A PROJECT REPORT ON

“HAJOORI & SONS”

EMPLOYEES ATTITUDE
TOWARD THEIR JOB
At HAJOORI & SONS
 A PROJECT
ON
HUMAN RESOURCE MANAGEMENT
IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR
THE AWARD OF DEGREE OF
BACHELOR OF BUSINESS
ADMINISTRATION

SUBMITTED BY
MILONI VALANI
V-036

SUBMITTED TO
D.MUKHERJI
BUSINESS FACULTY

METAS:
ADVENTIST COLLEGE
ATHWALINES, SURAT, GUJARAT

JAN 2010
 EMPLOYEES ATTITUDE
TOWARD THEIR JOB
At HAJOORI & SONS
A PROJECT
ON
HUMAN RESOURCE MANAGMENT

IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR

THE AWARD OF DEGREE OF
BACHELOR OF BUSINESS
ADMINISTRATION

SUBMITTED BY
MILONI VALANI
V-036

SUBMITTED TO
D.MUKHERJI
BUSINESS FACULTY

METAS:
ADVENTIST COLLEGE
ATHWALINES, SURAT, GUJARAT

JAN 2010

PREFACE
 The project work entitled “A study on employees”
attitude towards the organization” with special reference to
the HAJOORI & SONS, UDHANA SURAT the various factors that are
concerned towards the attitude of the employees.

The analysis has been made mainly based on the primary

data that is by the employees’ opinion survey method. The
researcher has taken a sample size of ….. and has used the
stratified random sampling method to select the samples from the
total population.

LETTER OF C O MP L E T IT O N
ACKNOWLEDGEMENT
The satisfaction and euphoria that accompany the
successful completion of any task would be incomplete
without the mention of the Leaders, whose constant
guidance and encouragement crown all the efforts with
success.

We are highly obliged to the South Gujarat University

for arranging the programme of practical training in
Bachelor of Business Administration in such a manner.

We would like to extend my gratitude to all the staff

and especially to Mr. MICHAEL GEORGE & Mr. R.M RAJE of
HAJOORI & SONS, who provided me useful information and
data regarding the subject with their cent percent
participation and supported in making this project report a
successful task. It was a memorable experience to work
with them and complete my winter training.

It is our privilege to express our deep sense of

gratitude to Mr. D.MUKHERJI for his efforts, guidance,
valuable comments and suggestions for making this
project report. He helped us to complete our report on the
practical study and gave contribution to improve and
expand our practical knowledge.
Finally, we express our intense gratitude to our parents
whose blessings and helped us to translate our efforts into
fruitful achievement.

TABLE OF CONTENT

SR. TITLES PAGE

NO. NO.
1 PREFACE 4
2 COMPLETITON OF LETTER 5
3 ACKNOWLEDGEMENT 6 to 7
4 INDUSTRY PROFILE 9 to19
5 OBJECTIVE OF STUDY
6 DETAIL STUDY
INTRODUCTION OF HRM
EMPLOYEE ENGAGMENT
INTRODUCTION TO E.E.
ASPECTS OF E.E
CATEGORIES OF E.E
 IMPORTANCE OF E.E
KEY FINDING OF E.E
GENERATION OF E.E
INFLUNCES OF E.E
FACTORS LEADING TO E.E
MEASURMENTS OF E.E
HOW TO INCREASE E.E
EMPLOYEE AND CUSTOMER
SATISFACTION
HOW TO ACHIEVE E.E
EMPLOYEE SATISFACTION
TAJ TOOLS OF SATISFACTION
7 CONCLUSION
8 BIBLIOGRAPHY
9 ANNEXURE

1)INDUSTRY PROFILE

SOFT DRINKS INDUSTRY

INDIA
Soft drink industry has shown a growth at a
break neck speed. During the last 4 to 5 years, the turnover has
touched a mark of 7000 crore and is heading for 8000 corer mark.
Globally, carbonated soft drinks are third most consumed
beverages. Per capita annual consumption of carbonated soft drinks
is nearly four times the per capita consumption of fruit beverages.
Soft drink consumption is growing by around 7% to 8% a year,
according to the publication Global Soft

The soft-drink industry comprises companies that

manufacture nonalcoholic beverages and carbonated mineral
waters or concentrates and syrups for the manufacture of
carbonated beverages. Naturally occurring bubbling or sparkling
mineral waters have been popular for thousands of years: the
ancient Greeks believed that such waters had medicinal properties
and bathed in them regularly; the Romans established resorts
around mineral springs throughout Europe. In the 1500s the village
of Spa in Belgium became famous for its waters, which by the early
1600s were sold, in bottles, as far away as London, Eng.

Development of the first man-made sparkling or

carbonated water is credited to Joseph Priestley, the British scientist
who discovered oxygen. In 1772 he invented a method of "pushing"
carbon dioxide into water by dissolving it under pressure, thus
creating fairly long-lasting bubbles. The technique led to
development of the soft-drink industry. By the beginning of the 19th
century, carbonated water was being made commercially in France
and North America; shortly thereafter, flavours (normally fruit
concentrates) were added to enliven the taste. In the 1820s, small
carbonated bottling operations were established in Canada,
producing carbonated drinks in refillable bottles which were
merchandised as medicinal elixirs or tonics. Most soft drinks are still
carbonated to give drinks a "tangy bite" and to stimulate the
tongue. Furthermore, because scent is an important part of taste,
the flavours carried as vapours in the bubbles enhance taste.

The principle of "pushing" carbon dioxide is still used, but

now the water is first purified in a process known as "polishing."
Cooled carbon dioxide is then injected at pressures of 275-550
kilopascals. Some of the early drinks bottled in Canada were called
Birch Beer, Ginger Beer, Sarsaparilla, Sour Lemon, None-Such Soda
Water and Cream Soda.

