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PROJECT REPORT

ON

“QUALITY OF WORKLIFE AT VIJAYKRISHNA GRANITES”

INTERNAL GUIDE: EXTERNAL GUIDE:

Prof. MAHANTESH JAKETY Mr. RAGAVENDRA

PGDMS Finance Manager

S.I.T, Tumkur KST, Bellary

SUBMITTED TO

VISVESVARAYA TECHNOLOGICAL UNIVERSITY

BELGAUM

IN PARTIAL FULFILLMENT OF

MASTERS IN BUSINESS ADMINISTRATION

Submitted by:

PAVITHRA HITNALReg no: 1SI06MBA52

POST GRADUATE DEPARTMENT OF MANAGEMENT STUDIES

SIDDAGANGA INSTITUTE OF TECHNOLOGY

TUMKUR



CONTENTS

CHAPTER TITLE PAGE NO.

CHAPTER 1 INTRODUCTION

1. Theoretical background of the study

2. Industrial background of the study

CHAPTER 2 GENERAL INTRODUCTION

1. Statement of the problem

2. Objectives of the study

3. Scope of the study.4. Methodology

5. Limitations of the study.

CHAPTER 3 PROFILE OF THE ORGANIZATION

1. Overview of the group of industries.

2. Overview of the company.

CHAPTER 4 ANALYSIS OF FINDINGS

CLASSIFICATION & TABULATION OF DATA

1. Analysis and interpretation of data

CHAPTER 5 SUMMARY OF FINDINGS, CONCLUSIONS, &

R ECOMMENDATIONS.

1. Summary of the findings

2. Recommendations

3. Conclusion

CHAPTER 6 ANNEXURE

Questionnaire

CHAPTER 7 BIBLIOGRAPHY



LIST OF TABLES

Table No. Table Title Page No



EXECUTIVE SUMMARY

TITLE: Quality of Work Life of the employees in VKG

STATEMENT OF THE PROBLEM

Employees are unhappy so they want to know the quality of work life of the employees

scientifically

OBJECTIVES OF THE STUDY

1. To study HR practices and policies.

2. To access the quality of work life of the employees.

3. To suggest measures for improving quality of work life.

SCOPE OF THE STUDY

The scope of the study comprised procedures, working environment, job satisfaction, and

attitude



METHODOLOGY

Design:

The nature of the research was exploratory as well as diagnostic. The study aimed to know the

behavioral and technical training needs of the employees.

The methodology adopted for the study is as follows:

Source of data:

Data was collected based on two sources

• Primary data

• Secondary data

Primary data:

Primary data is collected with the help of interview schedule method by using a questionnaire

from the target employees, interpretation can also be done correctly by this method. This is

because the method is much helpful in factors such as obtaining choices and helping respondents

to understand the choices and helping respondents to understand the significance and answer to

their ability. In this method the response rate and reliability is much higher. In addition to this,

data is also collected through observation method.

Secondary data:

Primary data was not adequate so secondary data was collected through records, personnel

reports of VKG, business journals academic bodies personnel department.

Sample size: 40 employees of VKG of Bellary.

Sampling design: 40 employees of VKG of Bellary

The focus was on the employees of VKG. The mode for primary data collection is structured

questionnaire. The basic information about the issue was collected visiting the head office. The



sample selected is by random sampling. The questionnaire was prepared with the guidance of the

external guidance.

LIMITATIONS OF THE STUDY

1. Time constraint

2. Disturbs the employees during the work

3. Hawthorne effect could not be entirely eliminated

4.. This study was restricted to Sutherland, Chennai due to time and cost constraints and

hence the findings cannot be extrapolated for other cities or regions.

5. The study is focused on Quality of Work Life only and other aspects are not under

purview.

6. There may be changes in HR policies and strategies in the future which in turn may

influence changes in employees’ perceptions and expectations.

INTRODUCTION

Introduction

This chapter presents the theoretical concepts about issues related to quality of work life. It also

provides the profile of the study company, namely, Sutherland besides aim and

objectives of the study. The layout of the dissertation is also presented.



I.1 Basic / Theoretical Concepts

QWL: The term (Johnson, 2000) Quality of Work Life (QWL) was first introduced in 1972 during

an international labour relations conference. QWL received more attention after United Auto

Workers and General Motors initiated a QWL program for work reforms. QWL is a process by

which an organization responds to employee needs by developing mechanisms to allow them to

share fully in making the decisions that design their lives at work. QWL has been well recognized as

a multi-dimensional construct.

Quality of Life / Living: The Quality of Living index (web 2) is based on several criteria used to

judge whether an expatriate is entitled to a hardship allowance. A city with a high Quality of

Living index is a safe and stable one, but it may be lacking the dynamics that makes people want

to live in world-renowned cities such as Paris, Tokyo, London or New York. Sometimes you

need a little spice to make a city exciting. What makes one person's quality of life better or worse

cannot be quantified in an objective index.

Some basic concepts and definitions / meanings (web 4 ) related to the issues under study are

presented below:

Annualised hours: The employee and employer agree on the total number of hours the

employee will work per year, rather than per day or week. This allows flexible working patterns

throughout the year.

Career breaks: Literally a break in a career – usually to take care of a child or children. No

employment status, as the employee has usually resigned from their position.



Childcare facilities / On-site crèche: The employer provides a childcare facility for staff with

children, or alternatively may subsidise the cost of education of childcare at an external provider.

Compressed working week: Contractual full-time hours are worked during the week but with a

variance such as working longer hours over four days instead of a five-day week.

Core hours: Hours (for example, 10.30am to 4.30pm) during which people working `flexitime’

hours must be engaged in work.

Employee assistance programmes (EAP): Employers engage an organisation to provide

counselling services to employees when needed, on issues from stress through to coping with

bereavement. The external organisation provides direct access to counsellors, and other advisors,

for employees who may be troubled by family, personal, or work related problems. Employees

can phone at any time to make an appointment and it is a confidential service.

Family-friendly: Any policy or practice that helps families balance work and family

commitments.

Fitness benefits: The employer provides gym or health club membership for employees.

However, fitness benefits can be wider than simply a gym membership. For example, employees

may be provided with a certain fixed amount of money per year to spend on

fitness/health/wellbeing – such as a gym membership, a yoga course, or new running shoes.



Fixed-term agreement: A fixed term agreement is an employment agreement where the

employer and employee agree that the employment relationship will end after a specific period of

time, or when a particular project finishes or a specific event occurs.

Flexible working: An agreed working arrangement that differs from the ‘standard’ working

arrangement. Quality flexible work allows employees to meet personal commitments, such as

dropping children off at school or working as a volunteer, while at the same time the meeting the

needs of the job and the workplace.

Flexitime: Employees must work their ‘core hours’ and complete an agreed total number of

hours, but otherwise can choose when their working day will begin and/or end.

Health benefits/private healthcare benefits: Employees are given health checks and advice

from health professionals. Additionally the employer may buy in healthcare services from a

private healthcare firm, to enable employees to receive free or discounted healthcare benefits.

Holiday purchase: A scheme that enables employees to buy an additional number of days’

holiday on top of their annual entitlement. The cost of a day’s holiday will usually vary

according to salary and be taken out of an employee’s annual pay. There is usually a limit to the

number of days that can be bought.

Job share: The responsibilities of one job are rearranged and split between two part-time

workers.



Lifestyle support: The employer sets up services to assist employees in managing their busy

lives such as arranging for dry-cleaning to be picked up from, and delivered back to, the business

address.

Mentoring: The employer offers support to an employee from a mentor, normally based outside

the organisation, either over the phone or face-to-face. The employee has regular sessions with

their mentor who advises on issues relating to business and personal goals.

Parental leave: Leave that working parents can take by law to care for their child after its birth

or adoption, provided certain criteria are met. Some employment agreements have parental leave

provisions that confer more beneficial entitlements than those provided by law.

