Post on 08-Apr-2018
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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
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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
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LIST OF TABLES
Table No. Table Title Page No
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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
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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
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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.
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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.
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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.
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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.
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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.
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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.
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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
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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
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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.
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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.
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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.
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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
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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
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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).
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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).
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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
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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
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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.
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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
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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.
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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
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• 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
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• 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.
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Other Group Companies are:
• Krishna Stone – Tech Pvt. Ltd.
• Krishna Tiles & Monuments, Bellary
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• 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.
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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.
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The above stated slates do not require polishing. They are just shaped into the
required angles and are ready for sale.
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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.
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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.
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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.
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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.
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PRODUCTION PROCESS
Granite Stone
Cutting in to slabs
POLISHING
SAND BLASTING /
FLAMING
EDGE CUTTING
REQUIRED ACCESSORY
CUTTING
FINISHED PRODUCT
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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.
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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
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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.
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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.
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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;
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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
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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;
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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.
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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]
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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
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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
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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 :-
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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)
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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.
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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
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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.
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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:
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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.
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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.
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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/-
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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
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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.
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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.
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TABLE-1
Satisfactionlevels
Responses percentages
SATISFIED 13 39DISSATISFIED 20 61
TOTAL 33 100
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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
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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
Responses Percentages
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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
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Satisfactionlevels
Responses Percentages
Poor 0 0
Fair 3 9Satisfied 8 24Good 7 21Excellent 15 46TOTAL 33 100%
SATISFACTION LEVEL OF RESPONDENTS WITH
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.
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TABLE-5
Relationship with supervisors
Satisfactionlevels
Responses Percentages
Poor 0 0Fair 6 18Satisfied 6 18
Good 8 24Excellent 13 40TOTAL 33 100%
SATISFACTION LEVEL OF RESPONDENTS WITH
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.
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From table, it can be observed that the employees have ranked with
Excellent satisfaction.
TABLE-6
Relationship with co workers
Satisfactionlevels
Responses Percentages
Poor 1 3Fair 4 12Satisfied 6 18Good 11 34
Excellent 11 33TOTAL 33 100%
SATISFACTION LEVEL OF RESPONDENTS WITH
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.
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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
Responses Percentages
Poor 0 0
Fair 3 9Satisfied 11 34Good 8 24Excellent 11 33TOTAL 33 100%
SATISFACTION LEVEL OF RESPONDENTS WITH
RESPECT TO FLEXIBLITY OF WORK HOURS
Poor
0%Fair
9%
Satisfied
34%
Good
24%
Excellent
33%Poor
Fair
Satisfi
Good
Excell
Interpretation:
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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
Responses Percentages
Poor 0 0Fair 10 31Satisfied 6 18Good 8 24excellent 9 27TOTAL 33 100%
SATISFACTION LEVEL OF RESPONDENTS WITH
RESPECT TO SAFTEY MEASURES
Poor
0% Fair
31%
Satisfied
18%
Good
24%
excellent
27% Poor
Fair
Satisfi
Good
excell
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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
Responses Percentages
Poor 3 9Fair 7 21Satisfied 7 21Good 8 25
excellent 8 24TOTAL 33 100%
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SATISFACTION LEVEL OF RESPONDENTS WITH
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
Responses Percentages
Poor 3 9Fair 6 18Satisfied 8 24Good 9 28
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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
Responses Percentages
Poor 1 3Fair 5 15
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Satisfied 13 40Good 12 36excellent 2 6TOTAL 33 100%
SATISFACTION LEVEL OF RESPONDENTS WITH
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
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Satisfactionlevels
Responses Percentages
Poor 1 3Fair 2 6
Satisfied 4 12Good 13 40Excellent 13 39TOTAL 33 100%
SATISFACTION LEVEL OF RESPONDENTS WITH
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
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Recruitment policy
Satisfactionlevels
Responses Percentages
Poor 1 3Fair 5 15Satisfied 15 46Good 7 21excellent 5 15TOTAL 33 100%
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.
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TABLE-14
Career planning
Satisfactionlevels
Responses Percentages
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%
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This shows the career development opportunities in thisorgansiation.
TABLE-15
Recreation & rest intervals
Satisfactionlevels
Responses Percentages
Poor 2 6Fair 2 6
Satisfied 6 18Good 12 37excellent 11 33TOTAL 33 100%
SATISFACTION LEVEL OF RESPONDENTS WITH
RESPECT TO RECREATION AND REST INTERVALS
Poor
6%Fair
6%
Satisfied
18%
Good
37%
excellent
33%Poor
Fair
Satisfi
Good
excell
Interpretation:
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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
Responses Percentages
Poor 1 3Fair 2 6Satisfied 9 27Good 14 43excellent 7 21TOTAL 33 100%
SATISFACTION LEVEL OF RESPONDENTS WITH
RESPECT TO LEGAL ISSUES
Poor
3%Fair
6%
Satisfied
27%
Good
43%
excellent
21%Poor
Fair
Satisfi
Good
excell
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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
Responses Percentages
Poor 2 6Fair 4 12Satisfied 5 15Good 10 30excellent 12 37
TOTAL 33 100%
SATISFACTION LEVEL OF RESPONDENTS WITH
RESPECT TO JOB SECURITY
Poor
6%Fair
12%
Satisfied
15%
Good
30%
excellent
37%
Poor
Fair
Satisfi
Good
excell
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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.
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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