The first carbonated beverage or "pop" bottles were

sealed with corks held tightly in place with a wire binding. Because
they had to be stored neck down so that the cork would not dry and
allow the carbonation to leak away, they were manufactured with
rounded bottoms. By the mid-1800s, soft drinks sold in Canada were
packaged in 8-ounce (227.2 ml) round-bottom bottles for about 25
cents a dozen, except ginger beer, which was sold in draught form
from wooden kegs. Wired cork closures were used until about 1884
with Code’s Patented Globe Stoppers (25 types in all). Such closures
were replaced by the Hutcheson Spring Stopper. The crown cap was
introduced around 1905 and improved versions are still widely used,
although they are gradually being replaced, especially on larger
containers, with reclosable screw caps.

2)COMPANY PROFILE
The oldest and only all Indian fizz drink is Sosyo. For decades it has
retained its alcoholic taste and held its own against the Cokes and
Pepsis' invasion of the soft drinks market. MARK MANUEL takes a
trip down memory lane by tasting Sosyo.

2.1) SOSYO-THE FORGOTTEN DRINK

There is one soft drink in India that will never fear the brunt of a
nationwide ban on American-made beverage products like Coke and
Pepsi, and that is Sosyo. Have you heard of Sosyo? You haven't! It is
the only indigenously made soft drink in India. And its USP is that
Sosyo tastes like alcohol. But it is not. It is a cider-type fruit drink
made of a heady apple and grape cocktail that packs quite a punch
when had absolutely chilled.

Some people have it as a pick-me-up. Others have it

because they cannot stand the taste of colas. Great drinkers of the
country have been fooled into believing that they are drinking a
fizzy mix of whisky, rum and soda when offered Sosyo for the very
first time. It is my advice: you must drink Sosyo at least three times
to get hooked onto it. And please have it cold. No, have it chilled.
Anything less than that, and the Sosyo will taste like medicine! I
know. I am never happier than when nursing a bottled pulled
straight out of the freezer.

2.2)FOUNDER MEMBERS OF SOSYO

Once upon a time in pre-Independent India, there was a

teenager named Abbas Abdul Rahim Hajoori who sold aerated soft
drinks made by British bottlers. Young Hajoori had this tremendous
thirst to prove that Indian soft drinks compared favorably with
foreign brands. It was a thirst that he quenched with the
establishment of Hajoori & Sons in Surat.

Farazdaq Hajoori, the production director of Sosyo, says the

soft drink traces its origins to Surat in 1927. His grandfather,
anenterprising Dawoodi Bohra gentleman by the name of Mohsin
Hajoori, in troduced the drink in reply to Mahatma Gandhi's call for a
swadeshi movement. At that time, there were only English drinks
available in India, and Grandpa Mohsin realized that if you banned
these, then there must be something to replace them with in the
country. He provided Sosyo... only the soft drink wasn't called Sosyo
then.

Realizing that its alcohol-like taste was a bit of an advantage as well

as disadvantage, Grandpa Mohsin named his product "Whisky No".
"This,” explains Farazdaq, “meant that it was free of alcohol, but the
name was also a catch for drinkers!"

The ploy worked and "Whisky No" swept the Surat market and
slowly began to make inroads elsewhere in the country. Elsewhere
being wherever it was that Grandpa Mohsin could hitch up a bullock-
cart and ride him to sell his amazing new product.

Dawoodi Bohra gentleman by the name of Mohsin Hajoori,

introduced the drink in reply to Mahatma Gandhi's call for a
swadeshi movement. At that time, there were only English drinks
available in India, and Grandpa Mohsin realized that if you banned
these, then there must be something to replace them with in the
country. He provided Sosyo... only the soft drink wasn't called Sosyo
then. Realizing that its alcohol-like taste was a bit of an advantage
as well as disadvantage, Grandpa Mohsin named his product
"Whisky No". "This,” explains Farazdaq, “meant that it was free of
alcohol, but the name was also a catch for drinkers!"

The ploy worked and "Whisky No" swept the Surat market
and slowly began to make inroads elsewhere in the country.
Elsewhere being wherever it was that Grandpa Mohsin could hitch
up a bullock-cart and ride him to sell his amazing new product.

"He was an all-rounder," says Farazdaq. "He manufactured

"Whisky No" and sold it himself. His soda-making machine he got
from London. Then when Indian companies started making semi-
automatic, hand-filling soda machines, he went in for them.

His formula for the drink remains unchanged. Only "Whisky No"
underwent a name change in 1960. The Hajoori family decided to
call it "Sosyo". Why Sosyo? Because one of the key ingredients in
the soft drink, the essence, came from Italy. And we discovered that
in Italian the word for a social drink is "socio". So we came up with
the name Sosyo."

Today the parent company, Hajoori & Sons, Surat, has got
several franchises for Sosyo. There is Sosyo Products in Bombay,
Rainbow Products in Rajkot, Thakkar Soda Factory in Ahmadabad,
Happy Bottling Company in Baroda, and Shri Siddhi Vinayaka
Bottling in Udipi.

Sosyo came to Bombay in 1957 along with three other soft

drinks from the Hajoori family of Surat. They were On-e-Ka, an
orange-based fizz drink that is like Mirinda and Gold spot today;
Pineax, a pineapple drink; and, Kashmira Masala Soda, which is a
dry soda. "Like Canada Dry," suggests Farazdaq helpfully.

The company also introduced several sherbet syrups like

Footreat and Sharbat that were made of natural and synthetic fruit
extracts, and drinks like Lemee Misty and Lemee Orange. But
clearly Sosyo and Kashmira Masala Soda were the winners from the
Hajoori stable.

