Download - m.job Analysis at Heritage

A Project Report On

JOB ANALYSIS at

Heritage Foods (India) LimitedSubmitted in Partial Fulfillment for the Award of the Degree Of

MASTER OF BUSINESS ADMINISTRATION

Submitted By

SANA SULTANA

H.T NO : 1516-10-672-003

Under The Guidance Of

Mrs.Swathi

DEPARTMENT OF MANAGEMENT STUDIES

SHADAN INSTITUTE OF COMPUTER STUDIES FOR GIRLS

(AFFILIATED TO OSMANIA UNIVERSITY)

HYDERABAD

2010-2012

DECLARATION

I hereby declare that this Project Report titled “JOB ANALYSIS” carried

out at HERITAGE. Is my original work written and submitted by me in partial

fulfillment of Master`s Degree in Business Administration of (OSMANIA

UNIVERSITY). I also declare that this project has not been submitted earlier

in any other university or institution.

Date: 20-04-2012 (SANA SULTANA)

2

ABSTRACT

Job Analysis is a process to identify and determine in detail the particular job duties and

requirements and the relative importance of these duties for a given job. Job Analysis is a

process where judgments are made about data collected on a job

A job analysis is a step-by-step specification of an employment position's requirements,

functions, and procedures. Just as a seed cannot blossom into a flower unless the ground is

properly prepared, many human resource management (HRM) practices cannot blossom into

competitive advantage unless grounded on an adequate job analysis.

Job analysis is information about a position to be filled that helps to identify the major job

requirements (MJR) and links them to skills, education, training, etc., needed to successfully

perform the functions of that job. The purpose of the job analysis is to identify the

experience, education, training, and other qualifying factors, possessed by candidates who

have the potential to be the best performers of the job to be filled. It can also be used to

identify documents and other elements vital to the candidate evaluation, referral and selection

process, such as measurement methods and interview requirements.Job analysis is a

systematic approach to defining the job role, description, requirements, responsibilities,

evaluation, etc. It helps in finding out required level of education, skills, knowledge, training,

etc for the job position. It also depicts the job worth. Thus, it effectively contributes to setting

up the compensation package for the job position.

Job analysis helps in analyzing the resources and establishing the strategies to accomplish the

business goals and strategic objectives.Therefore, job analysis forms an integral part in the

formulation of compensation strategy of an organization. Organizations should conduct the

job analysis in a systematic at regular intervals. Job analysis can be used for setting up the

compensation packages, for reviewing employees’ performance with the standard level of

performance, determining the training needs for employees who are lacking certain skills.

3

ACKNOWLEDGEMENT

I take this opportunity to extend my profound thanks and deep sense of

gratitude to the authorities of HERITAGE Pvt Ltd. For giving me the

opportunity to under take this project work in their esteemed organization. I

profusely thank Mr. SUDEEP

My sincere thanks to Mr.Mohammed Masood(Principle Of Shadan

Imstitute Of Computer Studies For Girls) and My faculty guide Mrs.Swathi. For

their encouragement and constant support extended in completion of this

project work.

From the bottom of my heart i am also thankful to all those who have

incidentally helped me, through their valued guidance, co-operation and

unstinted support during the course of my project.

(SANA SULTANA)

4

INDEX

S.NO: CONTENTS PAGE NO

Chapter 1: Introduction 20-27

1.1 Introduction

1.2 Scope of the Study

1.3 Objetives of the problem

1.4 Methodology of the study

1.5 Limitations of the stiudy

Chapter 2: Profiles 29-42

2.1 Industry profile

2.2 Company profile

Chapter 3 Literature Survey 45-52

3.1 Conceptual and theoretical review

Chapter 4: Data Analysis and Interpretation 54-82

4.1 Analysis Part

Chapter 5: Conclusion 84-88

5.1 Finding

5.2 Suggestion

5.3 Conclusions

5.4 Bibliography

5.5 Questionnaire

5

S.NO TITLE PAGE NO

6

4.1 PHISICAL WORKING CONDITION 65

4.2 WORK UNDER SUPERVISOR 66

4.3 COMMITMENTS OF JOB 67

4.4 ALLOTMENT OF JOB 68

4.5 WORKING ATMOSPHERE WHETHER FRIENDLY OR NOT 69

4.6 GOOD RELATION WITH ALL SUPERVISORS 70

4.7 REASONS FOR TAKINGUP JOBS 71

4.8 BENEFITS PROVIDED BYCOMPANY 72

4.9 DISTRIBUTION OF WORK DONE FAIRLY OR NOT 73

4.10 JOB IS SECURED 74

4.11 JOB ENRICHMENT HELPS INDIVIDUAL DEVELOPMENT 75

4.12 TECHNOLOGY LEADS TO MORE PRODUCTIVIT 76

4.13 OBJECTIVES OF ORGANISATION 77

4.14 INCENTIVES GIVEN BY COMPANY 78

4.15 TIME PERIOD FOR WHICH EMPLOYEES WERE EMPLOYED 79

4.16 RELATIONS BETWEEN QUALIFICATION AND JOB E 80

4.17 EVALUATION OF NEW POSITION 81

4.18 MAN POWER PLANNING 82

LIST OF TABLES

LIST OF FIGURES/CHARTS

7

8

S.NO TITLE PAGE NO

1.1 PURPOSE OF JOB ANALYSIS 11

1.2 METHODS OF JOB ANALYSIS 15

2.1 ORGANISATIONAL HIERRCHEY 38

2.2 HR DEPARTMENT CHART 39

3.1 HAZARD IDENTIFIVATION 47

3.2 COMPONENTS OF JOB ANALYSIS 51

3.3 JOB WORTH 53

3.4 COMPENSATION PROCESS 60

4.1 PHISICAL WORKING CONDITION 65

4.2 WORK UNDER SUPERVISOR 66

4.3 COMMITMENTS OF JOB 67

4.4 ALLOTMENT OF JOB 68

4.5 WORKING ATMOSPHERE WHETHER FRIENDLY OR NOT 69

4.6 RELATION WITH ALL SUPERVISORS 70

4.7 REASONS FOR TAKINGUP JOBS 71

4.8 BENEFITS PROVIDED BYCOMPANY 72

4.9 DISTRIBUTION OF WORK DONE FAIRLY OR NOT 73

4.10 JOB IS SECURED 74

4.11 JOB ENRICHMENT HELPS INDIVIDUAL DEVELOPMENT 75

4.12 TECHNOLOGY LEADS TO MORE PRODUCTIVIT 76

4.13 OBJECTIVES OF ORGANISATION 77

4.14 INCENTIVES GIVEN BY COMPANY 78

4.15 TIME PERIOD FOR WHICH EMPLOYEES WERE EMPLOYED 79

4.16 RELATIONS BETWEEN QUALIFICATION AND JOB E 80

4.17 EVALUATION OF NEW POSITION 81

4.18 MAN POWER PLANNING 82

CHAPTER-I9

INTRODUCTION

JOB ANALYSIS

DefinationAccording to Mondy and Noe (1987), job analysis which is defined the systematic

process of determining the duties and skills required for performing jobs in an

organization. In job analysis, we identify what the existing tasks, duties, and

responsibilities of job are. Plus, it usually involves collecting information depend on the

job differentiate

Meaning Of Job Analysis

10

A Job Analysis is a list of tasks essential to the performance of a profession. The list defines

the scope of practice for that profession, according to a consensus of the practitioners. The

list of tasks is not meant to limit the job performed by those professionals, but to identify the

core skills needed for entry into the profession. The purpose of the Job Analysis, for a

certification program, is to determine the knowledge and skills that must be demonstrated by

those seeking certification. The skill list is generally created by a focus group of those

considered experts in the field, and then the items are rated thorough a survey of a larger

number of practicing professionals that reflect the diversity of the identified population. Items

that are rated as important or frequently performed by the majority of survey participants are

included on the final list of required skills, and the tasks that are rated lower are not included.

That final list becomes the blueprint for test development. Following this process ensures that

the test, or assessment instrument, accurately reflects the knowledge and skills necessary to

perform the job. The examinations are intended to measure not only the ability to perform

skills, but also the knowledge base behind each skill and the abilities necessary to perform the

job competently.

Steps involved in Job Analysis

1. Collecting and recording job information

2. Checking the job information for accuracy

3. Writing job description based on information collected to determine the skills, knowledge,

4. Updating and upgrading this information

Purpose:

One of the main purposes of conducting job analysis is to prepare job description and job

specification which in turn helps to hire the right quality of workforce into the organization.

The general purpose of job analysis is to document the requirements of a job and the work

performed. Job and task analysis is performed as a basis for later improvements, including:

11

definition of a job domain; describing a job; developing performance appraisals, selection

systems, promotion criteria, training needs assessment, and compensation plans.

Figure-1.1

In the fields of Human Resources (HR) and Industrial Psychology, job analysis is often used

to gather information for use in personnel selection, training, classification, and/or

compensation.

The field of vocational rehabilitation uses job analysis to determine the physical requirements

of a job to determine whether an individual who has suffered some diminished capacity is

capable of performing the job with, or without, some accommodation.

