CERTIFICATE

This is to certify that the training entitled STANDARD OPERATING

PROCEDURES & HR POLICIES OF FBL is the bonafied work carried out
by BHARTI CHANDEL, student of M.B.A [2ND YEAR] ABHILASHI
INSTITUTE OF MANAGEMENT STUDIES, during the year 2014-16, in
partial fulfillment of the requirement for the award of the degree of MBA and
that the project has not formed the basis for award previously of any degree,
diploma, associateship, fellowship or any other similar titles that the project
work represent independent and original work on the part of the candidate under
my guidance.

Signature of the Candidate: -

Name &Sign of Guide:-

Date:Place:-

CHAPTER -1
INTRODUCTION OF COMPANY
About Fermenta Biotech Ltd (FBL) - History
1

Fermenta Biotech Ltd (FBL), incepted under the auspices of

DupharInterfran Ltd (now known as DIL Ltd.), is the brainchild of
late Mr. Vasant Kumar Datla.Established in 1986, FBL pioneered the
manufacture of Penicillin G Amidase enzyme in India; it emerged as
the leader in enzyme technologies for beta lactam (-lactam)
synthesis.
FBL now manufactures and supplies Vitamin D3 (the only
manufacturer and supplier in India and among the top few
manufacturers in the world) and constantly looks for value
addition. FBL manufactures cholecalciferol also known as Vitamin
D3 for further applications in global pharmaceutical, food, veterinary
and feed industries (premix); cholecalciferol solutions for use in
human food supplements; Vitamin D3 resin in oil and Vitamin D3 500
feed grade for use in animal feed supplements; and activated
dimethicone powder (Silicon Powder) for ant flatulent use.
From a pioneer of Penicillin G Amidase (PGA), FBL commercialized
new and improved Novel Penicillin G Acylase (NPGA) for the
synthesis of Amoxicillin, Cephalexin and developed platform for
other Cephalasporins (Cofactor, Cephadroxiletc). FBL also offers
superior Candida Antarctica lipase B or CAL B Lipase in both
immobilized and free enzyme for various applications ranging from
chiral cmistry to Biofuel (Green Chemistry). FBL offers proprietary
immobilization platform, DILBEADS for immobilized enzyme
development.
FBL provides customized environmental biotech solutions through
consultancy, supply of suitable biotech products and services in three
segments sewage treatment plant (STP), lake and pond
bioremediation and oil remediation.
2

Today FBL has become a multifaceted organization with a high

degree of focus on research, development and product delivery in the
field of biotechnology, pharmaceutical and environmental solutions.

Fermenta biotech Ltd. Vitamin d3 & Enzymes Manufacturing

facility at Kullu Himachal Pradesh:Fermenta biotech ltd set up the Biotech plant in 1987 at Kullu,
foothills of Himalayas, to manufacturing penicillin G Amides and
Penicillin g acylase enzyme and emerged as the leader in enzyme
technologies for betalactemin India.
FBL set up bulk Drug division in 2004 to manufacture various active
Pharmaceutical Ingredients like Phenyramidol HCL and Silicon
Powder
The manufacturing facility is located at Kullu near Bhunter Airport on
the Chandigarh Manali National Highway in near of Bias River

Fermenta biotech Ltd currently has dedicated plants to manufacturing

following:

Vitamin D3 Chorecalciferol (Pharma,food and feed grade)

Vitamin D3 in Edible oil
Vitamin D3 Resin
Chorecalciferol Concentrate (Powder form)
Vitamin D3 Resin in Edible oil
Vitamin D3 500 Feed Grade Powder

Awards and Recognition - Fermenta Biotech

Ltd
Helping our clients with an innovative and diverse culture is our goal
at Fermenta Biotech Ltd. We have received corporate awards that
shows for the innovations introduced by us and the various levels and
milestones achieved.
Fermenta Biotech Ltd won the Edge 2013 Award (Cloud Computing)
by InformationWeek Magazine.

(EDGE - Enterprises Driving Growth and Excellence

Mumbai, July 2013: Fermenta Biotech Limited (FBL), a subsidiary of
DIL Ltd on (day) announced that it has been recognized by Abbott in

India for the reliable supply of high quality APIs for the year 2012
-13.

Fermenta Biotech Ltd was awarded with a trophy in the category of

Strategic Business Partner which recognizes the companys deep
focus on communication, business continuity, quality and in-time
dispatches.