They are available all over Gujarat and in Bombay and sold
through retailers, restaurants and hotels. "Some medical stores also
keep them," says Farazdaq. And that is perhaps because Kashmira
is like a medicinal drink, a digestive, and it is sometimes more
popular than Sosyo. Especially with people who eat rich, oily and
spicy food. "It is like the Sachin Tendulkar of drinks," says Farazdaq
proudly. "An all-rounder. A very different kind of satisfying drink."

He is showing me around the Unique Beverages Pvt. Ltd. in

Rabale, New Bombay, which is a plant belonging to Hajoori & Sons
of Surat, and from where Sosyo is manufactured in Bombay. Michael
George, his marketing manager, a rugged man wearing a Sosyo T-
Shirt over jeans and a Sosyo peak-cap, tells me that Gujarat is the
main market for Sosyo. Although there are plants coming up in
Jaipur and a distributor has been located and a bottler is being
searched for in Bhopal as well. "In Bombay, Sosyo is had by a very
middle-age clientele, but in Gujarat, it is the rage. The soft drink is
very popular with all ages.

Its sales are on par with Pepsi and Coke in Gujarat. In fact, it
has captured 35 per cent of the soft drinks market there. The Pepsi
and Coke people are amazed at its success.

Farazdaq Hajoori talks, finally, about marketing his wonderful

product in India. "We are not able to market it like the multi-
nationals do their soft drinks, obviously. And we are not interested
in their backing. We want to be the only purely Indian soft drink
company. We are not interested in doing business with the
multinationals. They kick out franchisees later on. But certainly, we
will look at Indian backing. We are looking for franchisees all over
India. Or people wanting to go into partnership with us. We need
finance and marketing. We have the product. Right now radio
advertisements, slides in cinema houses, commercials on video
films that are about all we can afford.

2.3)VISION:

With the strong base of over 33,000 retail outlets,5 sophisticated

manufacturing plants .In Gujarat and 1 in Mumbai). 5 franchisees 2
successful re-launch in Mumbai, SOSYO now has a vision to grow as
national brand through franchising work with 40 manufacturing
franchisees all over India.

2.4)MISSION:

Our mission is to build our selves a full-fledged beverages company

having an exceptional hold on people’s taste.

2.5)CAREER OPPORTUNITIES:

Hajoori & sons employees 150 plus permanent staff with expertise
in sales, marketing, finance, information technology ,personnel,
engineering, logistics, quality assurance, production management
as well as providing seasonal product.

HUMAN RESOURCE DEPARTMENT

MEANING:

Human Resource Management (HRM) is a management

function that helps manager’s recruit, select, train and develops
members for an organization. We extract two definitions on HRM:

“A series of integrated decisions that form the employment

relationship; their quality contributes to the ability of the
organizations and the employees to achieve their objectives.”

“Management is the planning, organizing, directing and

controlling of the procurement, development, compensation,
integration, maintenance and separation of human resources to the
to the end that individuals, organizational, and social objectives are
accomplished.”

SOSYO reflect on HRD as the most important department

because it is the workers, employees and staff who makes a
company. So, to bring up a good company there should be a good
HRD who recruit the best person for the best job.
WHAT IS HUMAN RESOURCE DEPARTMENT ?

Human Resource Management (HRM) is the function within an

organization that focuses on recruitment of, management of, and
providing direction for the people who work in the organization.
Human Resource Management can also be performed by line
managers.

Human Resource Management is the organizational function that

deals with issues related to people such as compensation, hiring,
performance management, organization development, safety,
wellness, benefits, employee motivation, communication,
administration, and training.

The Human Resources Management (HRM) function includes a

variety of activities, and key among them is deciding what staffing
needs you have and whether to use independent contractors or hire
employees to fill these needs, recruiting and training the best
employees, ensuring they are high performers, dealing with
performance issues, and ensuring your personnel and management
practices conform to various regulations. Activities also include
managing your approach to employee benefits and compensation,
employee records and personnel policies. Usually small businesses
(for-profit or nonprofit) have to carry out these activities themselves
because they can't yet afford part- or full-time help. However, they
should always ensure that employees have -- and are aware of --
personnel policies which conform to current regulations. These
policies are often in the form of employee manuals, which all
employees have.

Note that some people distinguish a difference between between

HRM (a major management activity) and HRD (Human Resource
Development, a profession). Those people might include HRM in
HRD, explaining that HRD includes the broader range of activities to
develop personnel inside of organizations, including, eg, career
development, training, organization development, etc.

Human Resource Management (HRM) is the strategic and coherent

approach to the management of an organisation's most valued
assets - the people working there who individually and collectively
contribute to the achievement of the objectives of the business. The
terms "human resource management" and "human resources" (HR)
have largely replaced the term "personnel management" as a
description of the processes involved in managing people in
organizations. In simple sense, HRM means employing people,
developing their resources, utilizing, maintaining and compensating
their services in tune with the job and organizational requirement.

FUNCTIONS OF HUMAN RESOURCE DEPARTMENT

The Human Resources Management (HRM) function includes a

variety of activities, and key among them is deciding what staffing
needs you have and whether to use independent contractors or hire
employees to fill these needs, recruiting and training the best
employees, ensuring they are high performers, dealing with
performance issues, and ensuring your personnel and management
practices conform to various regulations. Activities also include
managing your approach to employee benefits and compensation,
employee records and personnel policies. Usually small businesses
(for-profit or nonprofit) have to carry out these activities themselves
because they can't yet afford part- or full-time help. However, they
should always ensure that employees have -- and are aware of --
personnel policies which conform to current regulations. These
policies are often in the form of employee manuals, which all
employees have.

Note that some people distinguish a difference between between

HRM (a major management activity) and HRD (Human Resource
Development, a profession). Those people might include HRM in
HRD, explaining that HRD includes the broader range of activities to
develop personnel inside of organizations, including, eg, career
development, training, organization development, etc.

