The document provides details about Sharda Exports, a leading manufacturer and exporter of hand-tufted and hand-woven carpets based in India. It discusses the company's founding in 1983 with 6 weavers and its growth over the decades into a large organization supporting around 3000 families. Key developments include establishing new factories, receiving national awards for export performance, achieving ISO certifications, and setting up showrooms. The company now exports globally and has become a premier supplier of carpets from India.
Global Manager Group provides this presentation that talks about mandatory documents required for ISO 14001:2015 Certification. The key documents like quality manual, procedures, SOPs, audit checklist, etc required for certification are described in details. Also give information about how Global Mananger Group helps in quick certification by providing ISO 14001:2015 Documentation kit.
For more information visit @ http://www.globalmanagergroup.com/
The presentation provides a basic understanding of the Environmental Management System certification ISO 14001 with regard to mineral based industries.
Summer internship report part 2 on Integrated marketing communication in Bigc...Paritosh chaudhary
The document provides a history of the cement industry in India, beginning with the discovery of cement in the 18th century in England. It discusses the establishment of the first cement factory in India in 1914 and key developments in the early industry, including the founding of the Associated Cement Companies in 1936. It also summarizes the vision, mission, and quality policy of Kanodia Group, an Indian cement manufacturer established in the 1980s with a current annual production capacity of 4.2 million tons.
Integrated Management System training,awareness,safetyG Rajan Kumar
The document discusses an integrated management system (IMS) that combines elements of multiple management systems into a single unified system. It describes the benefits of an IMS, including reduced costs, improved training and communication, and recognition. The key standards that can be integrated are also outlined, including ISO 14001 for environmental management and OHSAS 18001 for occupational health and safety. A four-step approach is provided for implementing an IMS that includes awareness training, policy and objective development, documentation and process design, and corrective actions.
The cement industry in India has grown substantially over the past decade and has become the second largest producer globally. Cement demand is driven primarily by the construction sector, particularly housing and infrastructure development. While cement production has increased significantly, capacity utilization remains low due to issues like poor coal quality, power outages, and inadequate transportation infrastructure. The government plans major infrastructure spending which will further drive cement demand. The industry is dominated by a few large players and global cement companies are entering the Indian market. The future outlook for the cement industry in India remains positive due to expected growth in construction activity, though companies will face challenges around rising input costs and increasing competition.
ISO 14064 is an international standard for greenhouse gas emissions quantification, monitoring, reporting and verification. It was developed through collaboration between experts from over 36 countries. The standard provides a framework for organizations to quantify, monitor, report and verify their GHG emissions in a consistent and transparent manner. It supports participation in both regulated emissions trading programs and voluntary public reporting initiatives.
OHSAS 18001 has been the recognized occupational health and safety management system standard since 1999. A new ISO standard, ISO 45001, is being developed to replace OHSAS 18001. ISO 45001 has a stronger focus on organizational context, leadership roles, and risk-based approaches. It also uses a common structure and terms aligned with other ISO standards. While the overall aim of reducing risks remains the same, ISO 45001 includes changes like greater emphasis on top management responsibility and identifying and controlling risks rather than just hazards. Organizations should prepare to transition to meeting the requirements of ISO 45001 when it is published in October 2016.
The document contains two questionnaires, one for managers/officers (Part 1) and one for employees (Part 2). The questionnaires ask about various aspects of training programs at the respondent's organization such as the types of training provided, the perceived benefits of training, how training supports career and organizational goals, and evaluations of training quality and effectiveness. The questions are to be answered by ticking yes or no responses. The purpose is to conduct a study on the effectiveness of human resource training at Hedge Equities.
Global Manager Group provides this presentation that talks about mandatory documents required for ISO 14001:2015 Certification. The key documents like quality manual, procedures, SOPs, audit checklist, etc required for certification are described in details. Also give information about how Global Mananger Group helps in quick certification by providing ISO 14001:2015 Documentation kit.
For more information visit @ http://www.globalmanagergroup.com/
The presentation provides a basic understanding of the Environmental Management System certification ISO 14001 with regard to mineral based industries.
Summer internship report part 2 on Integrated marketing communication in Bigc...Paritosh chaudhary
The document provides a history of the cement industry in India, beginning with the discovery of cement in the 18th century in England. It discusses the establishment of the first cement factory in India in 1914 and key developments in the early industry, including the founding of the Associated Cement Companies in 1936. It also summarizes the vision, mission, and quality policy of Kanodia Group, an Indian cement manufacturer established in the 1980s with a current annual production capacity of 4.2 million tons.
Integrated Management System training,awareness,safetyG Rajan Kumar
The document discusses an integrated management system (IMS) that combines elements of multiple management systems into a single unified system. It describes the benefits of an IMS, including reduced costs, improved training and communication, and recognition. The key standards that can be integrated are also outlined, including ISO 14001 for environmental management and OHSAS 18001 for occupational health and safety. A four-step approach is provided for implementing an IMS that includes awareness training, policy and objective development, documentation and process design, and corrective actions.
The cement industry in India has grown substantially over the past decade and has become the second largest producer globally. Cement demand is driven primarily by the construction sector, particularly housing and infrastructure development. While cement production has increased significantly, capacity utilization remains low due to issues like poor coal quality, power outages, and inadequate transportation infrastructure. The government plans major infrastructure spending which will further drive cement demand. The industry is dominated by a few large players and global cement companies are entering the Indian market. The future outlook for the cement industry in India remains positive due to expected growth in construction activity, though companies will face challenges around rising input costs and increasing competition.
ISO 14064 is an international standard for greenhouse gas emissions quantification, monitoring, reporting and verification. It was developed through collaboration between experts from over 36 countries. The standard provides a framework for organizations to quantify, monitor, report and verify their GHG emissions in a consistent and transparent manner. It supports participation in both regulated emissions trading programs and voluntary public reporting initiatives.