Professionals developing certification exams use job analysis (often called something slightly

different, such as "task analysis") to determine the elements of the domain which must be

sampled in order to create a content valid exam. When a job analysis is conducted for the

purpose of valuing the job (i.e., determining the appropriate compensation for incumbents)

this is called "job evaluation."

12

Recruitment Selection

Placement

Job Design

RecruitmentPerformance Appraisal

Job Evaluation

Human Resource Planning

Job analysis aims to answer questions such as: 1. why does the job exist? 2. What physical

and mental activities does the worker undertake? 3. When is the job to be performed? 4.

Where is the job to be performed? 5. How does the worker do the job? 6. What qualifications

are needed to perform the job? 7. What are the working conditions (such as levels of

temperature, noise, offensive fumes, light) 8. What machinery or equipment is used in the

job? 9. What constitutes successful performance?

Methods

There are several ways to conduct a job analysis, including: interviews with incumbents and

supervisors, questionnaires (structured, open-ended, or both), observation, critical incident

investigations, and gathering background information such as duty statements or

classification specifications. In job analysis conducted by HR professionals, it is common to

use more than one of these methods.

For example, the job analysts may tour the job site and observe workers performing their

jobs. During the tour the analyst may collect materials that directly or indirectly indicate

required skills (duty statements, instructions, safety manuals, quality charts, etc).

13

ObservatioN Interiewing Questionarie Dairy Computerized Job Analysis

The analyst may then meet with a group of workers or incumbents. And finally, a survey may

be administered. In these cases, job analysts typically are industrial/organizational

psychologists or Human Resource Officers who have been trained by, and are acting under

the supervision of an industrial psychologist.

Figure-1.2

In the context of vocational rehabilitation, the primary method is direct observation and may

even include video recordings of incumbents involved in the work. It is common for such job

analysts to use scales and other apparatus to collect precise measures of the amount of

strength or force required for various tasks. Accurate, factual evidence of the degree of

strength required for job performance is needed to justify that a disabled worker is

legitimately qualified for disability status. In the United States, billions of dollars are paid to

disabled workers by private insurers and the federal government (primarily through the Social

Security Administration). Disability determination is, therefore, often a fairly "high-stakes"

decision. Job analysts in these contexts typically come from a health occupation such as

occupational or physical therapy.

Questionnaires are the most common methodology employed by certification test developers,

although the content of the questionnaires (often lists of tasks that might be performed) are

14

METHODS OF JOB ANALYSIS

gathered through interviews or focus groups. Job analysts can at times operate under the

supervision of a psychometrical.

NEED & IMPORTANCE OF THE STUDY:

JOB ANALYSIS helps the organization to follow systematic way of collecting data

& information of each employee to aid planning, decision –making and submitting of

returns & reports to the external agencies.

This collected information about the personnel will be helpful in solving the

employee’s problems and organization problems .JOB ANALYSIS maintains the data

related to the employee’s personal profile, career profile, and skill profile & benefit

profile, which would help in their growth.

15

JOB ANALYSIS also maintains the data related to the personnel identification i.e.

The employee code to recognize every individual with their employee codes.

JOB ANALYSIS also includes managing the salary discrepancies of employees.

Some modifications are done in order to rectify the salary discrepancies of the

employees.

OBJECTIVES OF JOB ANALYSIS

1. To Determine equitable wage differentials between different jobs in the organization

2. Why does the job exist? When is the job to be performed in Heritage?

3. To develop a consistent wage policy

4. To provide a framework for periodic review and revision of wages

5. What constitutes successful performance of job analysis?

6. To enable management to gauge and control the payroll costs

7. To minimize wage descriptions on the basis of age, sex, caste, region, religion, creed etc

SCOPE OF THE STUDY

The study with the prime objectives of ascertaining the employees towards the analyzation of

jobs , which are required to perform their jobs effectively. In Heritage Foods (India) Limited.

The survey was conducted on employees grades of heritage.the questionnaire for this survey

was framed considering on work graders of heritage.the questionnarie for this survey was

framed considering tose factors where corrective action can be taken at heritage.from the

16

result of the survey the hr department can take corrective action to decrease absenteeism rate

thereby increasse their productivity and efficiency

METHODOLOGY

The present study has been conducted in HERITAGE LIMITED situated at

Hyderabad. The online Interviews are conducted through a properly

Designed questionnaire constitute the primary source of data for the study.

UNIT OF STUDY

Two instruments are used; the first one is the management schedule to gather

Information from management on different angles of organization. The second

one intended to administer among the sample.

RESEARCH & DESIGN

1. Research method : Survey 2. Data collection Method

Primary source : Structured closed ended questionnaire

Secondary source : Company brochures , records , internet magzines.

Research Instrument : Personal Interview with aid

Sampling plan : Size 100

Procedure : Simple Random Sampling

LIMITATIONS

While the computerized Human Resource Information System, described Earlier, has

many benefits, it also has many problems, which need to be Addresses to before

it can really be useful. Some of them are described below.

(a) It can be expensive in terms of finance and manpower requirements.

(b) Often the personnel designing JOB ANALYSIS do not have a thorough

17

Understanding of what constitutes quality information for the users. Thus, The

user managers do not get exactly the reports, which they Want Producing

information that is of quality to the users requires an Investment in time,

effort and communication on the part of JOBS Managers.

(c) Computers cannot substitute human beings. Human intervention will

Always be necessary. Computers can at best aid the human effort. The

Quality of response is dependent upon the accuracy of data input and

Quires fired. The ‘Garbage-in Garbage-out’ is the key expression in any

Computerized system.

(d) In many organizations , the system is operated in batch mode with

The records being updated once a week. Online facility in multi-

Environmental needs to be developed so that the reports generated are

Not out of place with the realities.

18

CHAPTER-II

INDUSTRY PROFILE

&

COMPANY PROFILE

INDUSTRIAL PROFILE

The Indian retail industry is the fifth largest in the world. Comprising of organized and unorganized

sectors, India retail industry is one of the fastest growing industries in India, especially over the last

few years. Though initially, the retail industry in India was mostly unorganized, however with the

change of tastes and preferences of the consumers, the industry is getting more popular these days and

getting organized as well. With growing market demand, the industry is expected to grow at a pace of

19

25-30% annually. The India retail industry is expected to grow from Rs. 35,000 crore in 2004-05 to

Rs. 109,000 crore by the year 2010.

Growth of Indian Retail

According to the 8th Annual Global Retail Development Index (GRDI) of AT Kearney, India

retail industry is the most promising emerging market for investment. In 2007, the retail trade

in India had a share of 8-10% in the GDP (Gross Domestic Product) of the country. In 2009,

it rose to 12%. It is also expected to reach 22% by 2010.

According to a report by Northbride Capita, the India retail industry is expected to grow to

US$ 700 billion by 2010. By the same time, the organized sector will be 20% of the total

market share. It can be mentioned here that, the share of organized sector in 2007 was 7.5%

of the total retail market.

Major Retailers in India

Pantaloon:

Pantaloon is one of the biggest retailers in India with more than 450 stores across the country.

Headquartered in Mumbai, it has more than 5 million sq. ft retail space located across the

country. It's growing at an enviable pace and is expected to reach 30 million sq. ft by the year

2010. In 2001, Pantaloon launched country's first hypermarket ‘Big Bazaar’. It has the

following retail segments:

Food & Grocery: Big Bazaar, Food Bazaar

Home Solutions: Hometown, Furniture Bazaar, Collection-i

Consumer Electronics: e-zone

Shoes: Shoe Factory

20

Books, Music & Gifts: Depot

Health & Beauty Care: Star, Sitara

E-tailing: Futurebazaar.com

Entertainment: Bowling Co.

Tata Group

Tata group is another major player in Indian retail industry with its subsidiary Trent,

which operates Westside and Star India Bazaar. Established in 1998, it also acquired

the largest book and music retailer in India ‘Landmark’ in 2005. Trent owns over 4

lakh sq. ft retail space across the country.

RPG Group

RPG Group is one of the earlier entrants in the Indian retail market, when it came into

food & grocery retailing in 1996 with its retail Foodworld stores. Later it also opened

the pharmacy and beauty care outlets ‘Health & Glow’.

Reliance

Reliance is one of the biggest players in Indian retail industry. More than 300

Reliance Fresh stores and Reliance Mart are quite popular in the Indian retail market.

It's expecting its sales to reach Rs. 90,000 crores by 2010.

AV Birla GroupAV Birla Group has a strong presence in Indian apparel retailing. The brands like

Louis Phillipe, Allen Solly, Van Heusen, Peter England are quite popular. crores

21

Retail formats in India

Hypermarts/supermarkets: large self-servicing outlets offering products from a variety of

categories.

Mom-and-pop stores: they are family owned business catering to small sections; they

are individually handled retail outlets and have a personal touch.

Departmental stores: are general retail merchandisers offering quality products and

services.

Convenience stores: are located in residential areas with slightly higher prices goods

due to the convenience offered.

Shopping malls: the biggest form of retail in India, malls offers customers a mix of all

types of products and services including entertainment and food under a single roof.

E-trailers: are retailers providing online buying and selling of products and services.