Fermenta Biotech Ltd has been awarded as "India's fast growing midsized business" by INC India on 23rd March 2013.

Fermenta Biotech Ltd has been shortlisted among three finalists in the
Star SME-Manufacturing (Medium-size companies) category, The
BT-YES Bank Best SME Awards.

ABOUT FERMENTAS FINANCIAL

ORGANIZATIONAL STRUCTURE OF FBL

10

FBL BUSINESS STRUCTURE

ChalecalciferalPeniclin
(vitamin d3)
Phenyramidal HCL
Dimethicone powder

Fermsept
amidose
Noval PGA
DilbeadsBioremediatory

Biotech division
Penicillin G Amidase
11

Services

Penicillin G Acylase
Cal B Lipase
Candida Antarctica
Lipase B
Beta lactam
Enzyme immobilization

12

PHARMA DIVISION
APIS FORMULATIONS
Cholecalciferol (vit. D3)
Vitamin D3
PhenyramidolHCLPhenyramidol HCL 400 mg tab.
Dimethicone powder

Environmental division

Waste water treatment

Lake Bioremediation
Solid waste management
Bio product for industrial ETP/CETP

13

RESEARCH AND DEVELOPMENT

Deliver philosophy, at the FBL R&D complex, FBL work on
providing integrated solutions, processes and products for biotech and
active pharmaceutical ingredients (API)

In FBL bio passed approach, they thrive on building newer, better

enzymes which work eco-efficiently on targeted chemical reaction.
FBL enzyme technologyplatform is aimed at helping companies
become environmentally responsible and sustained (Green Chemistry)

Biotech R&D has got wide experience in the areas of bacterial

fermentation, Enzyme expression immobilization platform and
process development in various enzymatic applications

At API R&D, combined with expertise on photochemistry,

chromatography and multi-step process development skills, the focus
is on value addition in existing product line and new products.

FBL Modern, fully equipped, DSIR approved research and

development facility is located in Than campus, complimented by
highly skilled and committed scientists.

CHAPTER-2
14

STANDARD OPERATING
PROCEDURES OF FBL
PROCEDURE FOR RECRUITMENT OF
PERSONNEL
Objective: to describe procedure for systematic recruitment and
induction of personnel at a level across the organization.
Procedure:
1. Operating manager of concerned department shall provide
the manpower requirement as per current version of format
number FBL/F/HR/022 to HR dept.
2. After collecting the form, manager HR shall assess the
requirement of manpower by concerned dept. head &
discuss with plant head & shall take the approval.
3. After approval from plant head , manager HR shall collect
applications matching candidates qualification with job
specification & job description through the internal data
bank/consultants/employment exchange/external
advertisement & forward to respecting operating manager
for short listing
4. After scrutinizing the received applications as per
requirement manager HR shall issue the interview letter to
scrutinized candidates or inform the candidate
telephonically.

15

5. Manager HR shall organize the interview as per schedule

date & time after discussion with manager of concerned
department.
6. HR officers/executive shall provide the application form
for employment to the candidates called for interview as
per current version of format number FBL/F/HR/023.
7. Application form for
the employment shall
be filled up by
candidate.

SOP FOR DEFINNING JOB RESPONSIBILITIES

Objective:
To describe the procedure for defining & preparation of job
responsibilities for each position & organizational organ grams at
FBL
PROCEDURE:
1. Job responsibilities for positions:

16

Manager HR shall initiate the process of defining the job

description for each position as per current version of format
FBL/F/HR/050 through respective department.
2. Job responsibilities for individual:
*Department head shall prepare the job responsibilities in line
with predefined job responsibilities for the applicable position.
*Compliance to job responsibilities shall be one of the criteria
for performance evaluation of each individual.
*In case of transfer of job holder to another area/ department/
location job responsibilities shall be redefined/reissued.