OHSAS 18001 has been the recognized occupational health and safety management system standard since 1999. A new ISO standard, ISO 45001, is being developed to replace OHSAS 18001. ISO 45001 has a stronger focus on organizational context, leadership roles, and risk-based approaches. It also uses a common structure and terms aligned with other ISO standards. While the overall aim of reducing risks remains the same, ISO 45001 includes changes like greater emphasis on top management responsibility and identifying and controlling risks rather than just hazards. Organizations should prepare to transition to meeting the requirements of ISO 45001 when it is published in October 2016.
The document contains two questionnaires, one for managers/officers (Part 1) and one for employees (Part 2). The questionnaires ask about various aspects of training programs at the respondent's organization such as the types of training provided, the perceived benefits of training, how training supports career and organizational goals, and evaluations of training quality and effectiveness. The questions are to be answered by ticking yes or no responses. The purpose is to conduct a study on the effectiveness of human resource training at Hedge Equities.
Leed green associate v. acquisition, installation, and management of project ...Bilal Mohamed
This document contains 44 multiple choice questions about materials and resources in the LEED green building rating system. The questions cover topics like certified wood, construction waste management, recycled content, regional materials, life cycle assessment, and sustainable purchasing. Correct answers are identified for choosing materials and practices that reduce environmental impacts and support green building goals.
ISO 14064 provides specifications for quantifying and reporting greenhouse gas emissions at the organizational level. Adopting ISO 14064 helps organizations prepare for future regulations on emissions, assess climate change risks and opportunities, meet investor expectations, enhance shareholder value, incorporate emissions data in non-financial reporting, identify cost savings, and potentially qualify for carbon offset projects. Agneya Carbon Ventures offers services to help clients implement ISO 14064, including conducting an emissions inventory, developing an abatement strategy, and preparing for certification.
This document provides an overview of ISO standards and certification. It discusses:
- ISO is the world's largest developer of international standards, with 163 member countries. ISO standards are voluntary but can become market requirements.
- ISO 9001 relates to quality management systems and certification. It aims to help organizations meet customer needs. Over 1 million organizations are ISO 9001 certified globally.
- ISO 14001 pertains to environmental management system requirements and guidance. Certification can help with regulations, markets, costs, and image.
The document summarizes the G4 Guidelines for sustainability reporting published by the Global Reporting Initiative (GRI). Key points include:
- G4 builds on the previous G3.1 Guidelines and aims to make reporting more user-friendly, technically sound, and focused on material topics.
- G4 emphasizes selecting material topics and boundaries, and reporting on impacts that matter most to the organization and stakeholders.
- G4 presents guidance in two parts and includes new and revised disclosures on topics like ethics, governance, supply chain management and greenhouse gas emissions.
- GRI recommends organizations use G4 for sustainability reporting after December 2015 to promote a global standard for reporting.
The documentary "Who Killed the Electric Car?" examines General Motors' development and discontinuation of the EV1 electric vehicle in the 1990s. General Motors created the EV1 in response to stricter emissions standards but later took the vehicles off the market. The film suggests big oil companies opposed electric vehicles which threatened oil demand. It discusses problems with electric vehicles at the time like limited range and high battery costs, as well as GM's prioritization of profits over environmental leadership. While developing electric cars was challenging, GM's decision to destroy EV1s damaged its public image.
The document is an audit checklist for ISO 45001:2018, the international standard for occupational health and safety management systems. It contains questions to verify if an organization's system meets the requirements of ISO 45001 in areas such as leadership, planning, risk assessment, legal compliance, consultation with workers, and performance evaluation. The checklist covers the main clauses of ISO 45001 across 16 pages with questions, references to the organization's documentation, and areas to note any concerns.
The document discusses integrated management systems (IMS) and provides an overview of several key standards. It defines IMS as the organizational structure and processes for developing, implementing, and maintaining policies across multiple standards. The three major IMS discussed are ISO 9001 for quality management, ISO 14001 for environmental management, and ISO 18001 for occupational health and safety management. Popular additional standards covered include ISO 22000 for food safety management and ISO 31000 for risk management. The conclusion states that integrated standards can facilitate consistent auditing and ease of use when multiple standards are adopted.
The document discusses training and development practices at MONDOVI PVT ltd. It finds that the company provides both induction training and soft skills training to employees. Questionnaires are commonly used to evaluate training programs. Post-training evaluations focus on assessing the results and value of training. Most participants feel training benefits them by improving performance and motivation. The evaluations also help identify effective aspects of training and ways to improve.
The document discusses the liquefied petroleum gas (LPG) industry in Bangladesh. It lists the major LPG companies operating in the country and provides details about their plants, storage capacities, and distribution networks. It also outlines the product lines and operations of prominent companies like Bashundhara LP Gas, Jamuna Gas, Omera Petroleum Ltd, and Totalgaz. Upcoming companies planning to enter the LPG sector are also mentioned. The LPG market in Bangladesh is growing and becoming more competitive with more private companies investing in import, storage and distribution facilities across the country.
Projec report on training and development project from reliance moneyVipul Sachan
The document provides an overview of training and development at Reliance Money. It discusses traditional and modern approaches to training, defining training as a learning process to enhance employee performance. The scope of the study is on training practices and modules at Reliance Money to judge knowledge enhancement and feedback effectiveness. The objectives are to examine the impact of training on skill development, changes in behavior and output.
EMAS is a voluntary environmental management scheme designed by the European Commission to help organizations improve their environmental performance. It requires an environmental review, policy, and management system with performance indicators. Organizations of any size or sector can register multiple sites at once after implementing the system, making it publicly transparent through a statement verified by independent auditors. Benefits include improved environmental performance, legal compliance, cost savings, and stakeholder relations. Over 3,800 organizations across Europe are currently EMAS registered.
This document is a questionnaire for employees of Mandovi Motors regarding training and development programs. It contains 20 multiple choice or short answer questions about topics such as how frequently training is conducted, what types of training are provided, whether training has improved work efficiency, and suggestions for improving training programs. The purpose is to collect data from employees for a student's academic project on the effectiveness of training and development.