Discount stores: these are factory outlets that give discount on the MRP.

Vending: it is a relatively new entry, in the retail sector. Here beverages, snacks and

other small items can be bought via vending machine.

Category killers: small specialty stores that offer a variety of categories. They are

known as category killers as they focus on specific categories, such as electronics and

sporting goods. This is also known as Multi Brand Outlets or MBO's.

Specialty stores: are retail chains dealing in specific categories and provide deep

assortment. Mumbai's Crossword Book Store and RPG's Music World are a couple of

examples.

CHALLENGES FACED BY INDIAN RETAIL INDUSTRY

The tax structure in India favors small retail business

Lack of adequate infrastructure facilities

High cost of real estate

22

Dissimilarity in consumer groups

Restrictions in Foreign Direct Investment

Shortage of retail study options

Shortage of trained manpower

Low retail management skill

THE FUTURE

The retail industry in India is currently growing at a great pace and is expected to go up to

US$ 833 billion by the year 2013. It is further expected to reach US$ 1.3 trillion by the

year2018 at a CAGR of 10%. As the country has got a high growth rates, the consumer

spendinghas also gone up and is also expected to go up further in the future. In the last four

year, theconsumer spending in India climbed up to 75%. As a result, the India retail industry

is expected to grow further in the future days. By the year 2013, the organized sector is also

expected to grow at a CAGR of 40%.

Retail consists of the sale of goods or merchandise from a fixed location, such as a

department store, boutique or kiosk, or by mail, in small or individual lots for direct

consumption by the purchaser. Retailing may include subordinated services, such as delivery.

Purchasers may be individuals or businesses. In commerce, a "retailer" buys goods or

products in large quantities from manufacturers or importers, either directly or through a

wholesaler, and then sells smaller quantities to the end-user. Retail establishments are often

called shops or stores. Retailers are at the end of the supply chain. Manufacturing marketers

see the process of retailing as a necessary part of their overall distribution strategy. The term

"retailer" is also applied where a service provider services the needs of a large number of

individuals, such as a public utility, like electric power.

Shops may be on residential streets, shopping streets with few or no houses or in a shopping

mall. Shopping streets may be for pedestrians only. Sometimes a shopping street has a partial

or full roof to protect customers from precipitation. Online retailing, a type of electronic

23

commerce used for business-to-consumer (B2C) transactions and mail order, are forms of

non-shop retailing.

Shopping generally refers to the act of buying products. Sometimes this is done to obtain

necessities such as food and clothing; sometimes it is done as a recreational activity.

Recreational shopping often involves window shopping (just looking, not buying) and

browsing and does not always result in a purchase.

Etymology

Retail comes from the French word retailler, which refers to "cutting off my hands, clip and

divide" in terms of tailoring (1365). It first was recorded as a noun with the meaning of a

"sale in small quantities" in 1433 (French). Its literal meaning for retail was to "cut off, shred,

off my toes paring". Like the French, the word retail in both Dutch and German (detailhandel

and Einzelhandel respectively), also refers to the sale of small quantities of items.

Types Of Retail Outlets

A marketplace is a location where goods and services are exchanged. The traditional market

square is a city square where traders set up stalls and buyers browse the merchandise. This

kind of market is very old, and countless such markets are still in operation around the whole

world.

In some parts of the world, the retail business is still dominated by small family-run stores,

but this market is increasingly being taken over by large retail chains.

Retail is usually classified by type of products as follows:

Food products

Hard goods ("hardline retailers") - appliances, electronics, furniture, sporting goods,

etc.

Soft goods - clothing, apparel, and other fabrics.

24

There are the following types of retailers by marketing strategy:

Department stores - very large stores offering a huge assortment of "soft" and "hard

goods; often bear a resemblance to a collection of specialty stores. A retailer of such

store carries variety of categories and has broad assortment at average price. They

offer considerable customer service.

Discount stores - tend to offer a wide array of products and services, but they compete

mainly on price offers extensive assortment of merchandise at affordable and cut-rate

prices. Normally retailers sell less fashion-oriented brands. However the service is

inadequate.;

General merchandise store - a hybrid between a department store and discount store;

Supermarkets - sell mostly food products;

Warehouse stores - warehouses that offer low-cost, often high-quantity goods piled on

pallets or steel shelves; warehouse clubs charge a membership fee;

Variety stores or "dollar stores" - these offer extremely low-cost goods, with limited

selection;

Demographic - retailers that aim at one particular segment (e.g., high-end retailers

focusing on wealthy individuals).

Mom-And-Pop or Kirana Stores: is a retail outlet that is owned and operated by

individuals. The range of products are very selective and few in numbers. These

stores are seen in local community often are family-run businesses. The square feet

area of the store depends on the store holder.

Specialty Stores: A typical specialty store gives attention to a particular category and

provides high level of service to the customers. A pet store that specializes in selling

dog food would be regarded as a specialty store. However, branded stores also come

under this format. For example if a customer visits a Reebok or Gap store then they

find just Reebok and Gap products in the respective stores.

Convenience Stores: is essentially found in residential areas. They provide limited

amount of merchandise at more than average prices with a speedy checkout. This

store is ideal for emergency and immediate purchases.

25

Hypermarkets: provides variety and huge volumes of exclusive merchandise at low

margins. The operating cost is comparatively less than other retail formats. A classic

example is the Metro™ in Bangalore.

Supermarkets: is a self service store consisting mainly of grocery and limited products

on non food items. They may adopt a Hi-Lo or an EDLP strategy for pricing. The

supermarkets can be anywhere between 20,000-40,000 square feet. Example:

SPAR™ supermarket.

Malls: has a range of retail shops at a single outlet. They endow with products, food

and entertainment under a roof. Example: Sigma mall and Garuda mall in Bangalore,

Express Avenue in Chennai.

Category Killers or Category Specialist: By supplying wide assortment in a single

category for lower prices a retailer can "kill" that category for other retailers. For few

categories, such as electronics, the products are displayed at the centre of the store and

sales person will be available to address customer queries and give suggestions when

required. Other retail format stores are forced to reduce the prices if a category

specialist retail store is present in the vicinity. For example: Pai Electronics™ store in

Bangalore, Tata Croma.

E-tailers: The customer can shop and order through internet and the merchandise are

dropped at the customer's doorstep. Here the retailers use drop shipping technique.

They accept the payment for the product but the customer receives the product

directly from the manufacturer or a wholesaler. This format is ideal for customers

who do not want to travel to retail stores and are interested in home shopping.

However it is important for the customer to be wary about defective products and non

secure credit card transaction. Example: Amazon and Ebay.

Vending Machines: This is an automated piece of equipment wherein customers can

drop in the money in machine and acquire the products. For example: Soft drinks

vending at Bangalore Airport.

Some stores take a no frills approach, while others are "mid-range" or "high end", depending

on what income level they target.

26

Other types of retail store include:

Automated Retail stores are self service, robotic kiosks located in airports, malls and

grocery stores. The stores accept credit cards and are usually open 24/7. Examples

include ZoomShops and Redbox.

Big-box stores encompass larger department, discount, general merchandise, and

warehouse stores.

Convenience store - a small store often with extended hours, stocking everyday or

roadside items;

General store - a store which sells most goods needed, typically in a rural area;

Retailers can opt for a format as each provides different retail mix to its customers based on

their customer demographics, lifestyle and purchase behaviour. A good format will lend a

hand to display products well and entice the target customers to spawn sales.

Retail pricing

The pricing technique used by most retailers is cost-plus pricing. This involves adding a

markup amount (or percentage) to the retailer's cost. Another common technique is suggested

retail pricing. This simply involves charging the amount suggested by the manufacturer and

usually printed on the product by the manufacturer.

In Western countries, retail prices are often called psychological prices or odd prices. Often

prices are fixed and displayed on signs or labels. Alternatively, when prices are not clearly

displayed, there can be price discrimination, where the sale price is dependent upon who the

27

customer is. For example, a customer may have to pay more if the seller determines that he or

she is willing and/or able to. Another example would be the practice of discounting for

youths, students, or senior citizens.

Transfer mechanism

There are several ways in which consumers can receive goods from a retailer:

Counter service, where goods are out of reach of buyers and must be obtained from

the seller. This type of retail is common for small expensive items (e.g. jewelry) and

controlled items like medicine and liquor. It was common before the 1900s in the

United States and is more common in certain countries.

Delivery (commerce), where goods are shipped directly to consumer's homes or

workplaces. Mail order from a printed catalog was invented in 1744 and was common

in the late 19th and early 20th centuries. Ordering by telephone is now common,

either from a catalog, newspaper, television advertisement or a local restaurant menu,

for immediate service (especially for pizza delivery). Direct marketing, including

telemarketing and television shopping channels, are also used to generate telephone

orders. Online shopping started gaining significant market share in developed

countries in the 2000s.

Door-to-door sales, where the salesperson sometimes travels with the goods for sale.

Self-service, where goods may be handled and examined prior to purchase, has

become more common since the 1920s.

Second hand retail

Some shops sell second-hand goods. In the case of a nonprofit shop, the public donates goods

to the shop to be sold. In give-away shops goods can be taken for free.