SOP FOR TRAINING OF PERSONNEL

Objective:
To describe a procedure for training management to ensure that each
person is appropriately trained and qualified to perform all tasks as
per his/her job responsibilities.
Procedures:
1. Types of training: the training system of FBL is categorized as
follows: induction training, on job training, external/off site
training

17

*Training topic shall be categorized as follows: regulatory,

activity based SOPs, developmental, safety training
2. Induction training: on joining the new employee shall undergo
induction training as under:
*Introduction to company, HR policies & company rules by HR.
*Regulatory training by operating manager
*Safety training by EHS

3. On job training: on job training shall be provided to individual

on shop floor based on the job role assigned.
4. External / off site training: it may be on the following areas but
not limited to regulatory, technical & developmental.
5. Identification of training needs:* manager of concerned
department shall identify the training needs on quarterly basis.
Training needs shall be identified on the basis of job roles of
individuals.
*Based on the recommendation provided by the department
head as per needs identified in the annual appraisal process of
employee, concerned employee may also be sent for external
training.
6. Identification of trainer: trainer can be a qualified and
experienced person having the knowledge for certain
courses/SOPs. Manager HR in consultation with operating
manager shall prepare a list of trainer on the basis of
qualification & experience as per current version of format no.
18

FBL/F/HR/046 list of authorized trainer shall be approved by

manager quality assurance.
7. Evaluation of training: shall be carried out by trainer using preapproved questionnaire in the objective test as per current
version of format no. FBL/F/HR/051 approved by department
head/ QA head
8. Retraining: retraining of the employee shall be done in
following cases:*the employee shall be retained on the subject if
the score is less than 70%. On retraining the employee shall be
reevaluated.
9. Training GAP analysis: operating manager shall check the
training needs identification record & individual training records
& find out the number of training which has not been given to
the trainee.
*In case any training is not imparted operating manager shall
provide the training in next quarter.
*In case any employee is not able to complete the training
identified within the calendar year, operating manager shall
review the impact on the activities carried out by the employee.
*In case of change in the job role or department, all training
topics for the new job role shall be assigned.

SOP for specimen signature

Objective:
To lay down the procedure for maintaining the record for specimen
signature in order to identify the individual through their signature to
whom responsibility and authority is awarded.
Procedure:
19

 In HR executive shall maintain the specimen signature card as

per current version of format number FBL/F/HR/049.
In case of new joinee, HR officer/ executive shall prepare
employees specimen signature card & shall take full & initial
specimen signature of new joinee.
In case of change in designation of any employee HR executive
shall prepare new specimen signature card and close the existing
card.
In case any employee resigns, HR executive shall close the
specimen signature card.
Specimen signature card shall be reviewed once in year for any
updation.

HR POLICIES OF FBL
FERMENTA BIOTECH LIMITED HR POLICIES AND ITS
IMPLEMENTATION
Human Resource Policies refers to principles and rules of conduct
which formulate, redefine, break into details and decide a number of
actions that govern the relationship with employees in the attainment
of the organization objectives.
HR Policies cover the following:
1. Policy of hiring people with due respect to factors like reservations,
sex, marital status, and the like.

20

2. Policy on terms and conditions of employment-compensation

policy and methods, hours of work, overtime, promotion, transfer,
lay-off and the like.
3. Policy with regard medical assistance-sickness benefits, ESI and
company medical benefits.
4. Policy regarding housing, transport, uniform and allowances.
5. Policy regarding training and development-need for, methods of,
and frequency of training and development.
6.Policy, regarding industrial relations, trade-union recognition,
collective bargaining, grievance procedure, participative management
and communication with workers.

FORMULATING POLICIES

There are five principal sources for determining the content and
meaning of policies:
1. Past practice in the organization.
2. Prevailing practice in rival companies.
3. Attitudes and philosophy of founders of the company as also its
directors and the top management.
21

4. Attitudes and philosophy of middle and lower management.

5. The knowledge and experience gained from handling countless
personnel problems on day to day basis.

BENEFITS OF HR POLICIES
Organizations should have personnel policies as they ensure the
following benefits:
a. The work involved in formulating policies requires that the
management give deep thought to the basic needs of both the
organization and the employees. The management must examine its
basic convictions as well as give full consideration to the prevailing
practices in other organizations.
b. Established policies ensure consistent treatment of all personnel
throughout the organization. Favoritism and discrimination are,
thereby, minimized.
c. Continuity of action is assured even though top management
personnel change. The CEO of a company may possess a very sound
personnel management philosophy. He/she may carry the policies of
the organization in his/her head, and he she may apply them in an
entirely fair manner. But what happens when he/she retires? The
tenure of office of nay manager is finite. But the organization
continues. Policies promote stability.
d. Policies serve as a standard of performance. Actual results can be
compared with the policy to determine how well the members of the
organization are living up to the professional intentions.