A study on perfoemance management of mahindra and mahindra in bidarProjects Kart
This document outlines a management thesis submitted by Mahananda Baburao for their MBA program. The thesis focuses on performance management at Mahindra and Mahindra in Bidar, India. It includes an introduction outlining the need for and objectives of the study. It also provides the table of contents which shows it will cover a company profile, research design and analysis, findings, suggestions, and conclusions. Various tools and aspects of performance management are defined. The thesis will collect primary data using a questionnaire and analyze performance management practices at Mahindra and Mahindra in Bidar.
Cassandra Michel: Nike Vapor Max Air Backpack Life Cycle AnalysissvaPoD
The document presents a lifecycle analysis of the Nike Vapor Max Air backpack. It finds that the greatest environmental impacts come from zinc used in the zippers during manufacturing. It is also noted that the air bag material has low manufacturing efficiency. Recommendations include eliminating zinc to aid recycling, promoting backpack recycling programs, and improving the efficiency of the air bag material.
The document discusses training and development practices at Infosys. It begins with an introduction to training and development, outlining its objectives and importance as a source of competitive advantage. It then covers topics such as orienting employees, various training methods including on-the-job and off-the-job approaches, and the training process from needs assessment to evaluation. The document also briefly discusses management development and provides an overview of training at Infosys before concluding with a bibliography.
This document summarizes an organizational study of MRF Ltd., a major Indian tire manufacturing company. It provides details on MRF's history, operations, departments, products, facilities, employees, strengths, weaknesses, opportunities, threats and recommendations. The Kottayam facility was established in 1969 and has production plants for tires, tubes and other products. It employs 1738 people across various departments including production, HR, accounting and quality assurance.
The document appears to be a questionnaire assessing the effectiveness of training and development programs in an organization. It contains 20 questions addressing various aspects of training such as how training is prioritized, barriers to effective training, methods used, usefulness, and areas for improvement. The questions gauge level of agreement with statements and ask about duration, objectives, and problems with current training sessions.
This document is a project report submitted by Jeyaram R to Anna University in partial fulfillment of an MBA degree. The report studies operation optimization of production at Lotte India Corporation Limited. It includes a bonafide certificate, declaration, abstract, acknowledgements and table of contents. The introduction provides background on Lotte and defines process optimization. The objectives are to study problems in Lotte India's operation optimization of production and maintain standards, meet customer demand on time, reduce time by replenishing raw materials, and implement fully automated machines.
This document is a project report submitted by Jeyaram R to Anna University in partial fulfillment of an MBA degree. The report studies operation optimization of production at Lotte India Corporation Limited. It includes a bonafide certificate, declaration, abstract, acknowledgements and table of contents. The introduction provides background on Lotte and defines process optimization. The objectives are to study problems in Lotte India's operation optimization of production and maintain standards, meet customer demand on time, reduce time by replenishing raw materials, and implement fully automated machines.
Leed green associate v. acquisition, installation, and management of project ...Bilal Mohamed
This document contains 44 multiple choice questions about materials and resources in the LEED green building rating system. The questions cover topics like certified wood, construction waste management, recycled content, regional materials, life cycle assessment, and sustainable purchasing. Correct answers are identified for choosing materials and practices that reduce environmental impacts and support green building goals.
ISO 14064 provides specifications for quantifying and reporting greenhouse gas emissions at the organizational level. Adopting ISO 14064 helps organizations prepare for future regulations on emissions, assess climate change risks and opportunities, meet investor expectations, enhance shareholder value, incorporate emissions data in non-financial reporting, identify cost savings, and potentially qualify for carbon offset projects. Agneya Carbon Ventures offers services to help clients implement ISO 14064, including conducting an emissions inventory, developing an abatement strategy, and preparing for certification.
This document provides an overview of ISO standards and certification. It discusses:
- ISO is the world's largest developer of international standards, with 163 member countries. ISO standards are voluntary but can become market requirements.
- ISO 9001 relates to quality management systems and certification. It aims to help organizations meet customer needs. Over 1 million organizations are ISO 9001 certified globally.
- ISO 14001 pertains to environmental management system requirements and guidance. Certification can help with regulations, markets, costs, and image.
The document summarizes the G4 Guidelines for sustainability reporting published by the Global Reporting Initiative (GRI). Key points include:
- G4 builds on the previous G3.1 Guidelines and aims to make reporting more user-friendly, technically sound, and focused on material topics.
- G4 emphasizes selecting material topics and boundaries, and reporting on impacts that matter most to the organization and stakeholders.
- G4 presents guidance in two parts and includes new and revised disclosures on topics like ethics, governance, supply chain management and greenhouse gas emissions.
- GRI recommends organizations use G4 for sustainability reporting after December 2015 to promote a global standard for reporting.
The documentary "Who Killed the Electric Car?" examines General Motors' development and discontinuation of the EV1 electric vehicle in the 1990s. General Motors created the EV1 in response to stricter emissions standards but later took the vehicles off the market. The film suggests big oil companies opposed electric vehicles which threatened oil demand. It discusses problems with electric vehicles at the time like limited range and high battery costs, as well as GM's prioritization of profits over environmental leadership. While developing electric cars was challenging, GM's decision to destroy EV1s damaged its public image.
The document is an audit checklist for ISO 45001:2018, the international standard for occupational health and safety management systems. It contains questions to verify if an organization's system meets the requirements of ISO 45001 in areas such as leadership, planning, risk assessment, legal compliance, consultation with workers, and performance evaluation. The checklist covers the main clauses of ISO 45001 across 16 pages with questions, references to the organization's documentation, and areas to note any concerns.
The document discusses integrated management systems (IMS) and provides an overview of several key standards. It defines IMS as the organizational structure and processes for developing, implementing, and maintaining policies across multiple standards. The three major IMS discussed are ISO 9001 for quality management, ISO 14001 for environmental management, and ISO 18001 for occupational health and safety management. Popular additional standards covered include ISO 22000 for food safety management and ISO 31000 for risk management. The conclusion states that integrated standards can facilitate consistent auditing and ease of use when multiple standards are adopted.
The document discusses training and development practices at MONDOVI PVT ltd. It finds that the company provides both induction training and soft skills training to employees. Questionnaires are commonly used to evaluate training programs. Post-training evaluations focus on assessing the results and value of training. Most participants feel training benefits them by improving performance and motivation. The evaluations also help identify effective aspects of training and ways to improve.