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

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

The HRM function and HRD profession have undergone tremendous

change over the past 20-30 years. Many years ago, large
organizations looked to the "Personnel Department," mostly to
manage the paperwork around hiring and paying people. More
recently, organizations consider the "HR Department" as playing a
major role in staffing, training and helping to manage people so that
people and the organization are performing at maximum capability
in a highly fulfilling manner.
HRM includes a variety of functions and activities, but the key is
deciding staffing needs, hiring the very best employees, and getting
the best out of them.

Effective management involves the following steps:

1. Planning: Before hiring staff, assessing the organization's
present and future needs is a must. Proactive Strategies for
Employers and appropriate steps should be taken for demand
andsupplybalance.

2. Recruitment: Identifying job vacancies and attracting qualified

potential employees comes under recruitment.

3. Selection: Short listing candidates and appointing a deserving

candidate.

4. Development: Motivating and investing in talented employees is

key for an organization's growth.

5. Training: Equipping employees with new skills and keeping them

up to date.

6. Productivity & Performance Measurement: Productivity is all

about regularly measuring the output of every worker.
 FUNCTIONS OF HRM

H R M O B JE C T I V E S A N D F U N C T I O N S

HRM OBJECTIVES SUPPORTING FUNCTIONS

1. SOCIETAL OBJECTIVES 1. L E G A L C O M P I A N C E
2. B E N E F I T S

3. U N I O N A N G E M E N T
RELATIONS
2.ORGANIZATIONAL 1. H U M A N R E S O U R C E
OBJECTIVES PLANNING
2. E M P L O Y E E R E L A T I O N S
3. S E L E C T I O N TRAINING
AND DEVELOPMENT
4. A P P R A I S A L
5. P L A C E M E N T

6. A S S E S S M E N T
3. FUNCTIONAL OBJECTIVES 1. A P P R A S I A L
2. P L A C E M E N T

4.PERSONAL OBJECTIVES
3. A S S E S S M E N T
1. T R A I N I N G A N D
DEVELOPMENT
2. A P P R A S I A L
3. A S S E S S M E N T
4. P L A C E M E N T

NATURE OF HUMAN RESOURCE MANAGEMENT

Simply human resource management is a mangment function that

helps manager recruit,select, train and develop members for an
organization. Obviously,HRM,is concerned with people’s dimension
in organizations.

Specifically, the following constitue the core of

HRM:-
Organisations are not mere bricks,mortar, machinireies or
inventories.They are people.Its is the people who staff and mane
organizations.

HRM involves the applications of management functions and

principles.The functions and principle are applied to acquisitioning,
developing, maintaining, and remunerating employees in
organization.

Decisions relating to employees must be integrated.

Decision must influence the effectiveness of an organization.

HRM functions are not confined to business establishment only.They

must result in betternment of services to customers in form of high
quality products at reasonable price.

SCOPE OF HUMAN RESOURCE MANAGMENT

Human resource management has a lot of scope in future market by

different ways.

New business strategies that require more teamwork to survive to

serve and to succeed, organizations need to accomplish goals. The
market needs to rely on teams of workers. Teams mean diverse
workforces whether as a result of drawing from the most talented or
experienced staff or through deliberately structuring diversity to
stimulate creativity.

Market need Human resource for found that only through work team
can they execute newly adopted strategies stressing better quality,
innovation, cost control or speed.

Human resource management empowerment of lower level workers

increased autonomy and responsibilities. And ability to attract and
retain top talent. Teams also facilitate innovation by bringing
together experts with different knowledge bases and perspectives.
Such as in concurrent engineering a design process that relies on
teams do expert from design manufacturing and marketing.

Young and old male and female encourage and do better and less
well education these are just some of the dimensions along which
team members may differ. Coordinating team talents to develop
new products. Better customer services or ways of working more
efficiently is a difficult yet essential aspect of business strategy.
Human resource management indeed have a good scope in
marketing for future and the market will increase their profit by
human resource.

PROSPECT OF
NATURE OF HRM
HRM
EMPLOYEE
HIRING
INDUSTRIAL
RELATIONS
HUMAN RESOURCE
MANAGMENT
EMPLOYEE &
EXCEUTIVE
REMUNERATION
EMPLOYEE
MAINTENANCE
EMPLOYEE
MOTIVATION

SCOPE OF HRM

GOALS OF HUMAN RESOURCE MANAGEMENT:

The goal of human resource management is to help an organization
to meet strategic goals by attracting, and maintaining employees
and also to manage them effectively. The key word here perhaps is
"fit", i.e. a HRM approach seeks to ensure a fit between the
management of an organization's employees, and the overall
strategic direction of the company (Miller, 1989).The basic premise
of the academic theory of HRM is that humans are not machines,
therefore we need to have an interdisciplinary examination of
people in the workplace. Fields such as psychology, industrial
engineering, industrial, Legal/Paralegal Studies and organizational
psychology, industrial relations, sociology, and critical theories:
postmodernism, post-structuralism play a major role.

JOBS AND CAREERS IN HUMAN RESOURCE

HR positions can be divided into 3 categories-HR specialist, HR

manager,HR executive.

HR SPECIALIST

The HR specialist jobs are usually the entry-level positions of an

HRM career. Included would be such roles as
interviewer,compensation analyst, benefits co-ordintator , job
analyst and trainer.In large firms there may be promotional
opportunities within the specialized functions. For example a new
specialist may begin as an interviewer, move up to co-ordinate
campus to recruitment in aregion, and progree to supervising all
campus recruitment.

HR MANAGER

The HR manager is a generalist who administers and co-ordinate

programmes cutting across function areas. The HR manager is
usually a top- ranking person at a plant or facility and as auch, is
expected to know about all areas of HRM.This is because the HR
manager has to oversee the implementation of the policies at the
facility and advise line manger on HR issues.