28

Another form is the pawnshop, in which goods are sold that were used as collateral for loans.

There are also "consignment" shops, which are where a person can place an item in a store

and if it sells, the person gives the shop owner a percentage of the sale price. The advantage

of selling an item this way is that the established shop gives the item exposure to more

potential buyers.

Sales techniques

Behind the scenes at retail, there is another factor at work. Corporations and independent

store owners alike are always trying to get the edge on their competitors. One way to do this

is to hire a merchandising solutions company to design custom store displays that will attract

more customers in a certain demographic. The nation's largest retailers spend millions every

year on in-store marketing programs that correspond to seasonal and promotional changes.

As products change, so will a retail landscape. Retailers can also use facing techniques to

create the look of a perfectly stocked store, even when it is not.

A destination store is one that customers will initiate a trip specifically to visit, sometimes

over a large area. These stores are often used to "anchor" a shopping mall or plaza, generating

foot traffic, which is capitalized upon by smaller retailers.

Customer service

According to the bookDiscovery-Based Retail, customer service is the "sum of acts and

elements that allow consumers to receive what they need or desire from your retail

establishment." It is important for a sales associate to greet the customer and make himself

available to help the customer find whatever he needs. When a customer enters the store, it is

important that the sales associate does everything in his power to make the customer feel

welcomed, important, and make sure he leave the store satisfied. Giving the customer full,

29

undivided attention and helping him find what he is looking for will contribute to the

customer's satisfaction.

Retail Sales

The Retail Sales report is published every month. It is a measure of consumer spending, an

important indicator of the US GDP. Retail firms provide data on the dollar value of their

retail sales and inventories. A sample of 12,000 firms is included in the final survey and

5,000 in the advanced one. The advanced estimated data is based on a subsample from the US

CB complete retail & food services sample.

COMPANY PROFILE:

Heritage Foods (India) Limited

Type Private (BSE)

Industry Dairy, Retailing, and Agriculture

30

Founded 1992

Headquarters Hyderabad, India

Key people Lokesh Nara (Executive Director)Sambasiva Rao (President)

Revenue $200 million USD (in 2008-09)

Employees 2800+

Website www.heritagefoods.co.in

Address 6-3-541/C, Panjagutta Hyderabad - 500 082

Phone: 040 - 2339 1221 / 222 Fax: 040 - 3068 5458

The Heritage Group, founded in 1992 by Sri Nara Chandra Babu Naidu, is one of the fastest

growing Private Sector Enterprises in India, with four-business divisions viz., Dairy, Retail, Agri, and

Bakery under its flagship Company Heritage Foods (India) Limited (HFIL), one subsidiary - SKIL

RAIGAM POWER Limited. The annual turnover of Heritage Foods crossed Rs.900 crores in 2009-10

and is aiming for Rs.1100 crores during 2010-11.

Presently Heritage’s milk products have market presence in Andhra Pradesh, Karnataka, Kerala,

Tamil Nadu, Maharastra and Orissa and its retail stores across Bangalore, Chennai and Hyderabad.

Integrated agri operations are in Chittoor and Medak Districts and these are backbone to retail

operations. The state of art Bakery division at Uppal, Hyderabad, AndhraPradesh.

In the year 1994, HFIL went to Public Issue to raise resources, which was oversubscribed 54 times

and its shares are listed under B1 Category on BSE (Stock Code: 519552) and NSE (Stock Code:

HERITGFOOD)

31

ABOUT THE FOUNDER;chairman

Heritage Foods ( India ) Limited, India

Sri Chandra Babu Naidu is one of the greatest Dynamic, Pragmatic,

Progressive and Visionary Leaders of the 21 st Century.

With an objective of "Bringing prosperity into the rural families through co-operative

efforts", he along with a few like minded, friends and associates promoted "Heritage Foods"

in the year 1992 taking opportunity from the Industrial Policy, 1991 of Government of India

and he has been successful in his endeavour. At present, Heritage has market presence in the

states of Andhra Pradesh, Karnataka, Kerala, Tamil Nadu and Maharastra. More than three

thousand villages and three lakh farmers are being benefited in these states. On the other side,

Heritage is serving millions of customers needs, employing more than 3500 employees and

generating indirect employment opportunities to more than 10000 people. Beginning with a

humble annual turnover of Rs.4.38 crores in 1993-94, the sales turnover has reached close to

Rs.350 crores during the financial year 2006-2007.

Sri Chandra Babu Naidu was born on April 20, 1951 in Naravaripally Village , Chittoor

District, Andhra Pradesh , India . His late father Sri N. Kharjura Naidu was an agriculturist

and his late mother Smt. Ammanamma was a housewife. Mr. Naidu had his school education

in Chandragiri and his college education at the Sri Venkateswara Arts College , Tirupati. He

did his Masters in Economics from the Sri Venkateswara University , Tirupati. Sri Naidu is

married to Ms. Bhuvaneswari D/o Sri N T Rama Rao, Ex-Chief Minister of Andhra Pradesh

and famous Star of Telugu Cinema. Mrs. N Bhuvaneswari is presently the Vice Chairman &

Managing Director of Heritage Foods ( India ) Limited.

Mr. Naidu held various positions of office in his college and organised a number of social

activities. Following the 1977 cyclone, which devastated Diviseema taluk of Krishna district,

32

he actively organised donations and relief material from Chittoor district for the cyclone

victims. Mr. Naidu has been evincing keen interest in rural development activities in general

and the upliftment of the poor and downtrodden sections of society in particular.

Sri Naidu held various coveted and honourable positions including Chief Minister of Andhra

Pradesh, Minister for Finance & Revenue, Minister for Archives & Cinematography,

Member of the A.P. Legislative Assembly, Director of A.P. Small Industries Development

Corporation, and Chairman of Karshaka Parishad.

Sri Naidu has won numerous awards including " Member of the World Economic Forum's

Dream Cabinet" (Time Asia ), "South Asian of the Year " (Time Asia ), " Business Person of

the Year " (Economic Times), and " IT Indian of the Millennium " ( India Today).

Sri Naidu was chosen as one of 50 leaders at the forefront of change in the year 2000 by the

Business Week magazine for being an unflinching proponent of technology and for his drive

to transform the State of Andhra Pradesh .

Forward looking statements:

“We have grown, and intended to grow, focusing on harnessing our willingness to

experiment and innovate our ability to transform our drive towards excellence in quality, our

people first attitude and our strategic direction.

Mission

Bringing prosperity into rural families of India through co-operative efforts and providing

customers with hygienic, affordable and convenient supply of " Fresh and Healthy " food

products.

Vision

33

To be a progressive billion dollar organization with a pan India foot print by 2015.

To achieve this by delighting customers with "Fresh and Healthy" food products, those are a

benchmark for quality in the industry.

We are committed to enhanced prosperity and the empowerment of the farming community

through our unique "Relationship Farming" Model.

To be a preferred employer by nurturing entrepreneurship, managing career aspirations and

providing innovative avenues for enhanced employee prosperity.

HERITAGE SLOGAN:

‘’When you are healthy, we are healthy

When you are happy, we are happy

We live for your "HEALTH & HAPPINESS"

Quality policy of HFIL:

We are committed to achieve customer satisfaction through hygienically processed and

packed Milk and Milk Products. We strive to continually improve the quality of our products

and services through upgradation of technologies and systems.

34

Heritage's soul has always been imbibed with an unwritten perpetual commitment to itself, to

always produce and provide quality products with continuous efforts to improve the process

and environment.

Adhering to its moral commitment and its continuous drive to achieve excellence in quality

of Milk, Milk products & Systems, Heritage has always been laying emphasis on not only

reviewing & re-defining quality standards, but also in implementing them successfully. All

activities of Processing, Quality control, Purchase, Stores, Marketing and Training have been

documented with detailed quality plans in each of the departments.

Today Heritage feels that the ISO certificate is not only an epitome of achieved targets, but

also a scale to identify & reckon, what is yet to be achieved on a continuous basis. Though, it

is a beginning, Heritage has initiated the process of standardizing and adopting similar quality

systems at most of its other plants.

HERITAGE’S COMMITMENTS:

Milk Producers:

Change in life styles of rural families in terms of:

Regular high income through co-operative efforts.

Women participation in income generation .

Saved from price exploitation by un-organized sector .

Remunerative prices for milk .

Increase of milk productivity through input and extension activities

Shift from risky agriculture to dairy farming

Heritage

Financial support for purchase of cattle; insuring cattle

35

Establishment of Cattle Health Care Centers

Supplying high quality Cattle feed

Organizing "Rythu Sadasu" and Video programmes for educating the farmers in dairy

farming

Customers:

Timely Supply of Quality & Healthy Products

Supply high quality milk and milk products at affordable prices

Focused on Nutritional Foods

More than 4 lakh happy customers

High customer satisfaction

24 hours help lines ( <10 complaints a day)

Employees:

Enhancing the Technical and Managerial skills of Employees through continuous

training and development

Best appraisal systems to motivate employees

Incentive, bonus and reward systems to encourage employees

Heritage forges ahead with a motto "add value to everything you do"

Returns:

Consistent Dividend Payment since Public Issue (January 1995)

Service:

Highest impotence to investor service; no notice from any regulatory authority since

2001 in respect of investor service

Very transparent disclosures

Suppliers:

36

Doehlar: technical collaboration in Milk drinks, yogurts drinks and fruit flavoured drinks

Alfa-Laval: supplier of high-end machinery and technical support Focusing on Tetra pack

association for products package.