The document discusses the liquefied petroleum gas (LPG) industry in Bangladesh. It lists the major LPG companies operating in the country and provides details about their plants, storage capacities, and distribution networks. It also outlines the product lines and operations of prominent companies like Bashundhara LP Gas, Jamuna Gas, Omera Petroleum Ltd, and Totalgaz. Upcoming companies planning to enter the LPG sector are also mentioned. The LPG market in Bangladesh is growing and becoming more competitive with more private companies investing in import, storage and distribution facilities across the country.
Projec report on training and development project from reliance moneyVipul Sachan
The document provides an overview of training and development at Reliance Money. It discusses traditional and modern approaches to training, defining training as a learning process to enhance employee performance. The scope of the study is on training practices and modules at Reliance Money to judge knowledge enhancement and feedback effectiveness. The objectives are to examine the impact of training on skill development, changes in behavior and output.
EMAS is a voluntary environmental management scheme designed by the European Commission to help organizations improve their environmental performance. It requires an environmental review, policy, and management system with performance indicators. Organizations of any size or sector can register multiple sites at once after implementing the system, making it publicly transparent through a statement verified by independent auditors. Benefits include improved environmental performance, legal compliance, cost savings, and stakeholder relations. Over 3,800 organizations across Europe are currently EMAS registered.
This document is a questionnaire for employees of Mandovi Motors regarding training and development programs. It contains 20 multiple choice or short answer questions about topics such as how frequently training is conducted, what types of training are provided, whether training has improved work efficiency, and suggestions for improving training programs. The purpose is to collect data from employees for a student's academic project on the effectiveness of training and development.
A study on perfoemance management of mahindra and mahindra in bidarProjects Kart
This document outlines a management thesis submitted by Mahananda Baburao for their MBA program. The thesis focuses on performance management at Mahindra and Mahindra in Bidar, India. It includes an introduction outlining the need for and objectives of the study. It also provides the table of contents which shows it will cover a company profile, research design and analysis, findings, suggestions, and conclusions. Various tools and aspects of performance management are defined. The thesis will collect primary data using a questionnaire and analyze performance management practices at Mahindra and Mahindra in Bidar.
Cassandra Michel: Nike Vapor Max Air Backpack Life Cycle AnalysissvaPoD
The document presents a lifecycle analysis of the Nike Vapor Max Air backpack. It finds that the greatest environmental impacts come from zinc used in the zippers during manufacturing. It is also noted that the air bag material has low manufacturing efficiency. Recommendations include eliminating zinc to aid recycling, promoting backpack recycling programs, and improving the efficiency of the air bag material.
The document discusses training and development practices at Infosys. It begins with an introduction to training and development, outlining its objectives and importance as a source of competitive advantage. It then covers topics such as orienting employees, various training methods including on-the-job and off-the-job approaches, and the training process from needs assessment to evaluation. The document also briefly discusses management development and provides an overview of training at Infosys before concluding with a bibliography.
This document summarizes an organizational study of MRF Ltd., a major Indian tire manufacturing company. It provides details on MRF's history, operations, departments, products, facilities, employees, strengths, weaknesses, opportunities, threats and recommendations. The Kottayam facility was established in 1969 and has production plants for tires, tubes and other products. It employs 1738 people across various departments including production, HR, accounting and quality assurance.
The document appears to be a questionnaire assessing the effectiveness of training and development programs in an organization. It contains 20 questions addressing various aspects of training such as how training is prioritized, barriers to effective training, methods used, usefulness, and areas for improvement. The questions gauge level of agreement with statements and ask about duration, objectives, and problems with current training sessions.
This document is a project report submitted by Jeyaram R to Anna University in partial fulfillment of an MBA degree. The report studies operation optimization of production at Lotte India Corporation Limited. It includes a bonafide certificate, declaration, abstract, acknowledgements and table of contents. The introduction provides background on Lotte and defines process optimization. The objectives are to study problems in Lotte India's operation optimization of production and maintain standards, meet customer demand on time, reduce time by replenishing raw materials, and implement fully automated machines.
This document is a project report submitted by Jeyaram R to Anna University in partial fulfillment of an MBA degree. The report studies operation optimization of production at Lotte India Corporation Limited. It includes a bonafide certificate, declaration, abstract, acknowledgements and table of contents. The introduction provides background on Lotte and defines process optimization. The objectives are to study problems in Lotte India's operation optimization of production and maintain standards, meet customer demand on time, reduce time by replenishing raw materials, and implement fully automated machines.
The Indian foundry industry produces metal castings and components for various sectors like automotive, machinery, and energy. It contributes over $18 billion annually to the economy. The Indian Institute of Foundrymen promotes the development of the foundry industry through research, training, and knowledge sharing on new technologies to produce lighter automotive components and improve fuel efficiency.
This document discusses a study conducted on training needs and methods to create brand connectivity for employees at Ford Motors dealership in India. The objectives of the study were to understand the importance of training needs identification, how training is perceived by employees, and how effective training is in improving organizational and employee development. A questionnaire was used to collect primary data on training satisfaction and suggestions. The findings showed that over 80% of employees were satisfied with available training programs. However, some lacked awareness of all training opportunities. The study recommends identifying such employees and providing additional training to benefit the company.
Hi Friends
This is supa bouy
I am a mentor, Friend for all Management Aspirants, Any query related to anything in Management, Do write me @ supabuoy@gmail.com.
I will try to assist the best way I can.
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Supa Bouy
This document contains a summer training project report submitted by Chirag Gadhiya to Parul Institute of Management and Research in partial fulfillment of the requirements for an MBA degree. The project was conducted at Devashish Securities Pvt. Ltd under the guidance of Prof. Khyati Shah. The report includes an introduction, organizational profile, literature review, research methodology, data analysis and interpretation through tables and charts, findings, recommendations, and conclusion regarding a study on comparative analysis of available investment options based on customer preferences in India.