Yet another role of HR manager is to head a functional personnel

activity at the corporate level. Mnay large firms are organized into
relatively more autonomous divisions.The manager would than co-
ordinate with the divisional HR mangers to make sure that plans at
local level are consistent with corporate objectives.

HR EXECUTIVE

The top-level HR excecutive, usually the vice-president of an

organization has the responsilbility of linking the firm’s corporate
policy and strategy with HRM. The HR executive is alos
expected to feed inputs into organization goals, especially if these
goals affect or are affected by personnel activites.

DEPARTMENTS OF HUMAN RESOURCE MANAGMENT

HUMAN RESOURCE MANAGMENT

INDUSTRIAL HUAMN RESOURCE

HUMAN RESOURCE RELATIONS DEPARTMENT

HUMAN RESOURCE ADMINISTRATION

Right from application to appointment letter, leave administration,

wage salary, personal data of employees, statutory complimance
that all stuffs are carried out under HRA.Various acts like budgeted
acts, industrial relations act,maternity act, employees provident act
equal remuneration act, contarct act , etc are includd in this
department.

INDUSTRIAL RELATIONS

Industrial relations has become one of the most delicate and

complex problems of modern industrial society. Industrial progress
is impossible without cooperation of labors and harmonious
relationships. Therefore, it is in the interest of all to create and
maintain good relations between employees (labor) and employers
(management).

Concept of Industrial Relations:

The term ‘Industrial Relations’ comprises of two terms: ‘Industry’

and ‘Relations’. “Industry” refers to “any productive activity in
which an individual (or a group of individuals) is (are) engaged”. By
“relations” we mean “the relationships that exist within the industry
between the employer and his workmen

The term industrial relations explains the relationship between

employees and management which stem directly or indirectly from
union-employer relationship.

Industrial relations are the relationships between employees and

employers within the organizational settings. The field of industrial
relations looks at the relationship between management and
workers, particularly groups of workers represented by a union.
Industrial relations are basically the interactions between
employers, employees and the government, and the institutions and
associations through which such interactions are mediated.

The term industrial relations has a broad as well as a narrow

outlook. Originally, industrial relations was broadly defined to
include the relationships and interactions between employers and
employees. From this perspective, industrial relations covers all
aspects of the employment relationship, including human resource
management, employee relations, and union-management (or
labor) relations. Now its meaning has become more specific and
restricted. Accordingly, industrial relations pertains to the study and
practice of collective bargaining, trade unionism, and labor-
management relations, while human resource management is a
separate, largely distinct field that deals with nonunion employment
relationships and the personnel practices and policies of employers.

The relationships which arise at and out of the workplace generally

include the relationships between individual workers, the
relationships between workers and their employer, the relationships
between employers, the relationships employers and workers have
with the organizations formed to promote their respective interests,
and the relations between those organizations, at all levels.
Industrial relations also includes the processes through which these
relationships are expressed (such as, collective bargaining, workers’
participation in decision-making, and grievance and dispute
settlement), and the management of conflict between employers,
workers and trade unions, when it arises.

HUMAN RESOURCE DEPARTMENT

Departments are the entities organizations form to organize people,

reporting relationships, and work in a way that best supports the
accomplishment of the organization's goals. Departments are
usually organized by functions such as human resources, marketing,
administration, and sales.
But, a department can be organized in any way that makes sense
for the customer. Departments can also be organized by customer,
by product, or by region of the world.

The forward thinking human resource department is devoted to

providing effective policies, procedures, and people-friendly
guidelines and support within companies. Additionally, the human
resource function serves to make sure that the company mission,
vision, values or guiding principles, the company metrics, and the
factors that keep the company guided toward success are
optimized.

The most common Human Resource jobs that are grouped in the
Human Resource Department are the Human Resources Director,
Human Resources Generalist, and Human Resources Assistant.
Additionally, some organizations have a Vice President of Human
Resources and employees who are organized around providing a
specific component of Human Resource services including
compensation, training, organization development, and safety.

HUMAN RESOURCE ACTIVITIES

 OBJECTIVES OF THE STUDY

=> To know the employees’ attitude towards the organization

=> To know the reasons for the employees’ positive attitude

=> To know the reasons for the employees’ negative attitude

=> To know the employees’ expectations from the organization

=> To make suggestions to improve the attitude of the employees to

the management.

=> To study the organizational climate and see how the attitude of employees

is influenced.

♦ Culture of the study

♦ Formal and informal relation
♦ Grievance redressal system
♦ Group formation
♦ Resolution of conflict
INTRODUCTION:-

Attitude: The importance of attitude in understanding psychological

phenomenon was given formal recognition early in the history of
social psychology. From the time of the concept’s entry in to the
language of psychology until now, interest in attitude has been
strong and growing. However, over the years attitudes have been
studied with differing emphasis and methods.

Concept of Attitude: It is necessary to be precise in defining

attitudes, because the variety of published definitions and
descriptions is almost endless. Like any other concept, attitude may
also be defined in two ways, Conceptual and Operational. There is
quite a difference in the conceptual definition of the term attitude,
and divergent points of view regarding the concept of attitude have
developed.

Major aspects: When the term first entered the field of social
phenomenon, it was natural to conceive of attitude as a tendency,
set or readiness to respond to some social object. For the first time,
ALLPORT noted the definition of attitude, which he had observed
contained the words ‘readiness’, ‘set’ or ‘disposition to act’. Even
ALLPORT has used these terms in defining attitude.

He defines attitude as follows:

“Attitude is a mental and neural state of readiness organized

through experience, exerting a directive or dynamic influence upon
the individual’s response to all objects and situations with which it is
related”

Features of Attitude:

((Attitudes affect behavior of an individual by putting him ready to

respond favorably to things in his environment.

((Attitudes are acquired through learning over a period of time. The

process of learning attitudes starts right from the childhood and
continues throughout the life of a person.