Society:

Potential Employment Generation

More than 3500 employees are working with heritage

More than 9500 procurement agents got self employment in rural areas

More than 5000 sales agents associated with the company

Employment for the youth by providing financial and animal husbandry support for

establishing MINI DAIRIES

Producing highly health conscious products for the society

BRANCHES OF HFI (HERITAGE FOODS (INDIA) LIMITED )

HFIL has 3 wings. They are

1. Dairy

2. Retail

3. Agribusiness

1. Dairy:

It is the major wing among all. The dairy products manufactured by HFIL are

Milk, curd, butter, ghee, flavoured milk, paneer, doodhpeda, ice cream

2. Retail:

37

In the retail sector HFIL has outlets namely “Fresh@”. In those stores the products sold are

vegetables, milk& milk products, grocery, pulses, fruits etc.

In Hyderabad 19 retail shops are there. In Bangalore& Chennai, 3&4 respectively are there.

Totally there are 26 retail shops are there.

Fresh@ is a unique chain of retail stores, designed to meet the needs of the modern Indian

consumer. The store rediscovers the taste of nature every day making grocery shopping a

never before experience.

The unique& distinctive feature of Fresh@ is that it offers the widest range of fresh fruits

and vegetables which are directly hand picked from the farms. Freshness lies in their

merchandise and the customers are always welcomed with fresh fruits and vegetables no

matter what what time they walk in.

3. Agri Business:

In this business HFIL employees will go to farmers and have a deal with them. Those farmers

will sell their goods like vegetables, pulses to HFIL only. And HFIL will transport the goods

to retail outlets.

The agricultural professors will examine which area is suitable to import vegetables from and

also examine the vegetables, pulses and fruits in the lab. And finally they report to the Head-

Agribusiness. Representatives as per the instructions given by the agri professors will

approach the farmers directly and make a deal with them. It is the process of registering the

farmers.

38

Heritage Finlease Heritage Finlease Limited was incorporated under the companies Act

1956 on 23rd of February 1996 and commenced business from 2nd day of April

1996.Registered office is located at 6-3-541/c Punjagutta, Hyderabad-500082.

ORGANISATIONAL HIERRCHEY

39

Chairman and Managing Director

Sr. Vice Presidents

Vice President

Sr. General Manager and Manager

Workmen

Figure 2.3

HR DEPARTMENT CHART

40

Dy. General Manager

Asst. General Manager

Manager

Dy. Manager

Asst. Manager

Executive

Staff

Vice President (HR & Legal)

Sr. General ManagerDy. Manager (Legal)

Workmen

Figure-2.4

The following are the directors of the company:

Sri D.Seetharamaiah

Smt. N. Bhuvaneswari

Sri M. Sivarama Varaprasad

Sri R.S.Bakkannavar

The Company was registered as Non Banking Financial Institution on 5th Day of December

1998 by Reserve Bank of India as a Deposit Taking Company under the category Hire

Purchase Company.

41

Dy. Manager (HR)Confidential Executive

Security Guard

SupervisorExecutive (HR) Assistance Manager (HR)Security Executive

At Present the company is allowing Dairy Loans to Small Farmers under Tie up arrangement

with Heritage Foods (India) Limited. The Company has been earning profits from inception

and functioning in conformity with the rules and directions of Reserve Bank of India.

ARTICLE : OUTLOOK PROFIT INDIAN MAGAZINE

DATE :01.10.2010

42

ARTICLE : OUTLOOK PROFIT INDIAN MAGAZINE

DATE :01.10.2010

43

44

CHAPTER-III

REVIEW OF LITERATURE

Individual Job Analysis

45

The individual Job Analysis of any given occupation provides the foundation for sound

decisions in pre-employment screening, task performance, consultation and ongoing training.

Task analysis ensures that any system of work performance will operate and be maintained in

a safe and efficient manner, reducing the potential for injury to personnel and improving

productivity for the organization.

Rehabilitation Services has developed an innovative and comprehensive job analysis tool that

evaluates the requirements of any occupation and provides meaningful insights into current

methods of task performance, improved methods of performance, the functional requirements

of the role and specific training opportunities relevant to the persons engaged in that

occupation to address their occupational wellbeing.

Task analysis addresses the following elements:

o Functional Demands

o Pre-Employment Screening

o OHS Consultation Compliance

o Hazard Identification

o Safe Work Methods

o Training Programs

Functional DemandsFunctional demands are the physical elements required of any occupation. They provide a direct indication of the minimal abilities required of an individual to safely, consistently and efficiently perform a task, select elements of a job and ultimately a complete occupation. This is at the core of the information required for informed pre-employment screening protocols, ensuring individuals selected for an occupation have the minimum physical abilities to carry out the role without foreseeable risk of injury due to pre-existing limitations. Identification of the functional demands of any occupation is an essential element of the preventative occupational health and safety process.

Pre-Employment ScreeningOnce functional demands of an individual job have been identified and defined, a reference is

formally established for the matching of an individual’s abilities to the requirements of the

46

job. This is an integral element in the employment of suitable persons with the capability of

meeting the physical requirements of the role, as defined by the Job Analysis. The pre-

employment screening process then becomes a meaningful comparison of abilities vs.

demands, rather than a singular hunt for pre-existing medical conditions.

OHS Consultation ComplianceA structured job analysis provides a direct forum for the consultation and engagement of

personnel in the occupational health and safety process. An individual or small group of

individuals performing the specific role being assessed will represent all similar employees

and as such, have the opportunity to discuss relevant issues with the appointed consultant.

Consultation of employees is a federally mandated process required of all organisations. The

job analysis forum provides a meaningful tool for engaging employees in a process designed

to improve safety and workplace wellbeing. It is a proactive tool that results in an

enhancement of the pre-existing consultation arrangements between the organisation and its

employees.

Hazard IdentificationA hazard is defined as a source or a situation with the potential for harm in terms of human

injury or ill-health, damage to property, damage to the environment or a combination of

these.

Hazard identification is the process of recognizing that a hazard exists and defining its

characteristics. The review of any occupation by a specialized consultant inevitably results in

the identification of hazards in that role. While these hazards may already be managed by the

organization, the independent review of a role through job analysis ensures further scrutiny.

Potential hazards are communicated to appropriate personnel in commercial confidence,

allowing a structured internal approach to addressing such issues.

47

Figure-3.1

Safe Work MethodsThe analysis of task completion techniques ensures the refinement or development of

alternate safe methods of work performance. The job analysis tool provides a consistent

reference for the organization to review methods of task performance in the pursuit of

continual improvement and a basis for the informed allocation of resources for items such as

plant and equipment.

Training ProgramsAs a requirement of compliance with the Occupational Health and Safety Regulation, ‘an

employer must ensure that any person who may be exposed to a risk to health and safety at

the employer’s place of work is provided with any information, instruction and training

necessary to ensure the person’s health and safety.

In conjunction with established national standards, the Job Analysis forms the foundation for

meaningful instruction of employees in safe work methods. It is the essential element for

48

ensuring that training is tailored and directed to the individuals actually performing the role.

The benefits are improved participation, the retention of principles instructed and the

application of these principles to work performance. The implementation of a meaningful

training program assists in the development of a safety culture, ultimately resulting in

reduced incidence of work place injury while meeting obligations under the relevant

legislation.

Job analysis is a systematic approach to defining the job role, description, requirements,

responsibilities, evaluation, etc. It helps in finding out required level of education, skills,

knowledge, training, etc for the job position. It also depicts the job worth i.e. measurable

effectiveness of the job and contribution of job to the organization. Thus, it effectively

contributes to setting up the compensation package for the job position.

Importance of Job AnalysisJob analysis helps in analyzing the resources and establishing the strategies to accomplish the

business goals and strategic objectives. It forms the basis for demand-supply analysis,

recruitments, compensation management, and training need assessment and performance

appraisal.

Components of Job Analysis

49

Job analysis is a systematic procedure to analyze the requirements for the job role and job

profile. Job analysis can be further categorized into following sub components.

Figure-3.2

Job PositionJob position refers to the designation of the job and employee in the organization. Job

position forms an important part of the compensation strategy as it determines the level of the

job in the organization. For example management level employees receive greater pay scale

than non-managerial employees. The non-monetary benefits offered to two different levels in

the organization also vary.

Job Description

Job description refers the requirements an organization looks for a particular job position. It

states the key skill requirements, the level of experience needed, level of education required,

etc. It also describes the roles and responsibilities attached with the job position. The roles

and responsibilities are key determinant factor in estimating the level of experience,

50

education, skill, etc required for the job. It also helps in benchmarking the performance

standards.