Part-time working: A part-time employee has the same status as a full-time worker, but is

contracted to work less than full time hours.

Sabbatical: A period of unpaid leave granted at intervals for rest, study or travel. .

Self-managed working: Employees and employers agree on what outputs or outcomes the

employee must deliver, and employees manage their own working time to do so.

Shift working: The working day is split into shifts (eg. 8 am to 4 pm, 4pm to 12 night and 12

night to 8 am). Shift working is common where the work needs to be done over a longer period

than a traditional 8-hour day. Employees can be full or part-time workers.



Term-time working: An employee works during the school terms by prior arrangement with the

employer

Time Banking: The employee works slightly longer periods each day (such as an extra half

hour) and then takes the accumulated time as an extra afternoon or day off on a regular or semi-

regular basis (e.g. monthly). This needs to be by agreement between the employer and

employee.

Time in lieu arrangements: May be formal (for example, recorded in an employment

agreement) or informal. Such an arrangement might be when an employer and employee agree

that any overtime an employee works is compensated for by paid time off work rather than

through a monetary payment.

Unpaid leave: Absence from work for a set period of time, as agreed between the employer and

employee. The employee still maintains some kind of employment status but salary stops. The

employer and employee need to discuss whether benefits, such as holiday accrual, continue or

not, and how long the employee’s job will be held open for them.

Work-life balance: Work-life balance is about effectively managing paid work and the other

activities that are important to people.



Working from Home: The employee works from home either all or part of their working week,

whether full or part-time. The employer normally provides technology in the employee’s home

(such as a computer) to allow the employee to maintain contact with the office and clients.

Theoretical concept

Background

This chapter presents research and conceptual work about quality of work life, work-family

conflicts, financial and non-financial motivators.

II.1 Quality of Work Life

The defining of quality of work life (web 6 ) involves three major parts: occupational health care,

suitable working time and appropriate salary. The safe work environment provides the basis for



the person to enjoy working. The work should not pose a health hazard for the person. The

employer and employee, aware of their risks and rights, could achieve a lot in their mutually

beneficial dialogue.

The term "Quality of Work Life" (Bandopadhyay, 2005) was first introduced in 1972 during an

international labour relations conference. QWL received more attention after United Auto

Workers and General Motors initiated a QWL program for work reforms. It was defined as "a

process by which an organization responds to employee needs by developing mechanisms to

allow them to share fully in making the decisions that design their lives at work". QWL has been

well recognized as a multi-dimensional construct and it may not be universal or eternal. The

basic objectives of an effective QWL program are improved working conditions (mainly from an

employee's perspective) and greater organizational effectiveness (mainly from an employer's

perspective).

A win-win situation (Wood, 2003) may result if QWL is positively linked to business

performance. Positive results of QWL have been supported by a number of previous studies,

including reduced absenteeism, lower turnover, and improved job satisfaction. Not only does

QWL contribute to a company's ability to recruit quality people, but also it enhances a company's

competitiveness. Common beliefs support the contention that QWL will positively nurture amore

flexible, loyal, and motivated workforce, which are essential in determining the company's

competitiveness.

Other studies (Newsletter, 2005) also found positive associations between progressive human

resource management practices, such as training and staffing selectivity, and perceptual firm

performance measures. Employee satisfaction is essential to implementing high-performance or



high-commitment work systems, which often lead to a firm's financial performance. Financial

performance cannot be sustained unless the non-financial underpinnings of employee

satisfaction, innovation, productivity, product quality, customer service, and customer

satisfaction are measured and improved.

Quality of work life (Price, 2000) is becoming a major concern to organizations because of the

(a) Personal costs (withdrawing from work, reduced job satisfaction and burnout or rust out) and

(b) Organizational costs (turnover, poor service quality and productivity).

The well-being or quality of life (Indian Express, 2005) of a population is an important concern

in economics and political science. There are many components to well-being. A large part is

standard of living, the amount of money and access to goods and services that a person has; these

numbers are fairly easily measured. Others like freedom, happiness, art, environmental health,

and innovation are far harder to measure and could be more important. This has created an

inevitable imbalance as programs and policies are created to fit the easily available economic

numbers while ignoring the other measures that are very difficult to plan for or assess.

Employer and employee interests (Johnson, 2000) need not always conflict. Specifically, their

"win-win paradigm" for quality of work life and business performance suggests that a proper

alignment of management philosophy, business strategy, and human resource policies can

actually benefit all the key stakeholders. It is one’s personal satisfaction (or dissatisfaction) with

the cultural or intellectual conditions under which one lives (as distinct from material comfort)

that defines the perception of quality of work life.



Work-life balance (Phillips, 2006 ) is about effectively managing the juggling act between paid

work and the other activities that are important to people. It's not about saying that work is

wrong or bad, but that work shouldn't completely crowd out the other things that matter to people

like time with family, participation in community activities, voluntary work, personal

development, leisure and recreation. The 'right' balance is a very personal thing and will change

for each person at different times of their lives. For some people the issue is being able to get

into work or find more work rather than having too much work. There is no 'one size fits all'

solution.

Research has (Veenhoven, 2001) repeatedly shown that there are significant business benefits

associated with implementing work-life balance policies such as:

• improved recruitment and retention rates, with associated cost savings;

• reduced absenteeism and sick leave usage;

• a reduction in worker stress and improvements in employee satisfaction and loyalty;

• greater flexibility for business operating hours;

• improved productivity;

• improved corporate image, becoming an ‘employer of choice’.

Employees (Strandh, 2003) in companies already implementing work - life practices enjoy

significant benefits such as: Being able to effectively manage multiple responsibilities at home,

work and in the community without guilt or regret; Being able to work in flexible ways so that

earning an income and managing family/other commitments become easier; and Being part of a

supportive workplace that values and trusts staff.



Work-life balance (Rode, 2005) initiatives can make it easier to juggle multiple responsibilities

at home, work and in the community. People with a good work-life balance are healthy

physically, emotionally and socially, and have a sense of control over their life. Ideas in action

for achieving Work-Life Balance: (a) Flexible start and finish times – start early and finish in

time to pick up the kids from school; (b) Scheduling meetings between 9am and 3pm. Flexible

working hours – including, job sharing, four-day weeks, nine-day fortnights, fixed-term work;

(c) Flexible work locations: tele-working, home-working; (d) Time banking – this means saving

up your work hours as “credits” to be taken later to fit in with home or other commitments; (e)

Providing childcare services – childcare facilities, after-school care or home-work spaces,

school-holiday programmes; (f) Study leave, leave without pay, career breaks; (g) Providing

information about government assistance programmes, and paid parental leave.; (h)

Supporting employees’ sport or cultural activities; (i) Supporting voluntary work as part of paid

work time; and (j) Maintaining contact with workers on parental leave and allow graduated

return to work after parental leave.

In social indicators research (Sirgy et al, 2001), two main sets of theories are used to explain the

relationship between quality of working life and life satisfaction: ‘spill over theories’ and

Maslow’s ‘needs hierarchy theories’. Spill over theories predict that satisfaction in one life

domain can ‘spill over’ into other life domains. This can occur in a horizontal direction – for

example, from satisfaction with work to satisfaction with health – or alternatively, in a vertical

direction as domains up and down the domain hierarchy can spill over into each other. Hence,

satisfaction with the work domain might affect satisfaction with life as the highest-level domain.



The second set of theories, needs hierarchy theories (Hajiran, 2006 ), postulates that there are

different levels of needs and that when one set of needs is satisfied, they are no longer important

in determining life satisfaction (or job satisfaction); instead, a higher set of needs come into play

once lower-level needs are satisfied. This means that survival needs (a decent salary and secure

job) take precedence, but once these are satisfied, social needs, ego needs (self-esteem and

autonomy) as well as self-actualisation become more important. The report will explore if these

theories apply across Europe.