((Attitudes are invisible as they constitute a psychologied

phenomenon which cannot be observed directly. They can be
observed by observing the behavior of an individual.

((Attitudes are pervasive and every individual has some kind of

attitude towards the objects in his environment. In fact, attitudes
are forced in the socialization process and may relate to anything in
the environment.

Attitude, Opinion and Belief: An opinion is generally the

expression of one’s judgment of a particular set of facts, an
evaluation of the circumstances presented to him. “Thurstone”
defines opinion as a response to a specifically limited stimulus, but
the response is certainly influenced by the predisposition with, with
the individual is operating, that is, the attitude structure. A
difference can also be made between attitude and belief. A belief is
an enduring organization of perceptions and cognitions about some
aspects of individual world. Thus, belief is a hypothesis concerning
the nature of objects, more particularly, concerning one’s judgments
of the probability regarding the nature. In this sense, belief is the
cognitive component of attitude which reflects the manner in which
an object is perceived. The difference between attitude, opinion,
and belief exists on conceptual basis.

Most researchers believe that these three terms are so closely tied
that it is difficult to separate them except on a limited conceptual
basis.

In the literature, often, there is a considerable amount of

overlapping in these three terms. Most psychologists, however,
believe that attitudes are more fundamental to human behavior
than are the related aspects. For this reason, more attempts have
been made to analyze attitudes as compared to others. Obviously
attitudes are an important consideration because of their central
position in the process of transforming work requirements in to
efforts.

Attitude alone do not influence behavior but these acts with other
factors in the individual influencing behavior, such as personality,
perception, motivation, etc. Further, attitudes are also affected by
the individual dimension as well as the objects, persons, and ideas.
Attitudes have been through as serving four functions and there by
influencing the behavior.

These are instrumental, ego defensive, value orientation

and knowledge.

1. Instrumental: Attitudes serve as a means to reach a desired goal

or to avoid an undesired one. Instrumental attitude are aroused by
the activation of a need or cues that are associated with the attitude
object and arouse favorable or unfavorable feelings.

2. Ego-Defensive: The ego-defensive functions of attitude

acknowledge the importance of psychological thought. Attitude may
be acquired by facing threats in the external world or becoming
aware of his own unacceptable impulses.

3. Value Orientation: The value-orientation function takes in to

account attitudes that are held because they express a person’s
self-image, or by cues that engage the person’s values and make
them salient to him.

4. Knowledge: The knowledge function of attitude is based on a

person’s need to maintain a stable, organized and meaningful
structure of theworld.

5. Attitude that provides a standard against which a person

evaluates the aspects of his world and serve as the knowledge
function too.

These functions of attitudes affect the individual’s way of

interpreting the information coming to him. Since attitudes
intervene between work requirements and work responses,
information about how people feel about their jobs can be quite
useful in the predication about work response. Thus, these types of
attitudes can portray areas of investigation for making the individual
and the organization more compatible.

Factors in Attitude Formation: The attitudes are learned. Though

there are different approaches as how learning works and is
acquired by an individual, generally it is held that individuals learn
things from the environment in which they interact. Thus, for
attitude formation, all these factors must be taken in to account
from which people learn. Such factors may be analyzed in terms of
groups starting from the family as a group, an individual moves in a
close group, then to longer groups, and finally to the society as a
whole. A part from these groups, the individual’s psychology which
makes up particularly his personality, is also responsible for
behavior and attitudes.

Methods of Attitude Change: There are various methods through

which a positive change in attitudes may be brought. In the social
context, Cohen has suggested four methods for attitude change.
They are ((Communication of additional information.

((Approval and disapproval of a particular attitude.

((Group influence, and

((Inducing engagement in discrepant behavior.

In some or the other, all these methods involve introducing

discrepancies among the elements making up the individual’s
attitudes in the hope that the elements will be rebalanced through
the effective component of the attitudes. From the organization
point of view, a Manager can take following actions in brining
change in attitudes of its organizational members.

((Group action

((Persuasion through leadership

((Persuasion through communication and

((Influence of total situation.

These actions involve the analysis of different variables affecting a

particular action.

Values and Attitudes: Some researchers see values as consisting of

large sets of related attitudes. For example, “Fishbein” and “Ajzen”
have included two components in attitudes-informational,
emotional. Thus, they have taken values as a part of attitudes.
However, some differences exist between values and attitudes.
Attitudes are specific and related to distinct objects; people, or
ideas.

Values are more general than attitudes, values often contain

statement of goodness or badness associated with the attitudes
which people hold. Values are, then, beliefs about which attitudes
we should have or how we should behave.

Values and Behavior: Behavior of people is influenced by the values

which they hold, particularly in terms of those stimuli which have
some value orientation in the organizational context, understanding
the influence of individual value system on the behavior of
individuals in the following manner:

•Values influence an individual perception about the problems he

faces and consequently the decision he makes to overcome those
problems.

• Values influences the way in which an individual looks at the other

individual and groups of individuals, that is, interpersonal
relationship. Values become the basis of such interpersonal
relationship interactions.

•Individuals judge organizational success as well as its achievement

of the basis of their value system. Thus, for some individuals,
organizational success may be in the form of high profit earning
irrespective of the means adopted where as, this may be a mean
thing for other individuals.
•Individuals set limit for the determination of what is ethical or
unethical behavior for themselves as well as for the others.

• Values determine the extent to which individuals accept

organizational pressures and goals. If these do not match with the
value held by them, they thwart the organizational pressures and
goals, and even leave the organization.

Employees’ Attitudes towards the Organization: Attitudes are

not the same as values, but the two are interrelated. You can see
this by looking at the three components of an attitude: cognition,
affect and behavior. The belief that “discrimination is wrong” is a
value statement.