Job worthJob Worth refers to estimating the job worthiness i.e. how much the job contributes to the

organization. It is also known as job evaluation. Job description is used to analyze the job

worthiness. It is also known as job evaluation. Roles and responsibilities helps in determining

the outcome from the job profile. Once it is determined that how much the job is worth, it

becomes easy to define the compensation strategy for the position.

Therefore, job analysis forms an integral part in the formulation of compensation strategy of

an organization. Organizations should conduct the job analysis in a systematic at regular

intervals. Job analysis can be used for setting up the compensation packages, for reviewing

employees’ performance with the standard level of performance, determining the training

needs for employees who are lacking certain skills.

51

Figure-3.3

The Brainbench Consulting Services team will work with the customer to complete a job

analysis for each position within the selection process. During this activity, a series of

interviews will be conducted with 5 to 8 different subject matter experts. Over the course of

the interviews, the Brainbench team will collect information as it relates to the job, duties,

responsibilities, judgment, education, work experience, and background information. The

data collected from the surveys will be compiled and analyzed. A Job Analysis report is then

generated and presented to the customer for review.

Custom Assessments

Brainbench has been a leader in the design, development and deployment of assessments for

numerous corporate and government customers. To date, several hundred assessment tests

have been developed that leverage various types of assessment technology, including

52

automated essay scoring, interactive flash modules, concurrent use assessments, hot spot

technology and data entry. In addition, Brainbench has the capability to host and administer

assessments from 3rd party providers.

This may include an assessment test that would be administered during the recruitment

process, delivered during a training and certification course, or used to measure the

knowledge of a particular organization. In addition, Brainbench can incorporate:

Biographical Data Inventory (BDI)

Using the date from the Job Analysis, Brainbench will formulate a series of Bio-Data

questions. These questions can be used to screen out candidates that don't meet certain

requirements, i.e. experience, citizenship, etc. The customer has the option of

including these questions within the Brainbench Assessment Battery or their

Applicant Tracking System.

Knowledge Skills and Abilities (KSA)

Using the data from the Job Analysis, Brainbench can compile a series of assessment

modules that address the knowledge skills and cognitive ability necessary to perform

a job. The assessment items will be compiled from Brainbench's library of over 450

different skills assessments. The assessments will be based administered via

Brainbench's Computer Adaptive Test (CAT) engine.

Personality/Attitudes, Interest and Motivations (AIM)

Using the data from the Job Analysis, Brainbench can compile a series of assessments

that ensure a good fit based on personal interests, characteristics, and job attitude.

Through the use of an AIMs test, we can determine a candidate's fit within the

organization and culture, as well as predict job performance based upon the

candidates interest in using what skills they already have.

53

The Human Resources regulatory compliance arena continues to be a myriad of ever

changing state and federal mandates. The cost of ensuring compliance continues to climb

with each new regulation however, in many cases, small and medium sized businesses simply

cannot keep up.

HRD Group approach develops a Human Resources regulatory compliance foundation and

tailors it to meet your business needs. External expert legal specialists are retained and

available for guidance on intricate employment issues.

Human Resources AuditThe purpose of the HR Audit is to identify the strengths and weaknesses in the HR functions

and address issues needing resolution. The audit looks at each function and asks the question

“are we actually doing what we say we are doing or what we should be doing”. This can then

be compared to best practices and a plan of action put in place.

HRD Group can help your organization be in compliance and improve its productivity

through a comprehensive HR audit that includes a course of action for improvement and

organizational development.

Affirmative Action PlanAn affirmative action plan is more than a declaration of good intention. It describes a

program of action leading toward the accomplishment of specific and measurable results in

connection with legal and moral responsibilities of an organization. HRD Group offers an

array of EEO/AAP consulting services, from plan assistance and maintenance to AAP

education and regulatory updates. Once your Affirmative Action Program is in place, you

will probably want to continue with our consulting services for plan maintenance and

knowledge transfer.

EEO/AAP Consulting ServicesWomen, Veterans and Individuals with Disabilities in the following areas:

54

Preparation of Company’s AAP for Women, Veterans and Individuals with

Disabilities

In-house training and workshop in How to Prepare an AAP

Training in Equal Employment Opportunity laws and regulations

Conduct Affirmative Action Self-Audit

Evaluation of Recruiting and Personnel Practices

Orientation to Management Personnel in EEO/AAP policies and regulations

Presentation to Management of Company’s AAP results, goals and action program

Prepare Quarterly and Statistical Reports

Assistance on Desk Audit and On-site Compliance Review

Coaching in cases of Reasonable Accommodations

Who is required to do Affirmative Action Planning?Any employer who has a federal contract in totaling $50,000 or more and has 50 or more

employees is subjected to the federal government's Affirmative Action Program under

Executive Order 11246.

This select group of employers are obligated to prepare and maintain three written

Affirmative Action Plans; jointly called an Affirmative Action Program or AAP. The Office

of Federal Contract Compliance Programs (OFCCP) is the federal agency having jurisdiction

and enforcement authority for the Affirmative Action section of federal regulations.

Federal contractors’ Affirmative Action plans must be reviewed and updated on a yearly

basis. The enforcement agencies for AAP compliance can visit your company for a pre-

contract review, employee discrimination complaint, desk audit, or comprehensive on-site

review.

I-9 Employment VerificationThe Immigration Reform and Control Act of 1986 (IRCA) legally mandates that U.S.

employers must verify the employment eligibility status of newly-hired employees and makes

it unlawful for employers to knowingly hire or continue to employ unauthorized workers.

55

Noncompliance, whether intentional or caused simply by oversight, has severe legal and

financial consequences imposed by the Department of Homeland Security, as well as the

potential of a corporate image tarnished by negative publicity.

HRD Group audits your Form I-9 to verify employees' legal right to work in the United

States, reduce processing errors, document retention obligation, and more.

Compliance TrainingWe can provide training on Human Resources legal issues.

The Human Resources regulatory compliance arena continues to be a myriad of ever

changing state and federal mandates. The cost of ensuring compliance continues to climb

with each new regulation however, in many cases, small and medium sized businesses simply

cannot keep up.

HRD Group approach develops a Human Resources regulatory compliance foundation and

tailors it to meet your business needs. External expert legal specialists are retained and

available for guidance on intricate employment issues.

Human Resources AuditThe purpose of the HR Audit is to identify the strengths and weaknesses in the HR functions

and address issues needing resolution. The audit looks at each function and asks the question

“are we actually doing what we say we are doing or what we should be doing”. This can then

be compared to best practices and a plan of action put in place.

HRD Group can help your organization be in compliance and improve its productivity

through a comprehensive HR audit that includes a course of action for improvement and

organizational development.

Affirmative Action PlanAn affirmative action plan is more than a declaration of good intention. It describes a

program of action leading toward the accomplishment of specific and measurable results in

56

connection with legal and moral responsibilities of an organization. HRD Group offers an

array of EEO/AAP consulting services, from plan assistance and maintenance to AAP

education and regulatory updates. Once your Affirmative Action Program is in place, you

will probably want to continue with our consulting services for plan maintenance and

knowledge transfer.

EEO/AAP Consulting ServicesWomen, Veterans and Individuals with Disabilities in the following areas:

Preparation of Company’s AAP for Women, Veterans and Individuals with

Disabilities

In-house training and workshop in How to Prepare an AAP

Training in Equal Employment Opportunity laws and regulations

Conduct Affirmative Action Self-Audit

Evaluation of Recruiting and Personnel Practices

Orientation to Management Personnel in EEO/AAP policies and regulations

Presentation to Management of Company’s AAP results, goals and action program

Prepare Quarterly and Statistical Reports

Assistance on Desk Audit and On-site Compliance Review

Coaching in cases of Reasonable Accommodations

Who is required to do Affirmative Action Planning?

Any employer who has a federal contract in totaling $50,000 or more and has 50 or more

employees is subjected to the federal government's Affirmative Action Program under

Executive Order 11246.

This select group of employers are obligated to prepare and maintain three written

Affirmative Action Plans; jointly called an Affirmative Action Program or AAP. The Office

57

of Federal Contract Compliance Programs (OFCCP) is the federal agency having jurisdiction

and enforcement authority for the Affirmative Action section of federal regulations.

Federal contractors’ Affirmative Action plans must be reviewed and updated on a yearly

basis. The enforcement agencies for AAP compliance can visit your company for a pre-

contract review, employee discrimination complaint, desk audit, or comprehensive on-site

review.

I-9 Employment VerificationThe Immigration Reform and Control Act of 1986 (IRCA) legally mandates that U.S.

employers must verify the employment eligibility status of newly-hired employees and makes

it unlawful for employers to knowingly hire or continue to employ unauthorized workers.

Noncompliance, whether intentional or caused simply by oversight, has severe legal and

financial consequences imposed by the Department of Homeland Security, as well as the

potential of a corporate image tarnished by negative publicity.

HRD Group audits your Form I-9 to verify employees' legal right to work in the United

States, reduce processing errors, document retention obligation, and more.

Human Resources Management

HRD Group provides a wide variety of management and human resource consulting services.

Our consulting services are provided on-site or off-site, or a combination that best meets the

client’s needs. We will work with your company to identify needs, develop an action plan,

and assist with implementation.