This document discusses a project report submitted by Mandeep Singh on the recruitment and selection process at Infowiz Company in Chandigarh, India. It begins by acknowledging those who helped with the project and training. It then provides background on Infowiz, which is an 8-year-old IT company that offers courses in areas like web development, Java, Android, robotics, and more. The report details Infowiz's management team and technical staff. It also outlines the recruitment and selection chapter that analyzes Infowiz's practices in these areas.
This document provides information about the Human Resource Information System (HRIS) of Unique Group. It begins with an introduction and title page, followed by a letter of transmittal from the author to their academic supervisor submitting the internship report. It then includes an acknowledgement section thanking various individuals. The remainder of the document contains chapters that provide details on the company history and structure of Unique Group, the outcomes of the author's internship, a literature review on HRIS, an analysis of Unique Group's HRIS system and its functions, findings and recommendations from the study.
A Report on "Impact of HR Policies on Organizational Performance"by Jahirul I...Md. Jahirul Islam Robin
This report is made by my myself which was for the fulfillment of Partial Requirement for the Degree of Bachelor of Business Administration (BBA) at Daffodil International University, Bangladesh.
A Study on Training and Development in Syberbrigade Pvt Ltd, Hyderabadijtsrd
The research project entitled -‘A study on Training and Development’ is an attempt to understand the opinion and attitudes of the various categories of employees of the syberbrigade private limited, Hyderabad., towards the maintenance of effectiveness of Training services provided by the Company. The data was collected through well structured questionnaires which contains closed end question. This survey was carried out in various departments of the Company. In the course of study, it was found that the training programs analyzed were provided to all the employees of syberbrigade private limited and was not specific to particular category of employees. The results were presented with the help of different charts and diagrams. Findings of the study were drawn from the analyzing of data’s, suggestions and conclusions have been made based on the findings. I. Bhargavi | Dr. P. Basaiah "A Study on Training and Development in Syberbrigade Pvt Ltd, Hyderabad" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-6 , October 2022, URL: https://www.ijtsrd.com/papers/ijtsrd51835.pdf Paper URL: https://www.ijtsrd.com/humanities-and-the-arts/education/51835/a-study-on-training-and-development-in-syberbrigade-pvt-ltd-hyderabad/i-bhargavi
The document outlines a training needs assessment that was conducted for Shree Mahuva Pradesh Sahakari Khand Udyog Mandli Ltd. to design a training and development model. It involved assessing needs through a training needs analysis form completed by department heads and discussions with employees. A review of the company profile and organizational analysis was also conducted to understand where training was needed. The needs assessment data was then analyzed to identify behavioral and functional training needs to inform the design of the training program.
A Study on “Job Satisfaction of Employees” was conducted in Cube Engitech Consultant Pvt. Ltd. The Primary objective of this research was to find the level of satisfaction of employees in the organization. The study was done as a part of descriptive research. Convenience sampling technique was used for selecting the sample. The primary data was collected by the means of a questionnaire. The secondary data was poised from the company records and websites. A structured questionnaire was circulated within fifty employees and the data collected was based on the same. Chi-square test and Likert scale method was used to analyze the data. Supreme care has been taken from the beginning of the preparation of the questionnaire up to the analysis, findings and suggestions. The analysis conducted lead to the conclusion that majority of the employees are satisfied. Dissatisfaction with locus to some of the factors was also reported. It was also found that dissatisfaction among employees will adversely affect the work performance and productivity of the organization. Valuable suggestions and recommendations are also made to the company for the better prospects based on the results derived.
This internship progress report summarizes Rashmi Rajesh More's summer internship with IDBI Federal Life Insurance. Over six weeks, Rashmi learned about the insurance sector and IDBI Federal's products and sales techniques. She studied customer perceptions of life insurance and conducted surveys. Her goal was to understand customer awareness, concerns, and preferences to improve IDBI Federal's services. Rashmi gained valuable experience in financial services, customer interaction, and research that will help in her studies and future career. Her mentor provided positive feedback on her work and learning.
The document is a project report on employees' perceptions of performance appraisals at UFlex Limited. It includes an introduction to the company and HR department. The report aims to study employees' views of performance appraisals and how they can benefit organizations. Primary data was collected through surveys and from the HR department. The findings, conclusions, and recommendations are presented along with references. Performance appraisals are conducted annually to assess employees, provide feedback, and help improve performance and organizational goals.
This document provides an overview of the Indian footwear industry. It discusses the history and evolution of footwear production globally and in India. Some key points:
- India is the 2nd largest footwear producer globally, producing over 2 billion pairs annually. The major production centers are in Tamil Nadu, Maharashtra, Uttar Pradesh, and Punjab.
- India exports around 115 million pairs annually. Major export markets include the US, UK, Germany, Italy and UAE. Many global brands source footwear from India.
- The industry employs over 1.1 million people. Key segments include leather footwear, leather shoe uppers, and non-leather footwear like rubber chappals
1.1 Supporting the team with data collection and analysis
1.2 Preparing presentations and documents
1.3 Administrative tasks like scheduling meetings, travel etc.
Engagement Manager:
1.1 Overall responsibility for delivery and client relationship
1.2 Budgeting and resourcing the project
1.3 Ensuring quality and timely delivery
1.4 Escalation point for any issues
Partner:
1.1 Overall leadership and strategy for the client
1.2 Business development
1.3 Ensuring profitability of the engagement
1.4 Escalation point and sign off on key deliverables
So in summary- analysts do analysis, consultants manage work streams, engagement
managers
This document is a project report submitted by Sendhil Kumar to partial fulfillment of the requirements for a Master's degree in Business Administration. The project examines employees' attitudes at the Puducherry Agro Service and Industries Corporation Limited (PASIC). It includes an introduction, literature review on employee attitude, overview of PASIC's business activities and structure, data analysis and interpretation from a questionnaire distributed to PASIC employees, and conclusions and recommendations. Tables and charts in the data analysis section provide classification of survey respondents and their opinions on various factors relating to employee attitude, satisfaction, and performance.
Satisfaction of Employees on Joining Process at Reliance JIO Shakti Prasad Tiwari
Reliance Jio is a telecommunications company in India that provides 4G LTE services including voice, data, and video. The document discusses Reliance Jio's products and services, organizational structure, mission to expand digital access across India, and goals of providing affordable smartphones and digital services. It also briefly outlines Reliance Jio's recruitment and selection process.
TrustArc Webinar - 2024 Global Privacy SurveyTrustArc
How does your privacy program stack up against your peers? What challenges are privacy teams tackling and prioritizing in 2024?
In the fifth annual Global Privacy Benchmarks Survey, we asked over 1,800 global privacy professionals and business executives to share their perspectives on the current state of privacy inside and outside of their organizations. This year’s report focused on emerging areas of importance for privacy and compliance professionals, including considerations and implications of Artificial Intelligence (AI) technologies, building brand trust, and different approaches for achieving higher privacy competence scores.
See how organizational priorities and strategic approaches to data security and privacy are evolving around the globe.
This webinar will review:
- The top 10 privacy insights from the fifth annual Global Privacy Benchmarks Survey
- The top challenges for privacy leaders, practitioners, and organizations in 2024
- Key themes to consider in developing and maintaining your privacy program
Unlock the Future of Search with MongoDB Atlas_ Vector Search Unleashed.pdfMalak Abu Hammad
Discover how MongoDB Atlas and vector search technology can revolutionize your application's search capabilities. This comprehensive presentation covers:
* What is Vector Search?
* Importance and benefits of vector search
* Practical use cases across various industries
* Step-by-step implementation guide
* Live demos with code snippets
* Enhancing LLM capabilities with vector search
* Best practices and optimization strategies
Perfect for developers, AI enthusiasts, and tech leaders. Learn how to leverage MongoDB Atlas to deliver highly relevant, context-aware search results, transforming your data retrieval process. Stay ahead in tech innovation and maximize the potential of your applications.
#MongoDB #VectorSearch #AI #SemanticSearch #TechInnovation #DataScience #LLM #MachineLearning #SearchTechnology
Driving Business Innovation: Latest Generative AI Advancements & Success StorySafe Software
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UiPath Test Automation using UiPath Test Suite series, part 5
project on sharda
1. A SUMMER TRAINING PROJECT REPORT
ON
A HUMAN RESOURCE ANNUAL SURVAY OF
SHARDA EXPORTS
SUBMITTED IN PARTIAL FUFILLMENT
FOR
THE AWARD OF THE
DEGREE OF
MASTER OF BUSINESS ADMINISTRATION
(2010-2012)
SUBMITTED TO: SUBMITTEDBY:
DR. RUCHI TYAGI ANURADHA GOLA
PROJECT REPORT SUPERVISOR Roll No.: 1007570012
SCHOOL OF MANAGEMENT M.B.A. III SEM
RADHA GOVIND GROUP OF INSTITUTIONS, MEERUT
M.M TECHNICAL UNIVERSITY, NOIDA
(2011)
2. To Whom So Ever It May Concern
This is to Certify that Ms. Anuradha Gola has prepared a summer training based
project report on the title „Annual HR Survey‟ for the partial fulfillment of Masters
Degree in Business Administration from M.M. Technical University, Noida.
To the best of my knowledge the matter presented in project report is satisfactory
and we wish her success in her future endeavor.
Name
(Dr. Ruchi Tyagi)
Anuyogipuram, Garh Road, Meerut-250 004 (UP) INDIA
Telefax : 0121 – 2760396, 2765023, 2603082 Fax : 0121-2600771
e-mail : info@rgec.edu, info@iims.edu.in, website : www.rgec.edu, www.iims.edu.in
3. DECLARATION
I, hereby declare that the research work presented in the summer training based project report
entitled, “Annual HR Survey at Sharda Exports ” for the partial fulfillment for the award of
Master degree in Business Administration from Mahamaya Technical University, Noida is based
on my research work.
The project report embodies the result of original work and studies carried out by me and the
content of the project do not from the basis for the award of any other degree to me or to
anybody else.
Anuradha Gola
1007570012
4. ACKNOWLEDGEMENT
This project would not have been initiated and completed without the blessings of Almighty
God. I owe my heartfelt thanks to Mr. Aditya Gupta and Mr. Ashish Gupta, the Directors of
Sharda Exports for giving me an opportunity to be a part of their organization as a trainee and
conduct the Annual HR Survey.
I express my heartiest thanks to the management of our esteemed institution “IIMS Meerut”
especially Mr. Damodar Singh, for being supportive throughout and for their valuable guidance
and knowledge.
On the completion of this research report. I am immensely thankful to M.M. Technical
University, Noida which has provided me with this opportunity .I am also thankful to School of
Management, R.G.G.I. Meerut and all the respective fraternity for their valuable time, support,
enthusiasm, guidance and keen interest shown to me during the project. I deliberate my profound
sense of gratitude to all the supporting hands.
I am deeply indebted to all the employees of Sharda Exports who were quite supportive and
actively participated in the survey. I am also thankful to my parents who have persuaded me to
undergo this course.
Signature
Name : Anuradha Gola
Roll No : 1007570012
5. LIST OF TABLES
S.NO. TABLE CAPTION PAGE NO.
NO.
1 5.1 How long you are working in sharda.
2 5.2 Why do you prefer to work in Sharda.
3 5.3 Where do you see yourself three yesr from
now
4 5.4 What is the most effective way to enhance
performance
5 5.5 Rate the training topics as to how much
they can enhance your performance
6 5.6 Please indicate your participation in the
training during the last one year
7 5.7 How useful is the suggestion scheme
8 5.8 How many suggestion you have given
during last one year
9 5.9 Please rate the motivational factor by which
no. of suggestion can be increased.
5.10 Rate the following factors which would be
10
helpful in reducing stress at work place
12 5.12 Kindly rate the following reveal important
6. information regarding teamwork and group
cohesiveness
13 5.13 Kindly rate the following factors related to
decision making at Sharda Exports
14 5.14 How do you rate implementation of
ADVANTAGE Sharda Exports
15 5.15 Rate the factors that yoy feel have been
affected by the implementation of
Advantage Sharda Program
16 5.16 Up to what extent we are successful in
achieving the objectives of Advantage
Sharda
17 5.17 How has Advantage Sharda benefited you
as an individual
18 5.18 What do you understand bu Housekeeping
19 5.19 How important is Housekeeping for Health
and Safety of employees
20 5.20 Hoe important is keeping Aisles(Yellow
lines) clear for safety of employees
21 5.21 How important are Personal Protective
Equipment for their safety?