Cognitive Component of an Attitude: It sets the stage for the

more critical part of an attitude and is reflected in the evaluative
statements concerning objects, people or events. The behavioral
component of an attitude refers to an intention to behave in a
certain way towards someone or something. In organizations,
attitudes are important because they affect job behaviour.

If workers believe, for example, that superiors, auditors, bosses, and

time-andmotion engineers are all in conspiracy to make employees
work harder for the same or less money, and then it makes sense to
try to understand how these attitudes were formed, their
relationship to actual job behaviour, and how they might be
changed.

Types of Attitudes: A person can have thousands of attitudes, but

Organizational Behaviour focuses our attention on a very limited
number of work-related attitudes. These work-related attitudes tap
positive or negative evaluations that employees hold about aspects
of their work environment.
Most of the research in OB has been concerned with three
attitudes: job satisfaction, job involvement, and organizational
commitment.

Job Satisfaction: The term job satisfaction to an individual’s

general attitude towards his or her job. A person with a high level of
job satisfaction holds positive attitudes about their job, while a
person who is dissatisfied with his or her job holds negative
attitudes about the job. When people speak of employee attitudes,
more often mean job satisfaction.

Job Involvement: The term job involvement is a more recent

addition to the OB literature while there isn’t complete agreement
over what the tem means. A workable definition states that job
involvement measures the degree to which a person identifies him
with his or her job and considers his or her perceived performance
level important to self worth. Employees with a high level of job
involvement strongly identify with and really care about the kind of
work they do.

Organizational Commitment: The third job attitude is

organizational commitment, which is defined as a state in which an
employee identifies with a particular organization and its goals, and
wishes to maintain membership in the organization. So, high job
involvement means identifying with one’s specific job, while high
organizational commitment means identifying with one’s employing
organization.

Attitudes and Consistency: Research has generally concluded

that people seek consistency among their attitudes and between
their attitudes and their behavior. This means that individuals seek
to reconcile divergent attitudes and align their attitudes and
behavior so that they appear rational and consistent.
When there is an in consistency, forces are initiated to return the
individual to an equilibrium state. Cognitive Dissonance Theory: This
theory sought to explain the linkage between attitudes and
behavior. Dissonance means an inconsistency. Cognitive dissonance
refers to any incompatibility that an individual might perceive
between two or more of his or her attitudes, or between his or her
behavior and attitudes.

Moderating Variables: The most powerful moderates have been

found to be the importance of the attitude; specially, its
accessibility, whether there exist social pressures, and whether a
person has direct experience with the attitude.

Important attitudes are one’s that reflect fundamental values, self-

interest, or identification with individuals or groups that a person
values. Attitude that individuals consider important tend to show a
strong relationship to behavior.

Attitude Survey: The preceding review indicates that knowledge of

employee attitudes can be helpful to managers in attempting to
predict employee behavior. But, how does management get
information about employee attitudes. The most popular methods
are through the use of attitude surveys.

Job Satisfaction: Job satisfaction is one of the important factors

which have drawn attention of managers in the organization as well
as academicians Various studies have been conducted to find out
the factors which determine job satisfaction and the way it
influences productivity in the organization. Though, there is no
conclusive evidence that job satisfaction affects productivity directly
because productivity depends on so many variables, it is still a
prime concern for managers. Job satisfaction is the mental feeling of
favorableness which an individual has about his job. “Dubrins” has
defined job satisfaction in terms of pleasure and contentment when
he says that.

Determinants of Job Satisfaction: While analyzing various

determinants of job satisfaction, we have to keep in mind that all
individuals do not receive the same degree of satisfaction though
they perform the same job in the same job environment and at the
same time. Therefore, it appears that besides the nature of job and
job environment, there are individual variables which affect job
satisfaction. Thus all those factors which provide a fit among
individual variables, nature of job and situational variables
determine the degree of job satisfaction. Let us see what these
factors are, Individual Factors: Individuals have certain expectation
from their jobs. If there expectations are met from the jobs, they
feel satisfied. These expectations are based on an individual’s level
of education, age, and other factors.

1. Level of Education: Level of education of an individual is a factor

which determines the degree of job satisfaction. For example,
several studies have found the negative correlation between the
level of education, particularly higher level of education and job
satisfaction.

2. Age: Individuals experience different degrees of job satisfaction

at different stages of their life. Job satisfaction is high at the initial
stage, get gradually reduced, starts rising up to certain stage and
finally dips to a low degree.

3. Other factors: Besides the above two factors, there are other
individual factors which affect job satisfaction. If an individual does
not have favorable social and family life, he may not feel happy at
the work place.

Similarly, other personal problems associated with him may affect

his level of job satisfaction.
Effect of his Job Satisfaction: Job satisfaction has a variety of
effects. The effects may be seen in the context of an individual’s
physical and mental health, productivity, absenteeism, and
turnover.

Physical and Mental Health: The degree of job satisfaction affects an

individual’s physical and mental health. Since, job satisfaction is a
typed of mental feeling, its favorableness or unfavourableness
affects the individual psychologically which for example, “Lawler”
has pointed out that drug abuse, alcoholism, and mental and
physical health results from psychologically harmful jobs.

Improving Job Satisfaction: Job satisfaction plays a significant

role in the organization. Therefore, Managers should take concrete
steps to improve the level of job satisfaction. These steps may be in
the form of job re-designing to make the job more interesting and
challenging, improving quality of work life, linking rewards with
performance, and improving overall organizational climate.

Attitude Measurement: Attitudes are subjective attributes of

people. They can be regarded as construct in the sense that they
are conceptualizations of human qualities that are formed on the
basis of either rational consideration or statistical evidence. Thus,
people may vary along a number of attitudinal dimensions.