Policies and ProceduresTo ensure the fair and consistent treatment of your employee base, it is necessary for all

organizations to have up-to-date and easy to administer policies and procedures relating to

operational matters.

58

HRD Group will partner with you to identify, define and write policies and procedures that

reflect the requirements of your business model as well as incorporate the values of your

organization.

Employee HandbookEmployee handbooks can take ages to write and need to be regularly updated as employment

law changes. We offer customized employee handbooks including legal review.

Other initiatives generally administered by the Human Resources Department.

Benefits

HRD Group provides our clients with the information needed to make the necessary

decisions regarding their employee benefits. This is to be achieved through the understanding

and evaluation of all pertinent facts and circumstances surrounding each individual clients

needs. It is very important that the needs and expectations of both employers and employees

are met and special attention is given to communication in these areas.

Benefits PackageWe review existing coverage’s and funding and analyze them to determine the true cost of

these benefits. We help employers get control of their benefit costs.

Benefits BenchmarkWe assist you in designing a plan of benefits to meet current needs with special attention paid

to eliminating duplicate coverage or gaps in coverage. The insurance marketplace is then

"shopped" for the plan of benefits and funding alternatives that are needed to maximize your

benefit dollars. We review, analyze, and compare all the proposals received. Then we prepare

a detailed feasibility study taking into consideration benefits, cost, current legislation, and

your long-range plans as a company or an individual.

59

Benefits Management and ServiceOur firm will enroll and communicate the new plan to your employees. Special attention will

be given to any plan changes. We want to achieve both employer and employee satisfaction.

Our firm is committed to providing professional, personal, and courteous service to our

clients. We assist in answering questions regarding administration, claims, or product

knowledge. Employer and employee satisfaction is our number one job.

Our services include access to and administration of several plans, including:

Health, Pharmacy and Dental Insurance

Life Insurance

Accident, Dismemberment & Death Insurance

Short and Long Term Disability

Supplemental Programs

COBRA Administration

5500 Filing

It’s SimpleThere is no need to meet with multiple vendors when considering a benefits plan for your

business. With HRD Group you’re provided with several benefits options and expert

management of the administrative process. Simply choose the plan or services that best fits

your needs and we will implement and manage your customized program. It’s that simple.

Enhance your workforce, save time and concentrate on your core business by removing the

administrative paperwork associated with a benefits program.

Compensation

60

The effective design and communication of total compensation programs are instrumental to

an organization’s ability to attract, retain, and motivate talented employees. HRD Group

consultants provide services and solutions to meet your organization’s specific business

needs.

Compensation Process Figure-3.4

Recognizing that successful compensation programs must be fully aligned with a company’s

mission and objectives, we provide the following services:

Development of job analysis, job description, job evaluation, internal, external and

individual equity

61

Design and conduct of compensation surveys to identify competitive market rates for

positions.

Review and evaluation of current compensation programs and practices with

recommendations for improvement.

Assessment of the competitiveness of compensation practices.

Development of performance appraisal programs, especially in conjunction with

improved pay administration plans.

Assist in documenting your programs and preparing tools for ongoing administration.

Assist in preparing communication materials to ensure that employees understand and

value their total compensation package

Assist with periodic assessments of your programs and suggest possible

improvements

HR is usually the first stop for a new employee and the last stop for an existing employee. It

is where work rules are introduced and enforced as well as where employees turn when they

have a problem or need assistance.

Our HR consultants works closely with organizations to develop and maintain appropriate

policies and practices that create a positive employer/employee relationship. A key benefit

our clients discover is our availability to assist them in thinking through the intricate HR

problems that are a daily reality in most every organization.

You don't have to be concerned about employee relation situations that we can easily take

care for you. When you entrust us with your employee relations, you won't waste time

worrying about sticky situations or wondering what to do. We'll help your employees feel

comfortable and productive.

HRD Group recognizes that Human Resource Management is not just about dealing with

legislation and increasing the efficiency of your business. We want to increase the

effectiveness of your business too!

62

Your people are your competitive advantage and managing them effectively in today’s

legally complex environment is tough. Good people can be hard to find and even harder to

keep!

With a wide range of both managerial and personal skills training and development options,

tailored to your needs we can assist you to train and develop your staff. Our customized

training initiatives encompasses a wide range of training and development topics to include

communication, customer service, leadership, supervisory, time management, and others.

To discuss possible training and development programs, and how we can assist your business

please contact us for a free consultation.

Benefits of Training

Increased productivity

Improved efficiency

Greater accuracy

Improved motivation and morale

Less direct supervision

Reduced turnover

Ensures consistency

Increased compliance (regulatory/statutory)

Training and Development TopicsHRD Group, Inc. offers onsite and/or offsite trainings tailored to your workforce needs.

Below we detail topics of our training program. Other trainings are available.

Avoiding Hiring Mistakes

63

Coaching

Communication Skills

Conducting Successful Performance Appraisals

Conflict Management

Customer Service

Effective Supervision

Emotional Intelligence

Employment Law

Improving Workplace Discipline Practices

Leadership Skills

Motivation

Negotiation Skills

Performance Management

Preventing Sexual Harassment

Stress Management

Teamwork

Time & Priority Management

64

CHAPTER-IV

DATA ANALYSIS AND INTERPRETATION

1. Is the physical working conditions are taken care by superiors?

65

Table 4. 1

S.No Response Respondents1 YES 402 NO 253 Some times 254 CANT SAY 10

YES NO Some times CANT SAY0

5

10

15

20

25

30

35

40

45

Phisical working con-dition

Figure 4. 1

Interpretation:

40% agreed with the above proposal

25% disagreed with the above proposal

25% may be may not

10% can’t say

2. Are you accustomed work under many supervisors for the same nature of work?

66

Table 4. 2



10

20

30

40

50

60

Work Under Supervisor

Figure 4. 2

Interpretation:



20% may be may not

10% can’t say

3. Do you feel to do your duty out of your commitment to job or because of the fear of

survival?

67

Table 4. 3

AGREED30%

DISAGREED70%

Chart Title

Figure 4. 3

Interpretation:



4. Employees were asked whether they were allotted the job opted by them, for which the following responses were obtained.

68

Table 4. 4

S.No Response Respondents1 AGREED 302 DISAGREED 70

S.No Options No Of Respondents

1 Yes 942 No 6

Figure 4. 4

Interpretation:

Out of the 100 respondents whose opinion was asked about the allocation of the post, 94% of respondents said that they were allotted the post opted by them where as 6% of the respondents said that they were not allotted the

opted by them.

5. Do you feel that working atmosphere is friendly in nature at your work place?

69

Table 4. 5



5

10

15

20

25

30

35

40

45

40

25 25

10

Figure 4. 5

Interpretation:



25% said sometimes

10% said cant say

6. Do you feel that you are having a good report with all your peers and superiors?

70

Table 4. 6

S.No Response Respondents1 YES 502 NO 303 Some times 20

YES NO Some times0

10

20

30

40

50

60

50

30

20

Figure 4. 6

Interpretation:

50 % agreed with the above proposal


20% May or may not

7 .Employees were asked the reason for taking up this job, for which the response was as follows.

71

Table 4. 7Options No of Respondents

Good Pay scale 8More benefits 12

Career Growth 30All the above 50

Good Pay scaleMore benefits

Career GrowthAll the above

0

5

10

15

20

25

30

35

40

45

50

Figure 4. 7

Interpretation:-

Of the 100 employees asked about the reason for taking up their respective jobs for which 30 % of the employees said that they took the job for all the reasons like ‘career growth’, ‘good pay scale’ was the reason behind taking up the jobs where as 12% of them said that more benefits which the company gave to the employees was the main reason, the rest 8 % answered as ‘good pay scale’

was the main reason for taking up the job in Lesto Technologies Pvt Ltd.

8. Benefits provided by the company?

72

Table 4. 8

ResponseRespondents

Excellent 15

Good 40

Average 18

Bad 7

Very Bad 20

Excellent19%

Good50%

Average23%

Bad9%

Chart Title

Figure 4. 8

From the above table, 15% of the employees said Excellent benefits provided by the company, 40%

of employees Good,, 18% off employees have average 12% of employees have bad, 20% of

employees have very sad opinion.

9 In your department work is distributed in a fair manner?

73

Table 4..9

S.No Response Respondents1 AGREED 602 DISAGREED 303 CANT SAY 10

AGREED DISAGREED CANT SAY0

10

20

30

40

50

60

70

60

30

10

Interpretation:



10% Can’t SaY

10. Do you feel that your job is secured?

Table 4.10

74

Figure 4. 9

S.No Response Respondents1 AGREED 752 DISAGREED 153 CANT SAY 10

AGREED DISAGREED CANT SAY 0

10

20

30

40

50

60

70

80 75

1510

Figure 4. 1

Interpretation:



10% May or may not

11. Do you feel job enrichment helps in individual development?

Table 4.1

75



5

10

15

20

25

30

35

40

45

Figure 4. 2

Interpretation:


1\25% disagreed with the above proposal

10% cant say

12. “Technology and better work environment leads to more productivity” Do you

agree?