22

e. Sound policies help build employee motivation and loyalty. This is

especially true where the policies reflect established principles of fair
play and justice and where they help people grow within the
organization.
f. Sound policies help resolve intrapersonal, interpersonal and
intergroup conflicts.

PRINCIPLES OF HR POLICY

1. Principle of individual development to offer full and equal

opportunities to every employee to realize his/her full potential.
2. Principle of scientific selection to select the right person for the
right job.
3. Principle of free flow of communication to keep all channels of
communication open and encourage upward, downward, horizontal,
formal and informal communication.
4. Principle of participation to associate employee representatives at
every level of decision-making.
5. Principle of fair remuneration to pay fair and equitable wages
and salaries commiserating with jobs.
6. Principle of incentive to recognize and reward good performance.
7. Principle of dignity of labourto treat every job and every job
holder with dignity and respect.
8. Principle of labour management co-operation to promote cordial
industrial relations.
9. Principle of team spirit to promote co-operation and team spirit
among employees.
23

10. Principle of contribution to national prosperity to provide a

higher purpose of work to all employees and to contribute to national
prosperity.

POLICIES

Employeme
nt related
policies
Hiring process

Employment

Bs
expense

relation

Work
environme
nt

employee communication

Probationary period

work hours

redressal committee

dress code
PF

Employment of

attendance policy

Relative safety
& security
Retirement

exit policy

24

Employme
nt benefit

gratuity

Food and feed safety policy

Vision: to emerge as an organization committed to offering products
and services with the best quality backed by focused research and
development to attain a leadership position.

Policy: to ensure a high level of protection of health of consumers in

relation to food and feed, taking into account the safety, efficiency
and quality of our products.

They shall achieve this by:

Implementation of best practices in safety and health
management systems.
Compliance with the applicable safety & health legislation.
Providing and maintaining safe facilities, operations and
working conditions.
Preventing incidents & accidents in the company premises.

25

Leave policy
Objective: paid absence is extended to the employees to provide for
personal work, rest & recreation, sickness, emergencies.

Eligibility:
1. Permanent employees
Privilege leave: the employee in the manager & officer
cadre will be eligible for 28 days of privilege leave in a
year. The employees in the staff cadre will be eligible
for 22 days and below the staff cadre will be eligible or
18 days of privilege leave in a year.
Causal leave: the employee in every cadre will be
eligible for 7 days of causal leave in a year. Maximum
causal leave permissible at a time will be 3 days.
Sick leave: the employee in every cadre will be eligible
for 7 days of sick leave in a year.
Paternity leave: male employees shall be entitled for 5
days of paternity leave to support & enjoy the special
occasion with family.

2. Employee on probation
During the subsistence of probation period the paid
absence will be extended to employees only on acute
emergency. In such cases accumulated casual leave &
sick leave will be adjusted, subject to approval from
head of department.

3. Compensatory off: due to work exigencies the employees

working on public holiday for minimum 8 hours will be eligible for
taking a day off subject to the approval head of department.

26

Environmental Policy
FBL is committed to contribute to the protection of the environment,
by:

Improving the Environmental Management System to enhance

the overall environmental performance
Complying with relevant environmental legislation and
regulations
Conserving natural resources like water, fuel and energy
Preventing incidents with adverse impact on the environment
within company premises
Promoting greening of the environment in and around the
complex
Enhancing the awareness of our employees and others to accept
individual responsibility for the protection of our environment

Safety & Health Policy

FBL envisions becoming a world-class, multifaceted organization by
conducting its business processes and operations with commitment to
comply with the highest standards of safety, health and environment.
FBL is committed to promote safety and health of employees and
others associated with its operations, by:

Implementing best practices in safety and health management

systems
Complying with the applicable safety & health legislation
Providing and maintaining safe facilities, operations and
working conditions
Identifying safety & health hazards/risks by risk assessment and
implementation of necessary control measures
Preventing incidents and accidents in the company premises
Enhancing the awareness, skill and competence of our
employees and others to accept individual responsibility for health
and safety at work
27

Domestic travel policy

Objective: to establish clear guidelines for domestic business
trips & ensure uniformity, smooth operations without
compromising.
Scope: this policy will be applicable to all cadre employees,
business associates, guests whose expenses are borne by the
company.
All business trips should be made in most economic mode.
In case we have delegates guest for business trips;
traveling with all details should be recommended by HOD
& approved by director / E.D. / M. D.
All travel requisition form should be approved by HOD
before forwarding to travel desk for ticket arrangement.
Any subsequent changes in the itinerary also need to be
approved by the HOD.
The travel expenses settlement sheet should be attached
with all relevant vouchers, receipts, travel ticket &
boarding passes.
The employee should submit the tour report to the HOD
within 5 days after the travel is completed.

SAFETY ORIENTATION
28

Basic safety orientation

First aid facility in plant
At least one first aid box in each department.
All first aid boxes are inspected once in a month.
There are 12 first aid boxes maintained in plant area.

Testing of on- site emergency plan

Types of mock drill
Planned mock drill
Surprised mock - drill
Frequency of mock drill: statutory requirement, once in 3 months

Fire extinguisher facility

Types of fire extinguisher at FBL kullu.
DCP type fire extinguisher: 5kg, 10 kg, 50kg
(Sodium bicarbonate + CO2 gas cartridge)
CO2 type fire extinguisher: 4.5kgs, 9kgs, 22.5kgs
(Pressurized carbon dioxide (gas + liquid))
Foam + CO2 gas cartridge
Water + CO2 gas cartridge

Personal protective equipments

( PPE)

Required when engineering or admin. Controls are

inadequate.
Must be properly selected & worn.
Training is required.
29

 Pre- job analysis.

Types of PPEs
Non respiratory
Respiratory
Non respiratory:

Head protection
Eye & face protection
Hand & arm protection
Food & leg protection
Body protection
Ear protection
Fall proof protection

Respiratory protection:

Air purifying
Mechanical filters
Combination of chemical & mechanical filters
Self-contained breathing apparatus

CHAPTER-3
OBJECTIVE& SCOPEOF STUDIES
OBJECTIVE:1. To study the HR Policies of the company.

30

2. To study the amendments made in the HR Policies of FERMENTA

BIOTECH LIMITED since the time of incorporation.
3. To incorporate the amendments in the base policy and prepare a
final policy.
4. To examine the sources of recruitment opted by an organization.
5. To know about the selection criteria of the candidate.
6. To know the contribution and procedure of the training.
7. To analysis the various tools of motivation.
8. To know about different methods this is used to check the
performance of employees.
9. To know about the various facility provided by the to there
employees in their organization.
10. To know about that employees are satisfied with the job or facility
provided by the organization to them.

SCOPE OF STUDY:-

31

1. In any organisation human resource is the most important asset.

In todays current scenario FBL is a very large manufacturer and
marketer of chemical.
2. As the most companys overall performance depends on its
employees performance which depends largely on the
STANDERD OPRETING PROCEDURE & HR POLICIES of
the organisation.
3. So the project has wide scope to help the company to perform
well in todays global competition.
4. The core of the project lies in analyzing and assessing the
organisation and to design an HR POLICIES manual for the
organisation.

CHAPTER 4
RESEARCH METHODOLOGY
The purpose of methodology is to describe the process involved in
research work.

This includes the overall research design, data

collection method, the field survey and the analysis of data.

32

STEP IN SAMPLING PLAN:RESEARCH Sampling Frame:

The list of sampling units from which sample is taken is called
sampling frame. Organizations map was studied thoroughly
and samples were selected from the place in a scattered
manner to get effective result.
RESEARCH SAMPLE SIZE
For the purpose of my study, I selected 50worker in company.

RESEARCH SAMPLING PROCEDURE:

The selection of respondents were accordingly to be in a right place at
a right time and so the sampling were quite easy to measure, evaluate
and co-operative

CHAPTER-5
COLLECTION OF DATA
PROJECT HYPOTHESIS
Human Resource Policies provided by the organization of employees
works as an agent for the growth of employees and also motivates the
employees to perform well i.e. employee performance and satisfaction
is the valuable outcome of sound of HR Policies of the organization.
33

Source of data collection:PRIMARY:

Observation
Survey
Questionnaire technique also used for the collection of primary data.
OBSERVATION:
Observation research is a type of correlation research in which a
researcher observes ongoing behaviour. There are a variety of types of
observational research, each of which has both strengths and
weakness
SURVEY:
A survey is defined as a brief interview or discussion with individuals
about a specific topic. The term survey is unfortunately a little vague,
so we need to define it better. The term survey is oftentoused to mean
collect information.