It appears that the greatest problem (Jager et al, 2004 ) in relation to work–life balance is the

degree to which work negatively impinges on home life: the most common problem cited by

respondents is being too tired from work to carry out household tasks, followed by a clash of

responsibilities at the expense of family life, followed by the risk of poor work performance due

to an unfavourable work–life balance. Moreover, as noted above, there appears to be a

correlation between a country’s level of GDP and people’s work–life balance: respondents in the

less prosperous countries are more likely to cite problems with work–life balance than those in

the most affluent countries.

Work-Family Conflicts

Work / family issues (Lu, 2006 ) are only beginning to gain attention in developing societies.

With the globalization of world economy, and being one of the Asian Tigers, India has attracted

a vast number of multinational companies to invest. In the spirit of free competition, employees

in India are becoming more than ever exposed to stressful western and industrialized work

situations. Mergers and acquisitions, new management styles, retrenchment, job insecurity are



now commonly found. With the rising proportion of females in the workforce, more and more

Indians are now caught between the demands of work and family.

Much evidence suggests that while some people are able to combine work and family life in a

satisfactory manner, others report high levels of stress in their attempt to reconcile these two,

often competing, spheres (Strandh, 2003). Furthermore, it is not unreasonable to expect that the

ability to successfully combine work and family responsibilities might well vary between men

and women, given their traditionally differing family responsibilities, as the pressure of childcare

or other caring responsibilities come to bear on both households and individuals at different

points over the family life course.

The ability to successfully (Fahey et al, 2003) combine work and family responsibilities is

particularly important in light of the Lisbon agenda, which aims to raise the participation rate of

women in the labour market in all countries. Thus, work–life balance may no longer be

considered as an exclusively private problem, but one of public policy. Indeed, improving work–

life balance, redefined as the participation of men and women in family life, has become a

European policy goal. This issue is addressed in this report by including work–family balance as

a component of the quality of work measure.

Carlson et al. (2002) further distinguished three forms of work/family conflict: time-based

conflict, strain-based conflict and behaviour-based conflict. Time-based conflict may occur when

time devoted to one role makes it difficult to participate in another role; strain-based conflict

suggests that strain experienced in one role intrudes into and interferes with participation in

another role; and behaviour-based conflict occurs when specific behaviours required in one role



are incompatible with behaviour expectation in another role. All the three forms are formulated

based on the role theory, which conceptualizes conflicts as reflecting incompatible demands on

the person, either within a single role or between multiple roles occupied by the individual.

II. Financial and non-Financial Motivators

The IT industry (Shah, 2006 ), being a knowledge-based sector, requires a workforce that is

highly competent. Also, the demanding nature of work in the industry requires effective

strategies to retain its workforce. With growing demand for Indian IT professionals overseas and

with multinational IT companies establishing their offices in India, retention becomes very

difficult. To handle the challenge, companies have started using a variety of retention tools such

as ESOPs and RSUs. They have also taken other initiatives like improving the work-life balance

of their employees, encouraging learning and development, developing a positive organization

culture, etc. to retain their employees.

The most important non-financial (Woodruffe, 2006 ) motivations are:

Advancement : (extent to which they perceive that their job is giving them the opportunity for

career advancement, both on a short-term and long-term basis)

Autonomy: (like to be able to get "on a roll" as far as work is concerned).

Civilized treatment : (many organisations treat people in a brusque, even uncivilized way - it can

easily wipe out a great deal of effort by a human resources department in recruiting).

Employer commitment : (employers are genuinely committed to them and to their careers).

Environment : (A pleasant working environment is always welcome).



Exposure to senior people: (being noticed by organisation's senior people and that they could

approach these people if necessary for advice and guidance).

Praise: (Extending people praise where praise is due often requires a negligible amount of time

on the part of a manager or even energy, but the emotional benefits to the member of staff can be

enormous).

Support is available: (Employees like to feel that there is someone available to whom

they can turn for advice if they need it).

The feeling of being challenged : (Eskildsen, 2006 ) (Employees like to feel challenged, given that

they believe they have the tools and skills to respond to the challenge successfully).

The feeling of being trusted : (Feeling trusted is a gratifying feeling because it makes

one feel a useful part of the team and confers significant status).

The feeling of working for a good and reliable organization: (People want to be proud

of their jobs and of their organizations they work for).

The feeling of working on useful assignments: (Feeling that one is doing a truly useful

assignment is extremely powerful as a factor motivating employees).

The work/life balance is respected : (Employees know they are going to have to work hard, but an

employer who shows sensitivity to work/life balance issues is very likely

to outscore one who does not).



Industry profile

Introduction to granite industries in India

India is a treasure trove of stones, possessing a wide spectrum of dimensional stones viz. Granite, Marble, Sandstone, Limestone, Slate, Quartzite

etc., spread out all over the country. The quality of deposits is outstanding and

Indian stones are known for their strength and vibrancy. Indian Stones conform to

the highest International Standards and provide excellent uniformity and

consistency and have been used in several well-known buildings all over the world.

India is also amongst the largest producer of finished and raw stone material

and the sector is quite developed and vibrant in South as well as in Rajasthan and

Gujarat, with a dedicated resource of entrepreneurs. India also has an indigenous

resource of machinery & tool manufacturers, which cater well to the demands of

this sector.

The Indian stone industry has evolved into the production and

manufacturing of rough blocks into polished granite slabs, tiles, calibrated - ready

to fix tiles, monuments, tomb stones, sculptures, artifacts, cobbles, cubes, kerbs,

pebbles and landscape garden stones.

While being the third largest exporter of stones in the world, India is also

amongst the largest consumers of stones and stone products. With a well-

established distribution network within India, the Indian stone industry caters well

to the domestic demand and rising aspirations of the burgeoning middle class of

India



THE MISSION

DEVELOP

PROMOTE

SUPPORT INDIAN STONE INDUSTRY

Karnataka is endowed with rich varieties of granite resources. Approximately

thirty varieties of rocks are available in Karnataka. Granites with pleasing textures

and colours apart from attractive gneisses, migmatites, sober dyke rocks are

abundantly available. The peninsular gneisses, closepet granites and younger

granite intrusions are main sources of ornamental stones in Karnataka. The pink

migmatic granite and grey granite of peninsular origin are attractive and widely

used. Pink propheries and pink granites of closepet groups add to the varieties of

granite with their enchanting look.

For many years, AIGSA (All India Granites and Stone

Association) has been recognized as the only prime body for the

natural stone industry and it is in the forefront in representing the

industry at all levels. It is therefore nominated as a member in

several panels and committees constituted for the benefit of

granite, marble and other stones industries. For instance,

The Planning Commission of India has set up a Working Group on Mineral

Exploration and Development (other than coal and lignite) for the Tenth Five Year

Plan period. The AIGSA is taken as a member in this Group, being the premier



representative body of India’s ornamental stones industries. The Working Group

has constituted a sub group on mineral output industries, which in turn, has set up

seven committees to study the output of mineral industries.

Granite Development Council, Ministry of Mines, Government of India has

constituted Central Agency for Research and Development of granite. The

Research and Development Centre for Granite is set up in the premises of National

Institute of Rock Mechanics (NIRM), KGF, Kolar, Karnataka. The President of

AIGSA is a member of the Centre, representing granite industry.

NPDSI (‘National Programmed for Development off Stone Industry in India)Department of Small Scale Industries, Government of India, with the help of

United Nations Industrial Development Organization (UNIDO) has come out with

a programmed called NPDSI.

AIGSA is nominated to the steering committee. As member of the sub

committee constituted by Central Geological Planning Board of Geological Survey

of India (GSI), AIGSA organised collection of stone samples from its members for

the display at the museum of dimensional stones planned by the Board.

Mechanical and chemical tests are conducted on samples and results furnished

to the members from GSI, Hyderabad where the museum is set up so as to enable

the members to assess the quality of their products.

Mapping of stone bearing areas is also taken up to collect maximum possible

details for the benefit of the industry.



Problems of stone industry

As already mentioned, AIGSA has been taking up the causes of the Industry

in general and the members in particular to the respective bodies for proper

solution. It is functioning as the authorised representative of Indian granite and

stone industry and holds talks with authorities and ministries at the state and

central level. It is also extending its activities at international level depending on

the issues cropping up from time to time.

AIGSA also extended its support to tackle issues like anti-dumping inCanada and Europe. AIGSA has also strongly countered bogus propaganda about

child labour in Granite Quarries by certain vested interests in Germany & other

parts of Europe. Child Labour is not used by Granite industries



Company profile

PROFILE OF VIJAY KRISHNA GRANITES

M/s Vijay Krishna granites pvt. ltd., was started in the year 1988 by DR.D.L RAMESH

GOPAL who is the managing director of the company since its introduction. Initialy company

was started with 28 lacs financed by Karnataka state finance corporation(KSFC), Banglore,

promoters contribution of Rs10 lacs and a working capital of 5 lacs from Andhra bank(Total

Capital 0f Rs 43 lacs), Bellary with a work force of 9 personnel.

Today, after a period of 20 years the company has grown into a medium scale company

with an investment of 8.00 crores and with manpower of 140 personnel.

Initially the companies activities was limited to polishing granite slabs only.

Today the company produces granite slabs, tiles , monuments, tomb stones, markers, cobble, and

kerbs stones in 36 attractive Indian colours. The companies quality and wide range of colours has

been widely appreciated and presently the company is exporting fully furnished goods to

Singapore, Malaysia, Hong kong,Colomba, Kenya, Muscat, Mauritius, dubai, doha, Bahrain,

Kuwait, Isreal, Turkey, Cyprus, Greece, Holland, Lativia and USA. Almost 90% of production is

being exported. For the year 2007-2008 the forex earnings are expected to touch 70 million US

dollars.

The company has following appreciations in it’s account

1993 “ Conmat” Hubali

1994 “GDIFT” Govt of Karnataka

1994 “Best Industry Award” Govt of India

1995 “Buildmat” Davangere

1995 “ Sir.M.Vishweshwariah Award” Govt of Karnataka

1996 “ Sir.M.Vishweshwariah Award” Govt of

1997 “Capexil” certificate of merit Govt of India1998 “Capexil” certificates of merit Govt of India

1999 “Capexil” certificates of merit Govt of India

Apart from the above, the company has been certified with ISO 9001:2000 by TUV, Germany

for quality management systems.



In order to achieve its Mission the Company is maintaining separate quality inspection

department where trained employees with latest available equipments like verneir and

Glossometer are used to monitor the quality.

The company has supplied goods to many prestigious hotels, palaces, villas and

community centers around the world.

The company is equipped with best of machinery produced in India, and it doesn’t

include any machinery which has been imported. The policy of the company is to import nothing

and export as much as possible it means it is export oriented company. The company is also

employing people of bellary only to develop the backward areas in bellary.

The Management has excellent relationship with overseas customers to find employment

in overseas for our sincere workers. Till to date more than 11 personnel are employed in different

middle east countries and another seven are scheduled to leave for overseas appointments.

The entire work force including managing director to unskilled worker wear a similar

uniform with a symbol of equality and brotherhood.

The managing director Dr.D.L.Ramesh Gopal a M.B.B.S graduate with 20 years of

medical practices has turned a tiny industry into a big medium scale industry.

He claims that 50% of his success due to excellent marketing stratergy and quality of their goods

and 50% from dedicated work force. Overseas customers prefer to buy goods from them because

of reliability, quality and in time shipment.

M/s Vijay Krishna group of companies which is situated in a bellary, being very far from

metros, faces severe problems for exports. Other problems include non-availability of rough

granite blocks in time.

Vision of the company

• To be the best global market player in the quality.

• Identify best manufacturing quality policy of the company.

• Strive to improve your customer satisfaction by ensuring compliance to customer

requirements



• Ensure continuous improvement of product quality through feedback , analysis,

innovation, corrective and preventive measures.

Mission of the companyTo manufacture good and qualitative finished slabs & tiles as per the demand & go in

to the international market & to achieve customer delightness through professional system &

prospective in every filed giving due weightage to the development of human resources

available in the organisation. To advance the firm with the latest technology established

leadership in the filed & to national wealth ultimately to become one of the best granite

industry in India & overseas market.

VKG products.

The different types of good quality granites slabs that are manufactured in Vijay

Krishna Granites Pvt. Ltd are

• Cats eye.

• Black galaxy.

• Colombo juparana.

•

Kashmire white.• King cobra

• sira gray

• Tiger skin

• Kashmir gold

• Raw silk

• Lavender Blue

• Red multi colour

• Golden yellow

• Mist white

• Ruby Red

• Viscon white



• Black absoluto

Area of operation

Vijay Krishna Granites service has been widely spread across 4 continents and

about twenty countries. It has its establishment all over the regional, National and Global.

Infrastructure Facilities

• The centralized department of purchase, finance, marketing national/international.

• Infrastructure facilities are excellent all of excellent furniture cabin and air

conditioned black.

• Good tech based machines.

• All the manufacturing units are well equipped with highly sophisticated and

automated machines.

All these branches and departments are connected through telephone and laptop with

internet facility for better co-ordination.



Other Group Companies are:

• Krishna Stone – Tech Pvt. Ltd.

• Krishna Tiles & Monuments, Bellary



• Krishna Transnational Marbles Pvt. Ltd. Bangalore

STRATEGIC LOCATION:

The plant is strategically located at KAKARLATHOTA ROAD, Opp.

GUGGIRETTI, BELLARY (KARNATAKA – INDIA) it is at south of Bellary

and 5 km away from the Bellary city.

Area:

The Bellary District has an area of 9885 Sq. kms. i.e, 9,56,220 hectares

which is the 11

th

largest district in the state.

This plant spreads over an area of 3 Acres of land. This key location

facilities easy sourcing of the world’s best granite from states of Orissa, Andhra

Pradesh, Kerala, Tamil Nadu and Karnataka.

KRISHNA STONE – TECH Pvt. Ltd. has grown into a large company and has

become popular in overseas market as one of the most reliable Indian Company for

polished granite.

The plant is equipped with best Indian Machinery having Installed capacity

of 1, 00,000 Sq. Mts. Per annum of granite slabs & Titles apart from monuments

and artifacts.

KRISHNA STONE – TECH’S services are spread across 4 continents and about

35 countries.



PRINCIPLES OF THE COMPANY

1. Import Nothing

2. Export everything

3. Importance to local personnel

4. Customer satisfaction

5. Qualitative product

PRODUCT PROFILE

KRISHNA STONE – TECH Pvt. Ltd. deals with the following plethora of

colors.

They even deal with elegance in Kitchen platforms and Vanity tops, also deal in

wide range of slates to choose from.





The above stated slates do not require polishing. They are just shaped into the

required angles and are ready for sale.



PRODUCTION DEPARTMENT

The major inputs required by the industry for production purpose include:

1. Stones

2. Kerosene

3. Polishing abbrasives

4. Power

The stone are the basic raw materials required by the company for production

and are purchased in Cubic Meter. Different types of stones are used for getting

different type of colors hence their cost per cubic meter also differs.

For Ex: Cost of Ikon Blue Rs 16,000 per Cubic Meter

Cost of Cat’s Eye Rs. 12,000 per Cubic Meter

Cost of Lavender blue Rs. 15,000 per Cubic Meter

Cost of black Galaxy Rs. 55,000 per Cubic Meter

Among all the granites black galaxy is the costliest and its availability is alsolow. It is the main stone exported by the company.

To produce per square feet of granite the power costs around Rs. 6.50 to Rs.

8.00 Production process of the company is explained with the help of 6 steps. Let

us look into each step briefly.

Step 1:

The stones bought from different places are stored in open space. The

stones are purchased in Cubic Meter and this has to be cut into square feet i.e., into

slabs. To start the production the stone has to be carried to the cutting section and

this is done using a gantry. Gantry is a Crane like machine which is capable of

lifting the sections. The capacity of the gantry is 25 tones.



Step 2 :

In this stage the Cubic Stone is cut into a smaller size of 20mm slabs. They

are cut once at a time using sharp blades made up of diamond powdered edges

containing segments.

The diamond tools with segments facilitates easy and fast cutting of the

blocks into slabs.

Each blade can be used for 19-20 times. The blade is available with

different diameters. The cost of the blade varies for different blades with different

diameters.

The 3 blades utilized by Krishna Stone – Tech are;

a. Blade with 2.2m diameter costing about Rs. 2 lakhs (1 machine)

b. Blade with 2.7m diameter costing about Rs. 4.5 lakhs (1 machine)

c. Blade with 3.5m diameter costing about Rs. 17 lakhs (1 machine)

The cost of each diamond tool is Rs. 1, 05,000 per set. The segments contained

in each blade is given as follows;

a) Blade with 2.2m diameter consists of diamond tool consisting 128

segments

b) Blade with 2.7m diameter contains 140 segments while,

c) Blade with 3.5m diameter contains 180 segments

After cutting every 18,000 Sq feet of stone the segments need to be changed.

Here it is to be noted that to cut black stone only water is used and for cutting

the other colored stones kerosene is used.



Step 3 :

After cutting the Cubic Stone into slabs, these slabs are again bought and stored

in the open space with the help of gantry. Now, these slabs are ready for polishing.

Step 4 :

In this section slabs are polished. The slabs are polished with the help of

machine having polythene bricks. Polishing is normally accompanied with heater

and also kerosene to retain the glow of the granite. Krishna Stone – Tech has 9

such polishing machines. Approximately polishing of 60 slabs per day takes place

in this company.

After this stage the slabs can be sold as such or processed further.

Step 5 :

Sand blasting stage or flaming stage. In this stage the slabs are polished such

that they become non – slippery. Non – slippery surface polishing is done using

sand blasting method or flaming method in which LPG gas cylinder is made use

of...

This type of polishing is exclusively done for bathrooms fitting etc.,

Step 6 :

After polishing (Sand Blasting / Flaming done on order basis) the next steps

is edge cutting and random cutting. The machine used for edge cutting has 2

parallel sliding blades which helps to give smoother finish along with a particular

sized tile say 11/11. This process is accomplished by kerosene so as to cool it and

give a proper finish.



The size of the blades of the machine is about 14 inches. Each blade costs

about Rs. 6500. One set of blade is used for every 14,000 Sq feet of granite slabs.

Krishna Stone – Tech has 4 edge cutting machines, each machine costs around Rs.

60,000 to Rs. 70,000. These machines are provided with filters so as to retain the

kerosene utilized during the process.

Boarding Machines (Hitachi S15) are also used for preparing certain other

accessories like Grinders, Basins, Pots etc.; these machines give the Granite a

hollow round shape. These accessories need a final polish and hence after cutting

of the granite into required accessory they are sending for final mirror polish.

This completes the production process of Krishna Stone – Tech Pvt. Ltd.



PRODUCTION PROCESS

Granite Stone

Cutting in to slabs

POLISHING

SAND BLASTING /

FLAMING

EDGE CUTTING

REQUIRED ACCESSORY

CUTTING

FINISHED PRODUCT



MANUFACTURING PROCESS

a) Primary sawing to split into sawn slabs.

b) Surface polishing

c) Edge cutting

d) Edge polishing, contour, chamfer and finish.

The blocks are first cut to slab of required thickness by using diamond circular

sawing machine. The surfaces sawn are fairly level and smooth. It is imperative tomaintain the machine’ running accuracy along with alignment of saw slice in order

to maintain the overall performance at optimum levels.

POLISHING:

The sawn slabs are loaded on polishing machines. Using silicon carbide abrasives

or diamond abrasives, the surface is leveled. Sufficient water should be supplied

and just sufficient pressure on the slab applied as required for the abrasive. Mirror

finish of the smoothened surface is obtained by the use of tin oxide powder and a

felt mob; buffing plates are available for this kind of finish. For polishing curved

surfaces portable tools using flexible papers of silicon abrasives are used. In many

cases resin bonded abrasives are also widely used. The polished slabs are next cut

to the required sizes on edge cutting machine using circular saw.



FINANCE DEPARTMENT

The most important thing that drives the customer towards the product is its

PRICE next to which are quality and company’s image. So, when a company

decides the price of the product it has to be really careful and not just quote any

price.

A major part of success of the company depends on the pricing policy of the

company. Because, if it fixes unreasonably high prices it is sure to loose itscustomers while of the other hand of they fix relatively lower prices they may

become a loss making company. So it is of utmost importance that the price

quoted is fair, reasonable and covers the basic costs incurred for production of the

particular product and a reasonable percentage of profit.

The pricing policies followed by Krishna Stone – Tech Pvt. Ltd. Is shown

below.

Price of the product = Raw material or landing cost + Direct wages

+ Process costs + Power + other Direct Costs + indirect expense + % of

Profit.

Export turnover of some of the years2003 – 04 Rs. 4.41 Crores

2004 – 05 Rs. 8.30 Crores

2005 – 06 Rs. 12.40 Crores



MARKETING DEPARTMENT

a) REVIEW OF LITRATURE

Marketing is everywhere formally or informally people & organizations

engage in a vast number of activities that could be called marketing. Good

marketing has become as uncertainty vital ingredients for business success and

marketing profoundly affects our day – to – day lives. It is embedded in

everything we do from the clothes we wear to the wet sites we click on, to the

advertisements we see.

Good marketing is no accident but a result of careful planning and

execution, marketing practices are continually being refined and reformed in

virtually all industries to increase the chances of success. But marketing

excellence is rare and difficult to achieve. Marketing is both on art and a science –

there is constant tension between the formulated side of marketing and the creative

side.

Marketing deals with identifying and meeting human and social needs one

of the shortest definitions of marketing is “Meeting Needs Profitably”.

The American Marketing association offers the full formal definition

“Marketing is an original function and a set of processes for creating,

communicating and delivering value to customers and for managing customer

relationships in ways that benefit the organization & its state holders.



The company see marketing management as the art and science of choosing

target markets and getting keeping and growing customers through creating,

delivering and communicating superior customer value.

Marketing people are involved in marketing 10 types of entities;

Goods, Services, Experiences, Events, Persons, Places, Properties, Organizations

and Orders.

COMPETING CONCEPTS OF MARKETING

What philosophy should guide a company’s marketing efforts? What relative

weight should be given to the interests of the organization, the customers and

society? Very often these interests conflict. The competing concepts under which

organization have conducted marketing activities include: The Production Concept,

Product Concept, Selling Concept, and Marketing Concept & Holistic Marketing

Concept.

a) The Production concept:

This is one of the oldest concepts in business, it holds that consumers will

prefer products that are widely available and inexpensive, and managers of

production – oriented business concentrate on achieving high production, low

costs, and mass distribution. It is also used when a company wants to expand the

market.

b) The Product Concept:

This concept holds that consumers will favor these products that offer the

most quality, performance or innovative features. Managers in these organizations

focus on making superior products and improving them over time.



c) The Selling Concept:

The selling concept holds that consumers and business, if left alone, will

ordinarily not buy enough of the organizations products. The organization must,

therefore, undertake an aggressive selling and promotion effort. The selling

concept is epitomized in the thinking of Sergio Zyman Coca – Cola’s former Vide

President of marketing. The purpose of marketing is to sell more stuff to more

people more often for most money in order to make more profit.

The selling concept is practiced more aggressively with unsought goods,

goods that buyers normally do not think of buying such as insurance most firms

practice the selling concept when they have overcapacity. Their aim is to sell what

they make rather than make what the market wants.

d) The Marketing Concept:

The marketing concept emerged in mid 1950’s, instead of a product –

centered “make and sell philosophy”, business shifted to customer – centered

“sense and respond” philosophy. Instead of “hunting” marketing is

“gardening”. The job is not to find the right customers for your products, but the

right products for your customers.

As the company grows and starts distributing its products in a number of

different markets, the managers of the company find themselves becoming more

separated from the final consumers. Manufacturers, Retailers, Suppliers of all

kinds of services and many other organizations need certain information in order to

be able to satisfy their customer wants and needs to design effective marketing

programs while still earning profits such information topics are of great interest to

the marketing managers. They are;



1) Target Marketers:

What is the best market for the product or services being offered by the

organization? How large is the target market? What are the attitudes, opinions,

preferences, lifestyles and so on, of its members.

2) Product / Services:

Regarding particular product or how satisfied or dissatisfied is the target

market with what is currently available? What product features and benefits do

these consumers desire? How do they compare organization’s product with

those offered by competitions? When to introduce a new product / service?

3) Price:

How much value does the target market offer on the product in question?

What advantages in features, benefits or appears does the organization’s

products have, might allow it to charge a higher price.

4)Distributional:

What distribution channel is the target market most likely to use while

purchasing the product in question? Is the organization pricing in line with what

target market expects to pay for the product when purchased through the channel?

Will the channel be able to provide support needed for the product?

5) Promotion:

What can the organization vary in its advertisement about the product so that

it will appeal to the target market and induce them to consider the organization’s

product more attractive than those offered by the competitors? Through what

media should the organization advertise. How often should the advertisements



appear and how much money should the organization spend on marketing? Should

personnel selling be used, if so how? What kind of promotion would have a

favorable effect on the target market?

Marketing managers in most organizations need answers to some or all of

these questions. Obtaining answers too many of these questions require access to

the final consumers. Consumers and other organizations are increasingly tuning to

Marketing Research to obtain the information they needed for decision makings.

“Marketing Research can be defined as the systematic design, collection,

and analysis and reporting of data and findings relevant to a specific marketing

situation faced by Company – PHILIP KOTLER”.

Marketing Research Specifies the information needed to address these

issues, design method for collection process, analyse the result and communicate

their findings and their implications.

Below are listed various usages of Marketing Research;

1) Measuring Market Potential

2) Market share analysis

3) Market characteristics survey

4) Sales forecasting

5) Demand forecasting

6) Evolution of new product opportunities

7) Brand preference study

8) Advertising research.

However the above list is not exhaustive. Marketing Research consists of 4 phases.

They are;



Phase – I Setting goal establishing strategies

Phase – II: Developing a marketing plan.

Phase – III: Putting a plan into action.

Phase – IV: Evaluating the plan effectiveness.

The usefulness of Market Research during these phases is illustrated in the

following table;

Overview of Market Research Process.

The 7 major steps of Market Research process can be categorized into three groups

as shown below;

Step I Determining or defining the problemStep II Specify what information is needed

Step III Identify the sources of information

Step IV Decide on the techniques for acquiring the information

Step V Gather and process the information

Step VI Analyze and interpret the meaning

Step VII Present the finding to the decision makers.

Exports Department

There is a manager Exports who is responsible for the exports department who is

assisted by the Asst Exe exports.



0

1 0

2 0

3 0

4 0

5 0

6 0

2 0 0 3 -0 4 2 0 0 4 -0 5 2 0 0 5 -

2 0 0 6

2006-07

y ea r

crores

S eri es

EXPORT TURNOVER FOR

• 2003 – 04 Rs. 4.41 Crores

• 2004 – 05 Rs. 8.30 Crores

• 2005 – 06 Rs. 12.40 Crores

• 2006 – 07 Rs. 30 Crores [Projected]



Human Resource and policies in V.K.G

Introduction:

A handbook of human resource policies is one that gives company policies,

rules and regulations concerning leave, provident fund, gratuity etc. It presents a

code of conduct and the expectations a company has form its employees.

It is usually given to a new employee at the time of joining and thus becomes a

necessary part of induction training.

ANALYSIS OF WELFARE MEASURES

1. BASIC RULES AND REGULATIONS

Probation period

Working Hours

Lunch break

Paid holidays

Other bonds

Transfer

Termination

2. MONTHLY OR ANNUAL ALLOWANCES, DEDUCTIONS, ETC

PF

Bonus

Leave travel allowance

Medical allowance

Other declarations for TDS



ESIC

Statutory deductions

Pay Cheques

Other allowances

3. LEAVE RELATED RULES

Sick leave

Casual leave

Leave during probation

Maternity leave

Leave application

4. OTHER WORKING NORMS

Time register

Leave or absent intimation

Responsibility

5. GRADE STRUCTURE OF V.K.G

6. REVIEW STRUCTURE

Increments

Promotions



7. TRAVEL, OUTSTATION OR LOCAL AND OTHER ALLOWANCES

Daily out station allowance

Out station allowance for loading

Out station mode of travel

Local travel reimbursement

8 SCHEMES

GSLI

EDLI

1. BASIC RULES AND REGULATIONS

1.1 PROBATION PERIOD:

The probation period is of minimum 3 months (90 days or as per the

appointment letter) a relieving letter and salary certificate from the previous

employer should be produced at the time of joining at V.K.G. At the end of the

probation period, a confirmation letter is issued to the concerned employee.

When the employee joins the services of V.K.G, he or she is expected to

complete joining formalities as follows :-



Relieving letter

Two photo graphs

Salary certificate

Photocopies of certificates

ESI or PF Numbers

Bank Opening Format

1.2 Paid Holidays:

Paid holidays are declared as per the applicable act, at the beginning of the

calendar year. There are ten holidays in a year. These ten days include National or

state holidays as declared by the Government authorities and leave applied by

employee.

1.3 Working Hours:

There are usually three shifts daily

Morning shift -------------- 6.00 am to 2.00 pm

Afternoon shift -------------- 2.00 pm to 10.00 pm

General shift -------------- 9.00 am to 6.00 pm

1.4 Tea and lunch Breaks:

On the grounds of one canteen Boy, the organization provides two times tea

break for the floor level workers and four times to office employees for 2-3 hours.

Lunch break is given for an hour or one and half hour (1.00pm to 2.30 p.m)



2.1 MONTHLY OR ANNUAL ALLOWANCES OR DEDUCTIONS

2.1 provident Fund:

As per the Provident Fund Act, the company will contribute 10% of the basic

salary and this will commence form 60 working days from the date of entry into

services or earlier as per the act.

Contribution of employee ------12%

Contribution of the employer ------13.11%

(Means 12% employee, 1.1 % administration changes for P.F Office 0.01% are for

inspection charges)

2.2 Bonus

Bonus is paid as per the Bonus Act. These is paid a week before Dasara Festival.

A suitable notice is put up accordingly. And at every Dasara they provide 2 pair of

uniform since 1992.

2.3 Leave Travel Allowance.

The amount payable under this scheme is as per appointment letter. This is subject

to rules under Income Tax and the eligibility as specified in the appointment letter.



This is subject to the employee making proper written declaration evidence of

having expanded the amount during the leave travel. Otherwise the above amount

will be subject to taxation.

2.4 Medical Allowance:

The amount as applicable, specified in the appointment letter will be

reimbursable under medical coverage.

This is subject to the employee making proper written declaration with

supporting evidence of having spent the amounts for the medical reasons as per the

limit specified. In the absence of such declaration the above amount will be

subject to taxation.

For first aid treatment V.K.G itself bear the charges and the pay for those

days, will also be given fully. And the workers who are suffering from injuries

will be sent to the KAMINENI NURSING HOME, BELLARY for treatment.

But, for the major accidents, ESI will provide the necessary amount for the

suitable treatment. If the treatment must be done in foreign countries, the injured

person and one companion will get the necessary payment, traveling charges,

operation (treatment charges, staying charges, will bared by ESI)

2.5 ESIC



Employees whose eligible salary is less than Rs. 7500/- per month the

company will provide the monthly premium as per the scheme envisaged

1.75% will be deducted by employee

4.75 % will be deducted by employer

2.6 Statutory Deductions:

All statutory deductions like PF, Professional Tax, Income Tax,

ESIC deductions, Etc., will be made at source.

2.7 Pay Cheques:

The monthly pay Cheques will be disbursed on or before third of every

calendar month. If there is any expedition the employees will be notified

accordingly.

All the employees are expected to open a Bank account at the specified bank

or branch and inform the personnel department about the account number salaries

will be directly credited to the bank accounts.

2.8 other Allowances:

The management, based on its discretion may institute other allowances for

selected categories of employees form time to time such allowances may fall under

taxable or non-taxable categories as the case may be the concerned employees will

be informed accordingly.



Leave Related Rules:

3.1 sick leave:

Employees who are not covered under ESI are entitled to 6 days of sick

leave. Every year to be availed in case of ill health more than 2 days leave at a

stretch has to be supported by a doctor’s certificate.

Sick leave cannot be clubbed with casual leave or privilege leave. The

employee will become eligible for sick leave form the date of confirmation.

3.2 casual Leave:

An employee is entitled for 7 days of casual leave per year. It cannot be

taken for more than 3 days at a stretch. Prior approval has to be obtained; else the

immediate superior or department head must be informed over phone. Casual

leave cannot be clubbed with sick leave or privilege leave. The eligibility for CL

will be from the day of confirmation.

3.3 leave during probation:

Employees on probation are entitled to one-day leave per month for the

period of probation. The same shall be adjusted against casual leave on

confirmation.

In case leave is not availed in a particular month it can be carried forward in

the following months before the completion of probation period.

3.4 Maternity Leave:



All the confirmed female employees not covered under ESI scheme, who

have been in the continuous service of the company for at least 60 working days

prior to the day of confinement or female workers or employees who have

completed 240 days of working from the date of joining will be allowed maternity

leave with full pay upto 12 weeks i.e., 6 weeks before delivery and 6 weeks after

delivery.

The application for this leave should be given 8 weeks in advance, privilege

leave or any other leave cannot be clubbed with maternity leave. Incase of

miscarriage 6 weeks leave with pay is granted. For employees covered under ESI,

ESI rules will be applicable.

3.5 Leave application:

All leaves requests should be filled in the prescribed forms.

In case of anticipated emergency, leave form should be filled immediately

on resuming duty and proper approval be obtained form the Department Head or

General Manager.

OTHER WORKING NORMS

4.1 Time Register:

All employees will have to fill the in time and out time in the entry cards on

a daily basis. Habitual late coming will be treated with strict disciplinary action.

There will be a deduction of RS.25/- per hour.



4.2 Leave absence intimation:

Late coming, unscheduled leave of absence should be intimated to the

respective department heads telephonically or through a written note if the

department head is not connectable, then a manager or a person at that level should

be contacted.

Leaving a meassage only with receptionist or a colleague is not acceptable.

4.3 Responsibility:

Each employee is responsible for the equipment, materials, cash, other items

such as telephone, computers, etc., under his charge.

REVIEW STRUCTURES

5.1 INCREMENTS:

There are no automatic increments during review period. It will solely

depend upon the performance appraised and as such will be at discretion of the

management. And for every April there will be increments for 10% of basic pay.

5.2 There is no automatic promotion to the next grade on reaching the highest

salary in his grade.



The promotion to the next grade of designation is solely at the discretion of

the management depending upon the employee’s skills, experience, performance

and his specific contribution in the organization.

REMUNARATION: MODEL

REMUNERATION

FINANCIAL NON-FINANCIAL

Hourly andMonthly

Ratedwagesalaries

IncentivesIndividual

Plans andGroup plans

Fringe

Benefits

Pf GratuityMedical Care

accident

Relief Healthand Group

Insurance

Perquisites

Go, car club

MembershipPaidHolidays

Furnished

Houses,stock option

Job Context

Challenging Job

ResponsibilitiesGrowth

prospects

supervision

workingconditions

Grades levels postions Amount

I Grade Executive and director level M.D and C.E.O Greater than or Equal to 50,000/-

II Grade Managerial Level Production Mang, Sales Managers

Marketing Managers, Senior Below 50,000/-Supervisors

III Grade Clerical & Supervisory staff Accounts , Production DepartmentSupervisors, liaison Department , Below12,000/-

Sales Department

IV Grade Workers Staff Functional Department people

(labours), foremen, workers Below 6,000/-



TRANINING AND DEVELOPMENT

Salary:

The company is providing

Minimum salary –Rs.3500/- for worker

Minimum salary –Rs. 4000/- for staff

TRANINING AND DEVELOPMENT

Training can be divided into 2 broad ways

Off the Job On the Job



On the job training

This is type of training also known as job instruction training is the most

commonly used method. Under this method, the individuals placed on a regular

job and taught the sills necessary to perform that job. The trainee learns under the

supervision and guidance of a qualified worker or instructor.

Advantages: 1) first hand knowledge and experience under the actual working

conditions.

2) The problem of transfer of trainee is also minimized as the person learns on the

job.

3) It includes job rotation, coaching, job instruction or training through step by step

and committee assignments.

Totally 122 including staff, skilled, semi skilled UN skilled employees and

workers are at present working.



Analysis and interpretation

The primary data pertaining to the study for knowing thequality of work life was collected by administeringquestionnaire to respondents and by interviewing themdirectly.

A detailed analysis of the study is considered to benecessary in order to compare the actual study withpractice.

Keeping in view the convenience and clearunderstanding, the data collected has been,

systematically processed, analyzed and evaluated in formof tables and the analysis in tables are described in termsof percentages.

The result of the study is empirical and descriptive innative.



TABLE-1

Satisfactionlevels

Responses percentages

SATISFIED 13 39DISSATISFIED 20 61

TOTAL 33 100



SATISFACTION OF THE RESPONDENTS WIH

RESPECT TO SALARY

SATISFIED

39%

DISSATISFIED

61%

SATISFIED

DISSATISFI

Interpretation

39% of the respondents were satisfied with the wagesthey are paid.61% of the respondents were not satisfiedwith the wages they are paid.

So the company should give better wages to theemployees.

TABLE-2

Satisfactionlevels

Responses Percentages

SATISFIED 15 45DISSATISFIED 18 55TOTAL 33 100



SATISFACTION LEVEL OF RESPONDENTS WITH

RESPECT TO HIKES IN SALARY

SATISFIED

45%DISSATISFIED

55%

SATISFIED

DISSATISFI

Interpretation:

45% of the respondents were satisfied with the hikes.This shows that remaining 55% of the employees aredissatisfiedWith their salaries.Hence the company has to decide on increasing theirsalaries and make the employees satisfied.

TABLE-3

Physical environment of VKG

Satisfactionlevels




Poor 2 6Fair 9 28Satisfied 9 27Good 9 27

Excellent 4 12TOTAL 33

Responses

Poor

6% Fair

28%

Satisfied

27%

Good

27%

Excellent

12% Poor

Fair

Satisfi

Good

Excell

Interpretation:

From the above diagram it can be interpreted that thephysical environment is fair in this organization.But the organization has to improve its physicalenvironment.

TABLE-4

Health care



Satisfactionlevels


Poor 0 0

Fair 3 9Satisfied 8 24Good 7 21Excellent 15 46TOTAL 33 100%


RESPECT TO HEALTH CARE

Poor

0%Fair

9%

Satisfied

24%

Good

21%

Excellent

46%

Poor

Fair

Satisfi

GoodExcell

Interpretation:

The interpretation of this table can be said that this

organization isExcellent in providing Health care facility to itsemployees.

This shows the concern of the management towards thehealth of the employees in their organization.



TABLE-5

Relationship with supervisors

Satisfactionlevels


Poor 0 0Fair 6 18Satisfied 6 18

Good 8 24Excellent 13 40TOTAL 33 100%


RESPECT TO RELATIONSHIP WITH SUPERVISORS

poor 0%

Fair

18%

Satisfied

18%

Good

24%

excellent

40%

poor

Fair

Satisfi

Good

excell

Interpretation:

From this table it can be easily identified that what is the level of

satisfaction present in the organization in relationship with supervisors.



From table, it can be observed that the employees have ranked with

Excellent satisfaction.

TABLE-6

Relationship with co workers

Satisfactionlevels



Excellent 11 33TOTAL 33 100%


RESPECT TO RELATIONSHIP WITH CO-WORKERS

poor

3%

Fair

12%

Satisfied

18%

Good

34%

excellent33%

poor

Fair

Satisfi

Good

excell

Interpretation:

This diagram directly indicates with 34% as Good.

Thus, it shows the employees relationship with co-workers.



But the employee’s relationship within themselves has to be increased

by proper motivational and training programmes

So that the relationship increases within the employees in the

organization.

TABLE-7

Flexibility of work hours

Satisfactionlevels


Poor 0 0

Fair 3 9Satisfied 11 34Good 8 24Excellent 11 33TOTAL 33 100%


RESPECT TO FLEXIBLITY OF WORK HOURS

Poor

0%Fair

9%

Satisfied

34%

Good

24%

Excellent

33%Poor

Fair

Satisfi

Good

Excell

Interpretation:



This diagram represents the flexibility of work hours in this

organization.

From this it can be interpreted that they ranked it excellent with

33%.This shows that employees feel flexibile in working in thisorganization.

TABLE-8

Safety measures

Satisfaction

levels


Poor 0 0Fair 10 31Satisfied 6 18Good 8 24excellent 9 27TOTAL 33 100%


RESPECT TO SAFTEY MEASURES

Poor

0% Fair

31%

Satisfied

18%

Good

24%

excellent

27% Poor

Fair

Satisfi

Good

excell



Interpretation:

31% ranked as fair with respect to Safety measures in theorganization.

But the organization has to take many steps to increasethe safety measures in the organization and increasing itto excellent level.

TABLE-9

Welfare measures.

Satisfactionlevels



excellent 8 24TOTAL 33 100%




RESPECT TO WELFARE MEASURES

Poor

9%Fair

21%

Satisfied

21%

Good

25%

excellent

24% Poor

Fair

Satisfi

Good

excell

Interpretation:

25% of the respondents have told that the welfaremeasures is good.But the company has to improve its welfare measures inthe organization and make their employees happy.

TABLE-10

Support to family

Satisfaction

levels





excellent 7 21TOTAL 33 100%

SATISFACTION LEVEL OF RESPONDENTS WITHRESAPECT TO SUPPORT TO FAMILY

Poor

9%Fair

18%

Satisfied

24%

Good28%

excellent

21%Poor

Fair

Satisfi

Good

excell

Interpretation:

From this diagram it can be interpreted that 21% of therespondents have ranked it as excellent.

Hence the organization has to support the families of their employees by providing facilities to their employees.

TABLE-11

Training & development

Satisfactionlevels


Poor 1 3Fair 5 15



Satisfied 13 40Good 12 36excellent 2 6TOTAL 33 100%


RESPECT TO TRAINING AND DEVELOPMENT

Poor

3% Fair 15%

Satisfied

40%

Good

36%

excellent

6%Poor

Fair

Satisfi

Good

excell

Interpretation:

From this data it can be observed that the employeesranked 40% as satisfied with respect to training anddevelopment.

Thus, it shows the training and development programmesimplemented in the organization which workssuccessfully.TABLE-12

Grievance handling



Satisfactionlevels


Poor 1 3Fair 2 6

Satisfied 4 12Good 13 40Excellent 13 39TOTAL 33 100%


RESPECT TO GRIVANCE HANDLING

Poor

3%Fair

6% Satisfied

12%

Good

40%

excellent

39%

Poor

Fair

Satisfi

Good

excell

Interpretation:

40% of the respondents ranked that Grievance handlingby this organization is good.

But still the organization has to increase the capability of the employees to handle grievances properly.TABLE-13



Recruitment policy

Satisfactionlevels



SATISFACTOIN LEVEL OF RESPONDENTS WITH

RESPECT TO RECRUITMENT POLICY

Poor

3%Fair

15%

Satisfied

46%

Good

21%

excellent

15%Poor

Fair

Satisfi

Good

excell

Interpretation:

From the above diagram it can be observed that 46% of the employees are satisfied with the recruitment policyby the organization.

Thus, it helps the organization to run its businesssmoothly.



TABLE-14

Career planning

Satisfactionlevels


Poor 1 3Fair 4 12Satisfied 9 27Good 16 49excellent 3 9

TOTAL 33 100%

SATISFACTION LEVEL OF RSPONDENTS WITH

RESPECT TO CAREER PLANNIG

Poor

3%Fair

12%

Satisfied

27%Good

49%

excellent

9%Poor

Fair

Satisfi

Good

excell

Interpretation:

As per the career planning is concerned with thisorganization it is good with 49%



This shows the career development opportunities in thisorgansiation.

TABLE-15

Recreation & rest intervals

Satisfactionlevels


Poor 2 6Fair 2 6

Satisfied 6 18Good 12 37excellent 11 33TOTAL 33 100%


RESPECT TO RECREATION AND REST INTERVALS

Poor

6%Fair

6%

Satisfied

18%

Good

37%

excellent

33%Poor

Fair

Satisfi

Good

excell

Interpretation:



The respondents ranked with 37% as good as per theRecreation and Rest intervals are concerned.

But still the organization has to increase its facilities to

their employees which show about the concern of employees towards their health.

TABLE-16

Legal issues

Satisfaction

levels




RESPECT TO LEGAL ISSUES

Poor

3%Fair

6%

Satisfied

27%

Good

43%

excellent

21%Poor

Fair

Satisfi

Good

excell



Interpretation:

As per the legal issues are concerned the respondentsranked it with 43% as good.

This shows about the organization following the rules andregulations imposed by the government.

TABLE-17

Job security

Satisfactionlevels


Poor 2 6Fair 4 12Satisfied 5 15Good 10 30excellent 12 37

TOTAL 33 100%


RESPECT TO JOB SECURITY

Poor

6%Fair

12%

Satisfied

15%

Good

30%

excellent

37%

Poor

Fair

Satisfi

Good

excell



Interpretation:

As per the job security is concerned the employeesranked it with 37% as excellent.

But still the organization has to improve to provide jobsecurity to their employees.

Findings

1) Majority of the respondents were able to adjust with the shifts.

2) Nearly 61% of the respondents were not satisfied with the salary.

3) A little, more than half (55%) of the respondents were not satisfied with

respect to hikes in salary.

4) Attributes which are excellent in this organization are: health (46%),

relationship with suppliers (40%), safety measures (27%) and job security

(37%).

5) Attributes like relationship with co-workers (34%), welfare measures (25%),

support to family (28%), grievance handling (40%), recreation and restintervals (37%), legal issues (43%), were good.

6) Attributes like flexibility of welfare measures (34%), training and

development (40%), recruitment policy (48%), were satisfied by the workers

in the organization.



Suggestions

o Most of the employees are dissatisfied primarily because of wages, so

the organization has to consider and make necessary adjustments.

o Next the company has to take certain steps to improve the safety

measures of the employees.

o The company has to increase its support to the family members of the

employees.

o The company has to look at the legal affairs and it should be properly

implemented.

o The employees should be provided with job security to work in this

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