22 5.22 How important is wearing helment for
personal safety
7. LISTS OF FIGURES
TABLE CAPTION PAGE NO.
S.NO. NO.
1 5.1 How long you are working in sharda.
2 5.2 Why do you prefer to work in Sharda.
3 5.3 Where do you see yourself three yesr from
now
4 5.4 What is the most effective way to enhance
performance
5 5.5 Rate the training topics as to how much
they can enhance your performance
6 5.6 Please indicate your participation in the
training during the last one year
7 5.7 How useful is the suggestion scheme
8 5.8 How many suggestion you have given
during last one year
9 5.9 Please rate the motivational factor by which
no. of suggestion can be increased.
5.10 Rate the following factors which would be
10
helpful in reducing stress at work place
12 5.12 Kindly rate the following reveal important
8. information regarding teamwork and group
cohesiveness
13 5.13 Kindly rate the following factors related to
decision making at Sharda Exports
14 5.14 How do you rate implementation of
ADVANTAGE Sharda Exports
15 5.15 Rate the factors that yoy feel have been
affected by the implementation of
Advantage Sharda Program
16 5.16 Up to what extent we are successful in
achieving the objectives of Advantage
Sharda
17 5.17 How has Advantage Sharda benefited you
as an individual
18 5.18 What do you understand bu Housekeeping
19 5.19 How important is Housekeeping for Health
and Safety of employees
20 5.20 Hoe important is keeping Aisles(Yellow
lines) clear for safety of employees
21 5.21 How important are Personal Protective
Equipment for their safety?
22 5.22 How imp. Wearing helment for persona
lsafety
9. TABLE OF CONTENTS
CHAPTER NO. TITLE PAGE NO.
LIST OF TABLES IV
LIST OF FIGURES V
EXECUTIVE SUMMARY VII
PART I
1 INTRODUCTION
1.1 INTRODUCTION
1.2 OBJECTIVES OF THE STUDY
1.3 RESEARCH METHODOLOGY
1.4 LIMITATIONS
PART II
2 LITRATURE REVIEW
2.1 BACKGROUND OF HDFC: IRDA
2.2 PRESENT STATUS
3 3.1 SURVEY THEORY
3.2 THEORY OF SURVEY PROCESS
4 RESEARCH METHODOLOGY
4.1 RESEARCH APPROACH
4.2 SAMPLE DESIGN
4.3 DATA,ITS COLLECTION AND
TABULATION
PART III.5 DATA ANALYSIS & INTERPRETATION
5.1 DATA ANALYSIS & DISCUSSION
PART IV,6 CONCLUSIONS AND SUGGESTIONS
6.1 CONCLUSION
6.2 SUGGESTION
BIBLOGRAPHY
10. ACKNOWLEDGEMENT
This project would not have been initiated and completed without the blessings of Almighty
God. I owe my heartfelt thanks to Mr. Aditya Gupta and Mr. Ashish Gupta, the Directors of
Sharda Exports for giving me an opportunity to be a part of their organization as a trainee and
conduct the Annual HR Survey.
I express my heartiest thanks to the management of our esteemed institution “IIMS Meerut”
especially Mr. Damodar Singh, for being supportive throughout and for their valuable guidance
and knowledge.
On the completion of this research report. I am immensely thankful to M.M. Technical
University, Noida which has provided me with this opportunity .I am also thankful to School of
Management, R.G.G.I. Meerut and all the respective fraternity for their valuable time, support,
enthusiasm, guidance and keen interest shown to me during the project. I deliberate my profound
sense of gratitude to all the supporting hands.
I am deeply indebted to all the employees of Sharda Exports who were quite supportive and
actively participated in the survey. I am also thankful to my parents who have persuaded me to
undergo this course.
Signature
Name : Anuradha Gola
Roll No : 1007570012
Date :
11. EXECUTIVE SUMMARY
AN ANNUAL HUMAN RESOURCE SURVEY OF SHARDA EXPORTS EMPLOYEES
Human Resource is the most important asset of an organization as it is capable of productively
utilizing and mobilizing all other assets. Most of the successful companies are better oriented
towards their employees. They value the suggestions given by their employees as it is the first
hand source of information as far as their policies and programs are concerned.
The annual HR survey aims at achieving the following objectives:
To analyze what the employees feel about the organization.To analyze the training needs and
also get feedback on the training attended by the employee.To identify the areas of
implementation and improvement of the suggestion scheme.To find out the factors which can
help to reduce stress and as a result, increase the productivity of the employees.To study and
assess the relationship of employees with their seniors
Research methodology is a way to systematically solve the research problem. When we talk of
research methodology we not only talk of research methods but also consider the logic behind it.
We use in the context of our research studies and explain why we are not using the other method
so that research results are capable of being evaluated either by the researcher himself or by the
others.
The purpose of this section is to describe the methodology carried out to complete the work. The
effectiveness of any research work depends upon the correctness and effectiveness of the
research methodology. The researcher has been advised by his company organizer to include all
of this in the sample has for the collection of primary data the researcher has used questionnaire
12. as a tool, the collected data was than tabulated and analyzed with the help of the percentage
method and Ms Excel package. This is then presented and interpreted to drive findings and
recommend suggestions.
On the analysis of data researcher come out with findings these are:
1.As per the analysis we get that majority of the employs are those who have been working
here from 1-5 year, they mentioned their preference to work in Sharda is for learning
opportunities and growth.
2. Considering the relationship with seniors, mostly juniors mentioned that they are
satisfied with their seniors and they help them in most of the time as and when required.
3. There is a very positive analysis of employees regarding team work and group
cohesiveness.
4. Regarding the implementation of Advantage Sharda Program, the majority is of
employees is with good and need improvement.