QUESTIONNAIRE
In this method a questionnaire is sent to the HR Manager concerned
with arequest to answer the questions and return the questionnaire.
The questionnaire consisted of a number of questions printed or typed
in a definite order. The HRManager has to answer the questions on
34

their own. The researcher has chosenthis method of data collection

due to low cost incurred, it is free from bias of the interviewer and
respondent have adequate time.

SECONDARY:
The secondary data has been collected from the following modes:
Magazines
Newspaper
Data through internet sources
Data collected from organization.

CHAPTER-6
DATA ANALYSIS AND INTERPRETATION

1. Table shows the satisfaction level of external recruitment

sources performed in the organization.
S.NO.

RESPONSES

1.

SATISFIED

NUMBER
OF PERCENTAGE
RESPONDANTS OF RESPONDS
41
82%

35

2.

DIS-SATISFIED

TOTAL

18%

50

100%

INTERPRETATION:Regarding external recruitment sources 82% employees are

satisfied or agree whereas 18% are not satisfied which is performed in the organization.
2.

Table shows satisfaction level of the monetary reward given on

bringing a candidate on board.
S.NO.

RESPONSES

1.

HIGHLY SATISFIED

NUMBER
OF PERCENTAGE
RESPONDENT OF RESPONDS
13
25%

2.

SATISFIED

37

3.

DIS-SATISFIED

25

25%

4.

HIGHLYDIS-SATISFIED

05

05%

TOTAL

50

36

45%

100%

INTERPRETATION: Regarding monetary reward given on bringing on board 25% of

employees are Highly satisfied and 45% are satisfied Where as 25% are Dis-Satisfied and
5% are Highly Dis-Satisfied.

3. Table shows the satisfaction level of the background checks

conduct foremployees.
S.NO.

RESPONSES

1.

HIGHLY SATISFIED

NUMBER
OF PERCENTAGE
RESPONDENT OF RESPONDS
18
35%

2.

SATISFIED

19

37%

3.

DIS-SATISFIED

13%

4.

HIGHLYDIS-SATISFIED

15%

TOTAL

50

100%

37

INTERPRETATION: Regarding background checks which is conduct foremployees

35% of employees are Highly satisfied and 37% are satisfied Where as 13% are Dis-Satisfied
and 15% are Highly Dis-Satisfied.

4. Table shows the satisfaction level of the monetary limits given

to empolyees for the expenses.
S.NO.

RESPONSES

1.

HIGHLY SATISFIED

NUMBER
OF PERCENTAGE
RESPONDENT OF RESPONDS
23
47%

2.

SATISFIED

17

34%

3.

DIS-SATISFIED

14%

4.

HIGHLYDIS-SATISFIED

05%

TOTAL

50

100%

38

INTERPRETATION: Regarding monetary limits provided to employees for their

expenses 47% of employees are Highly satisfied and 34% are satisfied Where as 14% are
Dis-Satisfied and 5% are Highly Dis-Satisfied.

5. Table shows the satisfaction level of the induction programme

of organization is informaltype.
S.NO.

RESPONSES

1.

SATISFIED

NUMBER
OF PERCENTAGE
RESPONDANTS OF RESPONDS
38
77%

2.

DIS-SATISFIED

12

TOTAL

50

39

23%
100%

INTERPRETATION:Regarding induction programme which is conducted in

the organization, 76% of the employees are satisfied whereas 24% of the employees are not
satisfied.

6. Table shows the satisfaction level of the

induction of

organization that covers organizational structure and policies.

S.NO.

RESPONSES

1.

SATISFIED

NUMBER
OF PERCENTAGE
RESPONDANTS OF RESPONDS
35
71%

2.

DIS-SATISFIED

15

TOTAL

50

40

29%
100%

INTERPRETATION: Regarding induction of organization, 71% of the employees are

satisfied and 29% of the employees are not satisfied. It means that most of the employees are
benefited.

7. Table shows the satisfaction level for the Classroom method

adopted by the organization to train the employees.
S.NO.

RESPONSES

1.

SATISFIED

NUMBER
OF PERCENTAGE
RESPONDANTS OF RESPONDS
41
82%

2.

DIS-SATISFIED

TOTAL

18%

50

41

100%

INTERPRETATION: Regarding Classroom method, 82% of the employees are satisfied

whereas 18% of the employees are not satisfied. It means most of the employees get affected
but some of the employees want training and development programmes to train employees.