Keeping this measurement aspect in to consideration, the attitudes

might be defined operationally by describing the measurement
systems that psychologists use to measure attitudes. Attitude
measurement, developed largely by social psychologists is
concerned with the efforts to tap these attitudes as they are
characteristics of individuals. There are many methods of attitude
measurement. The Thurston type of scaling goes back to the early
work of Thurston and Chive, which collected a large number of
statements relating to the area in which attitudes were to be
measured. This statement may be relating to any object about
which attitudes were to be measured. The statements are both
favorable and unfavorable and are placed in 11 piles, with most
favorable one being placed in pile 11. Other statements are placed
in between their position depending on the degree of favorability or
unfavorability.

The scale is then presented to the respondents. Each respondent

checks the statement in pulling together numerous methods
dealings with attitude measurement. They are:

=> Self Report

=> Indirect Tests

=> Direct Observation Techniques

=> Psychology Reaction Techniques

However attitude measurement of employees in an organization is

most commonly carried out with self-respect questionnaires uses
several scaling methods. There are three types of attitude scaling
which are commonly used in attitude measurement. They are
Thurston type of scale, Likert scale, and semantic differential. With
which he agrees his attitude score is then based on the average or
the median scale of the statements that he has checked. Soon after
Thurston scale, Likert experimented with certain other varieties of
attitude scales. Likert’s attitude scale uses five points. The
statements relating to the measurement of attitude is given to the
person concerned and he is asked to check one of the five points
given for every statement. These points show the degree of
agreement or disagreement with the statement. The Likert scale is
considered better as compared to Thurston because of several
positive facts.

For example, in this scaling, there is no much problem in making

numerous statements which will show both positive and negative
degree. The semantic differential, an attitude scaling technique that
lends itself to various applications, was developed by Orgood, Suci
and Tannenbaum.

Therefore, an employee who has a high level of job satisfaction

tends to bear attitudes, which are favorable to the organization.
Balancing the positives with the negatives is important so that the
employees will not be disappointed and become a problem that
would have been avoided from the beginning.

Attitudes cannot be changed drastically or quickly. There is a reason

why people have attitudes; it is a part of them. To change a person
takes patience and lots and lots of stalls, especially in a boss-
employee relationship where it is more formal. Sometimes, all it
takes is a warning in simple words which is to change an
unfavorable attitude.

When an employee discloses a mental health problem, try to work

out a reasonable accommodation. Give him/her time off from work
or a modified work schedule, make physical changes to the work
place, or adjust upervisory instructions or training. Many mental
health problems are highly treatable and cause only temporary
disruptions at work.

If an employee with a chronically negative attitude suddenly claims

a mental disability, employers have the right to ask for medical
certification and/or, in some situations, a second opinion. However,
credible testimony from a family member may be enough, and
asking for more may be an invasion of privacy. Check with an
attorney before requesting these.

Strike before the iron gets hot by including conduct problems in

your employee hand book. Develop a policy that clearly delineates
the types of behavior which are not acceptable in your workplace.
The above mentioned examples are some which can change
unfavorable attitude to a favorable one.

CONCLUSIONS :

BIBLIOGRAPGHY :

BOOKS
• K ASWATHAPPA
 Human resource management (fifth,2008)
Tata mc graw-hill.

• SARAH COOK
The essential guide to employees
Kogan Page Publishers

• M.N.RUDRABASAVRAJ
Dynamic personnel administration(sixth,1996)
Mrs. Meena pandey.

• N.W.PARULEKAR
HRD sills for organizational excellence(first,1999)

WEBSITES
• AMAZON.COM
• TAJ HOTEL.COM
• FREE MANAGEMENT LIBRARY.COM
• CITE REFFERNCE FOR MANAGEMENT NETWORK
• HHTP:II BOOKS.GOOGLE.CO.IN/BOOKS

ANNEXURE

Questionnaire
1.NAME OF EMPLOYEE:

2.DESGINATION OF EMPLOYEE:

3.GENDER: MALE FEMALE

4.HOW LONG YOU WORKED FOR COMPANY

• LESS THAN A YEAR
• 1YR-3YR
• 3YR-5YR
• 10YR-20YR
• 20YR-ABOVE

5.OVERALL HOW YOU RATE THE COMPANY AS A PLACE

OF WORK AS COMPARED TO OTHER COMPANY YOY
KNOW ABOUT.

ONE OF BEST ABOVE AVERAGE AVERAGE

BELOW AVERAGE ONE OF WORST

6.DO YOU GET CHANCE TO LEARN NEW SKILLS AND

DEVELOP YOUR TALENT?

ON A GREAT DEED ON AVERAGE ABOUT

AVERAG
E
HARDLY ANY DO NOT KNOW/ NOT APPLICABLE

7.A CHANCE TO HAVE YOUR IDEAS ADOPTIONS AND PUT

INTO USE-

ON A GREAT DEED ON AVERAGE ABOUT

AVERAG
E
HARDLY ANY DO NOT KNOW/ NOT APPLICABLE

8.MANAGMENT APPROACHES AND UNDERSTAND YOUR

PERSONAL PROBLEMS-

STRONGLY AGREE AGREE NEUTRAL

HARDLY ANY STRONGLY DIS AGREE

9. YOUR EMPLOYEER IS FAIR AND RESONABLE

STRONGLY AGREE AGREE NEUTRAL

HARDLY ANY STRONGLY DISAGREE

10.OPPOTUINITY TO EXPERINCE A REAL SENSE OF

PERSONAL ACCOMPLISHMENT

STRONGLY AGREE AGREE NEUTRAL

HARDLY ANY STRONGLY DISAGREE

11.OPPORTUNITY TO PARTICIPATE. DO YOU FEEL TO

EXPRESS YOURSELF

STRONGLY AGREE AGREE NEUTRAL

HARDLY ANY STRONGLY DISAGREE

12.HAVE YOU EVER OBSERVED ANY ETHICAL VIOLATION

ON JOB

YES NO
13. WOULD YOU LIKE TO GIVE ANG SUGGESSTIONS: