D

St"on2'/ D%s 2"ee # +4 3

#4. A"e /o5 s t%s.%e1 -%th the -o"*%n2 ho5"Gs !o'%&/ o. the &o(! n/E

83

Inte"!"et t%on "rom the above table 3= percent are strongly agree, ;; percent are agree, =5 percent are neutral, =5 percent are disagree and ; percent are strongly for the
St"on2'/ 2"ee No. o. Res!on1ents Tot ' E(!'o/ees Pe"&ent 2e 3 +4 #B A2"ee #3 +4 4B Ne5t" ' 0 +4 #+ D%s 2"ee 3 +4 #B St"on2'/ D%s 2"ee D +4 D

+uestion asked.

#B. A"e /o5 s t%s.%e1 -%th the T" %n%n2 ; De,e'o!(ent !o'%&/ o. the &o(! n/E

84

Inte"!"et t%on "rom the above table 3H percent are strongly agree, 4H percent are agree, 3= percent are neutral and 3H percent are disagree for the +uestion asked.

#C. A"e /o5 s t%s.%e1 -%th the Re&"5%t(ent ; Se'e&t%on !o'%&/ o. the &o(! n/E
85

St"on2'/ 2"ee No. o. Res!on1ents Tot ' E(!'o/ees Pe"&ent 2e # +4 3

A2"ee #A +4 CB

Ne5t" ' + +4 F

D%s 2"ee 0 +4 #+

St"on2'/ D%s 2"ee D +4 D

Inte"!"et t%on "rom the above table ; percent are strongly agree, IH percent are agree, < percent are neutral and 3= percent are disagree for the +uestion asked.

86

#F. A"e /o5 s t%s.%e1 -%th the &o((5n%& t%on !o'%&/ o. the &o(! n/E

St"on2'/ 2"ee No. o. Res!on1ents Tot ' E(!'o/ees Pe"&ent 2e # +4 3

A2"ee F +4 0+

Ne5t" ' #+ +4 3F

D%s 2"ee 3 +4 #B

St"on2'/ D%s 2"ee D +4 D

Inte"!"et t%on "rom the above table ; percent are strongly agree, F= percent are agree, ;< percent are neutral and 3H percent are disagree for the +uestion asked.

87

St"on2'/ 2"ee No. o. Res!on1ents Tot ' E(!'o/ees Pe"&ent 2e D +4 D

A2"ee F +4 0+

Ne5t" ' A +4 0B

D%s 2"ee F +4 0+

St"on2'/ D%s 2"ee D +4 D

#A. A"e /o5 - "e 6o5t the t/!e o. !!" %s ' 6e%n2 &on15&te1E

88

Inte"!"et t%on "rom the above table F= percent are agree, FH percent are neutral and F= percent are disagree for the +uestion asked.

St"on2'/ 2"ee No. o. Res!on1ents Tot ' E(!'o/ees Pe"&ent 2e 3 +4 #B

A2"ee #F +4 C+

Ne5t" ' 0 +4 #+

D%s 2"ee D +4 D

St"on2'/ D%s 2"ee D +4 D

+D. A"e /o5 s t%s.%e1 -%th the >o%n%n2 !o'%&/ o. the &o(! n/E

89

Inte"!"et t%on "rom the above table 3H percent are strongly agree, I= percent are agree and 3= percent are neutral for the +uestion asked.

!hapter/4

90

"indings and suggestions

F%n1%n2s$ !ompany is using effective policy system. Policies are essential for every company to perform %ob well. Awareness on policies should be conducted among all employees on policies. Present policies in the company are effective.

91

S522est%ons$ ome changes can be made in policies. uccessful implementation of policies in the company had taken place.

Awareness on policies is to be done.

)ibliography

As- t !! .*, 9uman -esource and Personnel .anagement $ata .cDraw 9ill, Bew 1elhi *=553, F'%!!o, E1-%n.B *=55=, Personnel .anagement Capan .cDraw 9ill )ook !ompany Ro66%ns, M9uman -esource .anagementK Bew Nork, Cohn Wiley *3@@;,
92

)e6s%tes$ ---.2oo2'e.&o( ---.-%*%!e1% .&o( ---.&%teh".&o(

Anne75"e

3. Are you satisfied with the policies of the companyV a. trongly agree b. Agree c. Beutral d. 1isagree e. trongly disagree

=. 1o you feel that you are completely aware about all the policies of the companyV a. trongly agree b. Agree c. Beutral d. 1isagree e. trongly disagree

F. 1o you feel that the policies framed help you to reach the goal comfortableV
93

a.

trongly agree b. Agree c. Beutral d. 1isagree e. trongly disagree

;. 1o you feel that the policies help you in personnel developmentV a. trongly agree b. Agree c. Beutral d. 1isagree e. trongly disagree

4. 1o you feel that the disciplinary policy of the company is ensuring discipline in the companyV a. trongly agree b. Agree c. Beutral d. 1isagree e. trongly disagree

H. 1o you feel that the management is worthy enough in communicating you about the policies framedV a. trongly agree b. Agree c. Beutral d. 1isagree e. trongly disagree

I. 1o you think that the company plays a key role in contributing towards your growth and successV a. trongly agree b. Agree c. Beutral d. 1isagree e. trongly disagree

<. Are you satisfied with the leave policy of the companyV a. trongly agree b. Agree c. Beutral d. 1isagree e. trongly disagree

@. Are you satisfied with the exit policy and process of the companyV a. trongly agree b. Agree c. Beutral d. 1isagree e. trongly disagree

35. 1o you feel that the policies framed are helping you to resolve any grievances roseV a. trongly agree b. Agree c. Beutral d. 1isagree e. trongly disagree

94

33. 1o you feel that the policies framed are able to maintain the work environment of the companyV a. trongly agree b. Agree c. Beutral d. 1isagree e. trongly disagree

3=. 1o you feel comfortable with the Performance Appraisal policy framedV a. trongly agree b. Agree c. Beutral d. 1isagree e. trongly disagree

3F. Are you satisfied with reward, award and promotion policy of the companyV a. trongly agree b. Agree c. Beutral d. 1isagree e. trongly disagree

3;. Are you satisfied with the wage policy of the companyV a. trongly agree b. Agree c. Beutral d. 1isagree e. trongly disagree

34. Are you satisfied with the working hourKs policy of the companyV a. trongly agree b. Agree c. Beutral d. 1isagree e. trongly disagree

3H. Are you satisfied with the training and development policy of the companyV a. trongly agree b. Agree c. Beutral d. 1isagree e. trongly disagree

3I.Are you satisfied with the recruitment and selection policy of the companyV a. trongly agree b. Agree c. Beutral d. 1isagree e. trongly disagree

3<.Are you satisfied with the communication policy of the companyV a. trongly agree b. Agree c. Beutral d. 1isagree e. trongly disagree

3@.Are you aware about the type of appraisal being conductedV

95

a.

trongly agree b. Agree c. Beutral d. 1isagree e. trongly disagree

=5.Are you satisfied with the %oining policy of the companyV a. trongly agree b. Agree c. Beutral d. 1isagree e. trongly disagree

96