8.Tables shows satisfaction level of the Effectiveness of training

program in Organization evaluated by observing the post training
performance of employees.
S.NO.

RESPONSES

1.

HIGHLY SATISFIED

NUMBER OF PERCENTAGE
RESPONDENT OF RESPONDS
21
42%

2.

SATISFIED

18

35%

3.

DIS-SATISFIED

18%

4.

HIGHLY
SATISFIED

05%

50

100%

TOTAL

DIS-

42

INTERPRETATION: Regarding effectiveness of training program 42%employees are

Highly Satisfied and 35% Satisfied Where as 18% Dis-satisfied and 5% are HighlyDisSatisfied. It means that some of the employees want that evaluation of effectiveness of
training program should be done with some other method.
9.

Table shows the satisfaction level of the Balanced Scorecard

method.
S.NO.

RESPONSES

1.

HIGHLY SATISFIED

NUMBER
OF PERCENTAGE
RESPONDENT OF RESPONDS
18
35%

2.

SATISFIED

12

25%

3.

DIS-SATISFIED

17%

4.

HIGHLYDIS-SATISFIED

11

23%

TOTAL

50

100%

43

INTERPRETATION: Regarding Balance scorecard method, 35% employees are Highly

Satisfied and 25% Satisfied Where as 17% Dis-satisfied and 23% are Highlydissatisfied. It
means that most of the employees are benefited from this evaluation method.

10. Table shows satisfaction level toward the feedback given to

employees by organization.
S.NO.

RESPONSES

1.

HIGHLY SATISFIED

NUMBER
OF PERCENTAGE
RESPONDENT OF RESPONDS
23
45%

2.

SATISFIED

17

35%

3.

DIS-SATISFIED

15%

4.

HIGHLYDIS-SATISFIED

05%

TOTAL

50

100%

44

INTERPRETATION:
Regarding feedback 45% employees are Highly Satisfied and 35% Satisfied Where as 18%
Dis-satisfied and 5% are Highly Dis-Satisfied. It means that some of the employees get
benefited but few are not.

11. Table shows the satisfaction level toward the mentor system
followed forcareer progression.
S.NO.

RESPONSES

1.

HIGHLY SATISFIED

NUMBER
OF PERCENTAGE
RESPONDENT OF RESPONDS
14
27%

2.

SATISFIED

17

35%

3.

DIS-SATISFIED

12

25%

4.

HIGHLYDIS-SATISFIED

13%

TOTAL

50

45

100%

INTERPRETATION:
Regarding mentor system followed for career progression,27% employees are Highly
Satisfied and 35% Satisfied Where as 25% Dis-satisfied and 13% are Highly Dis-Satisfied.

12. Table shows the satisfaction level toward the competence

analysis and feedback from manager.
S.NO.

RESPONSES

1.

HIGHLY SATISFIED

NUMBER
OF PERCENTAGE
RESPONDENT OF RESPONDS
15
30%

2.

SATISFIED

15

30%

3.

DIS-SATISFIED

12

25%

4.

HIGHLY DIS-SATISFIED

15%

50

100%

TOTAL

46

INTERPRETATION:
Regarding competence analysis and feedback from Manager , 30% employees are Highly
Satisfied and 30% Satisfied Where as 25% Dis-satisfied and 15% are Highly Dis-Satisfied. It
means that some of the employees want feedback from other source.

13. Table shows the satisfaction level of the privilege leave

provided to employee.
S.NO.

RESPONSES

1.

SATISFIED

NUMBER
OF PERCENTAGE
RESPONDANTS OF RESPONDS
42
83%

2.

DIS-SATISFIED

TOTAL

17%

50

47

100%

INTERPRETATION:Regarding privilege leave provided to employees, 83%of the

employees are satisfied whereas 17% of the employees are not satisfied.

14. Table shows the satisfaction level toward the informal

communication pattern?
S.NO.

RESPONSES

1.

HIGHLY SATISFIED

NUMBER
OF PERCENTAGE
RESPONDENT OF RESPONDS
22
45%

2.

SATISFIED

18

35%

3.

DIS-SATISFIED

19%

4.

HIGHLY DIS-SATISFIED

01%

TOTAL

50

100%

48

INTERPRETATION: Regarding informal communication pattern, 45% employees are

Highly Satisfied and 35% Satisfied Where as 19% Dis-satisfied and 1% are Highly DisSatisfied. It means, most of the employees are comfortable with this communication process.