Table 4. 2

76

S.No Response Respondents1 AGREED 602 DISAGREED 203 MAY OR MAY NOT 154 CANT SAY 05

AGREED DISAGREED MAY OR MAY NOT

CANT SAY0

10

20

30

40

50

60

70

60

2015

5

Figure 4.3

Interpretation:



15% May or may not

05% Can’t Say

13. Have you been informed about the objectives of your organization?

Table 4. 3

77

S.No Response Respondents1 AGREED 802 DISAGRED 103 MAY OR MAY NOT 10

AGREED DISAGRED MAY OR MAY NOT

0

10

20

30

40

50

60

70

80

9080

20

10

Figure 4.4

Interpretation:



10% May or may not

14. Whether you are given any incentives / appreciation / rewards by the company when you do at your work?

Table 4.14

78

S.No Response Respondents1 AREES 702 DISAGREED 053 MAY OR MAY NOT 154 CANT SAY 10

AREES DISAGREED MAY OR MAY NOT

CANT SAY0

10

20

30

40

50

60

70

80

Figure 4.14

Interpretation:



15% May or may not

10% Can’t

15. Employees were asked about the time period for which they were employed, for which the following responses were obtained

Table 4.15

79

Options No Of RespondentsFull Time Period 4Part Time Period 92

Daily Wages 0Particular Project

Only4

Sales

Full Time PeriodPart Time PeriodDaily WagesParticular Project Only

Figure 4.15

Interpretation:-

Out of 100 employees who were asked about the time period for which they were recruited, 92 % of employees are recruited for long time period where as 4 % of them are recruited for short time

period and 4 % of employees are recruited only for particular projects.

16. Employees were asked whether they found any relation between their qualification and the job offered to them, for which they responded in the following way.

Table 4.16

80

Options No. Of RespondentsYes 88No 12

Relation

YesNo

Figure 4.16

Interpretation:-

Out of 50 respondents who were asked whether they found any relation between their qualification and the jobs offered to them, 88 % of the respondents said that they found a relation

where as 12 % of the respondents said that they did not find any relation.

17. Employees were asked if any new position were evaluated in their company for which the following responses were obtained.

Table 4.4

81


Don’t Know 48

40%

12%

48%

Evaluation Of New Positions

YesNoDon’t Know

Figure4. 17

Interpretation: -

The Employees whose opinion was asked if any new positions were regarding recruitment and evaluation of new jobs. So awareness has to be brought about among the employees so as to

keep them abreast with the current changes taking place in the organization.

18. Employees were asked whether the planning of manpower requirementis done in light of business plans of the company for which the following

responses were obtained.

Table 4.5

82


100%

Man Power Planning

YesNo

Figure 4.18

Interpretation :-

Of the 50 employees whose opinions was asked regarding the planning of manpower requirement , all the employees agreed that all the planning of manpower requirement is being

done in the light of business plans of the organization.

83

CHAPTER-V

FINDINGS

SUGGESTIONS

LIMITATIONS

CONCLUSIONS

BIBLIOGRAPHY QUESTIONNAIRE

FINDINGS

Employees feel that they are very important person in the deportment, which shows

their level of commitment.

Employees in HERITAGE FOODS INDIA LTD can see themselves in a better

position in near future which indicates the carrier growth on the company.

84

Company successful in providing good working conditions.

Megacity of the respondents feels that they are under paid.

Employees in the HERITAGE FOODS INDIA LTD have good relationship with

their peers, superiors and sub-ordinates.

All most all the employees have positive attitude of the management towards security

as employees feel highly secured in HERITAGE FOODS INDIA LTD.

Half of the Employees are not satisfied with the personal development.

Employees in HERITAGE FOODS INDIA LTD are satisfied with the company

policies and procedures.

Employees in all dept are well planned while performing their activities.

On the whole employees in HERITAGE FOODS INDIA LTD have Job Satisfaction

the contributing factors for their satisfaction are good relationship, Working

conditions, Company polices and other benefits.

SUGGESTIONS

The conclusions so far drawn from the study tempts to offer the following suggestions for

making the organization ready for Evaluation. The conclusions drawn above convince

anybody to identify the following areas to chart out for job evaluation programs for the

executives to make them completely ready for Evaluation

85

A general training program covering the importance of and need for employee

Evaluation in the light of global competition is to be designed in brainstorming

session involving internal and external experts.

The present study identifies the following areas in which training is to be undertaken.

A training program may be undertaken for Executives in general and to Senior

Executives in particular to convince and make them accept the Evaluation concept.

Executives working in technical areas to be trained effectively in the areas of their

role and interpersonal dependence and relations to make Evaluation more fruitful.

A training program may be undertaken about "Shared Leadership" which brings high

morale and high productivity and makes the Evaluation a success.

The subordinate staff that is going to be empowered must be ready to take up this

responsibility. A study is to be conducted among the subordinate staff to find out

their readiness to discharge the new roles under this Evaluation program. This helps

in identifying the training areas, to make the subordinate staff completely ready for

undertaking Evaluation.

CONCLUSIONS

In the above perspective, the present chapter makes an attempt to draw some conclusions. It

should be confessed here that the investigator is conscious of the limitations of the study and

the conclusion drawn on the basis of the sample from a single unit cannot be generalized

about the entire manufacturing sector.

86

The study examines the readiness for employee Evaluation in six aspects, namely effective

Communication, Value of people, Clarity, Concept about power, Information and Learning.

A perusal of data pertaining to combination makes us to conclude that the Executives have

agreed to the effective down ward communication flow, which is a prerequisite for

Evaluation.

With regard to value of people, the analysis leads to the conclusion that the Executives give a

reasonable value to the Human Resources in the Organization. However, in respect of

concept about power, they are somewhat agreed to share the power.

As far as information sharing with lower rungs is concerned, they are very positive.

One significant conclusion with regards to learning opportunities, which is a basic for

Evaluation, is that the executives are favorable and feel that sufficient learning opportunities

should be there for the rank & file.

As far as clarity is concerned, the executives are somewhat agreed i.e., neutral. The aspect

wise percentage analysis leads to the conclusion that the organization is somewhat ready for

employee Evaluation because the majority of the Executives in almost all aspects are

concentrated in somewhat ready group

BIBLIOGRAPHY

BOOKORGANIZATIONAL BEHAVIOUR

By FREEDLUTHANS

EMPOWERMENT-WHAT DOES IT MEAN?

87

By CHANDRAN PILLAI.G

ESSENTIALS OF MANAGEMENT

By HAROLD KOONTZ &HEINZS WEIHRICH

JOB AND WORK ANALYSIS

By MICHAEL T. BRANNICK, EDWARD L.

A PRACTICAL GUIDE TO JOB ANALYSIS

By Erich P. Prien, Leonard Goodstein, Jeanette

Web sites: www.heritagefoods.co.in

www.wikipedia.org

www.retailindia.com

www.hr-guide.com

JOB QUESTIONNAIRE

Date…………………………………………….....

Job title……………………………………….......

Number of persons employed……………….........

88

Signature – job holder………………………….…

Signature – supervisor………………………...….

Brief job summary…………………………..……

1. Is the physical working conditions are taken care by superiors?

A) Yes B) No C) Some time D) Can’t

2. Are you accustomed work under many supervisors for the same nature of work?


89

3. Do you feel to do your duty out of your commitment to job or because of the fear of

survival

A) Agree B) Disagree

4. Employees were asked whether they were allotted the job opted by them, for which

the following responses were obtained

A) Yes B) No

5. Do you feel that working atmosphere is friendly in nature at your work place?


6. Do you feel that you are having a good report with all your peers and superiors

A) Yes B) No C) Some time

7 .Employees were asked the reason for taking up this job, for which the response was as

follows.

A)Good Pay scale B)More benefits

C)Career Growth D) All the above

8.Benefits provided by the company?

A)Excellent B)Good

C)Average D)Bad E)Very Bad

9 In your department work is distributed in a fair manner?

A) Agree B) Disagree C) Cant say

10. Do you feel that your job is secured?

A) Agree B) Disagree C) Cant say

90

11. Do you feel job enrichment helps in individual development?


12.“Technology and better work environment leads to more productivity” Do you agree?

A) Agree B) Disagree C) May or may not

13. Have you been informed about the objectives of your organization?


14. Whether you are given any incentives / appreciation / rewards by the company when

you do at your work?

A) Agree B) Disagree C) May or may not D) Cant say

15. Employees were asked about the time period for which they were employed, for which

the following responses were obtained

A)Full Time Period B)Part Time Period

C)Daily Wages D)Particular Project Only

16 Employees were asked whether they found any relation between their qualification and

the job offered to them, for which they responded in the following way.

A) Yes B) No

17. Employees were asked if any new position were evaluated in their company for which

the following responses were obtained.

A) Yes B) No C) DONT KNOW

91

18 Employees were asked whether the planning of manpower requirement

is done in light of business plans of the company for which the following

responses were obtained.

A) Yes B) No

1. Comments

Please add other relevant comments which could assist in the preparation of the job

description.

………………………………………………………………………………………………

………………………………………………………………………………………………

………………………………………………………………………………………………

………………………………………………………………………………………………

………………………………………………………………………………………………

………………

92