15. Table shows satisfaction level with the opinion survey and
Department meeting.
S.NO.

RESPONSES

1.

HIGHLY SATISFIED

NUMBER
OF PERCENTAGE
RESPONDENT OF RESPONDS
22
45%

2.

SATISFIED

18

35%

3.

DIS-SATISFIED

15%

4.

HIGHLY DIS-SATISFIED

05%

TOTAL

100

49

100%

INTERPRETATION: Regarding opinion survey and department meeting, 45%

employees are Highly Satisfied and 35% Satisfied Where as 15% Dis-satisfied and 5% are
Highly Dis-Satisfied.

16. Table shows satisfaction level of the monetary rewards given

to employees.
S.NO.

RESPONSES

1.

HIGHLY SATISFIED

NUMBER
OF PERCENTAGE
RESPONDENT OF RESPONDS
13
25%

2.

SATISFIED

17

35%

3.

DIS-SATISFIED

15

30%

4.

HIGHLY DIS-SATISFIED

10%

TOTAL

50

100%

50

INTERPRETATION:Regarding monetary rewards, 25% employees are Highly Satisfied

and 35% Satisfied Where as 30% Dis-satisfied and 10% are Highly DisSatisfied. It means
that some of the employees want to implement non-monetary rewards in the organization.

17. Table shows the satisfaction level of services covered under

Medical policy.
S.NO.

RESPONSES

1.

SATISFIED

NUMBER
OF PERCENTAGE
RESPONDANTS OF RESPONDS
38
76%

2.

DIS-SATISFIED

12

TOTAL

50

51

24%
100%

INTERPRETATION:Regarding services provided under Medicaid policy,76% of the

employees are satisfied and 24% of the employees are not satisfied.

CHAPTER-7
LIMITATION AND FINDING
LIMITATION& FINDING
Since the road to improvement is never ending, so this study also
suffers from certain limitations. Some of them are as follows:
Because of illiteracy, it was a time consuming method in which
continuous guidance was required.
Questionnaire method involves some uncertainty of response.
Co-operation on the part of informants, in some cases, was
difficult to presume.

52

 It is possible that the information supplied by the informants may

be incorrect. So, the study may lack accuracy.
One major thing is I have not given the proper information in the
human resource department many employees are busy with own
work.
They have lesser time to discuss about any topic of standard
operating procedure &hr policy of company.
I have not done proper study during the training project, because
most of them dont know the relevant information about the
topic.
Meeting time is lesser organizing is very small some of the
problem with I face is introduce to the each worker & higher
staff.

FINDING
After assessing the overall companys structure what comes in picture
was as follows:
Company uses various standard operating procedures (sop) for
various activities like:
SOP for recruitment of personnel
SOP for defining job responsibilities & organizational organ
grams
SOP for training of personnel
SOP for specimen signature
Various policies that are being opted by the companies are as under:
53

Food & feed safety policy

Leave policy
Environmental policy
Safety & health policy
Domestic travel policy

Safety orientation framed by the company:

First-aid facility in plant
Testing of on- site emergency plan
Fire extinguisher facility
Personal protective equipment (PPE)

SUGGESTION
1. The Performance Appraisal of employee is evaluated on the basis
of 360 degree feedback or 180 degree feedback.
2. The Organization should focus on mentor system intend to help
employees in their career progression.
3. The Organization should conduct Psychometric tests for
employees.
4. The Training should be mandatory for all level of employees.

54

5. The Departments should develop constructive attitude towards each

other.
6. 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.
7. A more transparent and full proof communication system
developed in the organization.
8. Wages and salary administration process should have a more
scientific approach laying stress on equal wages for equal work done.

CONCLUSION
1. The Policy of the company provides facilities for all round growth
ofindividuals

by

training

in-house

and

outside

the

organization,reorientation, lateral mobility and self-development

through self motivation.
2. The Policy grooms every individual to realize his potential in all
facets while contributing to attain higher organizational and personal
goals.
55

3. The Policy builds teams and foster team-work as the primary

instrument in all activities.
4. The Policy implements equitable, scientific and objective system of
rewards, incentives and control.
5. The Policy recognizes worth contributions in time and
appropriately, so as to maintain a high level of employee motivation
and morale.
6. The employees agree on the part of their performance that they
know what is expected from them.

56