5. During Survey we found that employees are well aware about the importance of
housekeeping and self responsible for this.
14. CHAPTER 1
BACKGROUND AND INTRODUCTION
1.1 INTRODUCTION
Human Resource is the most important asset of an organization as it is capable of productively
utilizing and mobilizing all other assets. Most of the successful companies are better oriented
towards their employees. They value the suggestions given by their employees as it is the first
hand source of information as far as their policies and programs are concerned.
As a part of an organization‟s effort to continuously improve the quality and productivity of its
Human Resource, the HR Department of Sharda Exports conducts an “Annual HR Survey” every
year for checking out the success that they achieved in their targets, gathering feedback of its
employees on various issues, so that the it can frame future policies & programs and implement
the same for the benefit of the employees as well as the organization.
1.2OBJECTIVES OF SURVEY
The annual HR survey aims at achieving the following objectives:
To analyze what the employees feel about the organization.
To analyze the training needs and also get feedback on the training attended by the
employee.
To identify the areas of implementation and improvement of the suggestion scheme.
To find out the factors which can help to reduce stress and as a result, increase the
productivity of the employees.
To study and assess the relationship of employees with their seniors.
To find out the team spirit and group cohesiveness among the people working for
Sharda exports.
15. To know the process of decision making at various levels in the organization.
To evaluate the effectiveness of Advantage Sharda Program.
To assess the knowledge and concern of the employees regarding their own safety.
1.3 RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the research problem. When we talk of
research methodology we not only talk of research methods but also consider the logic behind it.
We use in the context of our research studies and explain why we are not using the other method
so that research results are capable of being evaluated either by the researcher himself or by the
others.
The purpose of this section is to describe the methodology carried out to complete the work. The
effectiveness of any research work depends upon the correctness and effectiveness of the
research methodology.
1.4LIMITATIONS
Every scientific study has certain limitations and the present study is no more exception.
These are:-
The sample size selected for the survey was small.
It might be possible that the sample population did not represent the whole population.
Researcher was a member of the recruitment team so researcher found it difficult to
analyze the whole process from the third person perspective.
17. CHAPTER 2
2.1 BACKGROUND OF SHARDA EXPORTS
SHARDA EXPORTS is a government recognized export house, dealing in the manufacturing
and exporting hand tufted and hand woven carpets, bath rugs, and chenille. The head office and
works is located in Rithani Industrial Area, on Meerut-Delhi road, which is about 60 kmts Away
from Delhi.
In the year 1983, entrepreneurs Mr.J.K.Gupta & Mrs.Meenakshi Gupta laid the foundation of a
small factory in Meerut, for manufacturing handmade carpets. Little did they know that the unit,
which they had set up at their garage with 6 weavers, will one day grow up into a massive
organization, directly or indirectly supporting around 3000 families! Today, Sharda as a
company, is a well-recognized name globally, as a premier Manufacturer & Exporter of Hand
tufted & Hand woven Carpets out of India. A brief overview of this success story is outlined
below:
1983: Establishment of the first unit, mainly for the production of custom-made personal rugs.
1985: Supply to domestic carpet dealers.
1987: Started working for trader exporters.
1991: First direct export order to UK and France.
1992: Exhibited for the first time at Domotex-Hannover in a 6 square meter stand with 5 carpets
on display. A new factory was established under the name of Avant Garde Carpets Pvt.
Ltd.
1994: Electro-pneumatic gun-tufting plant set up in collaboration with COMERAN CARPETS,
Israel.
1996: Purchased land for setting up a new corporate office & state-of-the-art manufacturing
facility.
1997: Various National Awards were received for the highest export performance & sustained
growth rate.
18. 1998: New factory & the present head office came in operation.
1999: One more factory added to support more production. Achieved ISO 9001 certification,
and became one of the first companies in the trade to have this certificate.
2000: Achieved ISO 14001 certification. Established an impressive
Showroom in Delhi for the convenience of buyers. Award of Honor
“Niryatshree” received from the Federation of Indian Export
Organizations (FIEO), which is set up by The Ministry of Commerce,
Government of India.
2001: Product range diversified to bath rugs. To meet the rising customer
demands, a separate state-of-the-art new bath rug division was started. Established in-house
dyeing facility with sophisticated machines for backward I integration of operations. Started
participating at Heimtextil-Frankfurt
2003: Added another new category to the ever expanding range of products - Leather rugs, a
new taste of customers in this trade.
2004: Due to growing demand for Sharda‟s products, another production unit was started to
meet the delivery time frames. During this, a step ahead in undertaking social
responsibility, Sharda achieved AV Social Standard certification from DNV. Started
exhibiting at Europe‟s
Most reputed furniture fair, IMM-Cologne. Largest exporter of hand tufted
carpets in the country.
2005: To cope-up with the increase in demand for Leather Rugs, one more production unit was
established. Set up of sophisticated Korean made Chenille yarn manufacturing
machines. Imported high-tech Japanese machine for anti-skid latexing on bathmats.
Achieved the position of being second largest exporter of carpets outside India. Started
direct import of exotic leathers in several countries like South America, South Africa,
Australia, Turkey, China etc. to offer better quality at reasonable prices Imported
electric tufting machines.
2006: Achieved Öko-Tex certification for natural wool products. We installed sophisticated
leather printing, cutting and stitching machines to enhance better quality
19. 2007: Öko-Tex certification achieved for a product from the Bathmat Collection, tested as per
the Öko-Tex Standard 100 Started exhibiting in Eveteks-Istanbul home textile fair.
Installed and commissioned a Condensate Recovery System for boiler in May‟07 to
reduce our water and energy consumption
2008: Diversification of our Product range by addition of more items like cushions, pillows and
bean bags in the home accessories category. Established In-house vacuumized packing
facility for pillows to give added benefit to our customers in terms of load ability
installed a sophisticated machine for checking area of hair on hide leather which we
import from various countries. Started exhibiting in Domotex-Shanghai fair
2009: Increased participation in several reputed International shows apart from participation in
Heimtextil - Frankfurt, Domotex - Hanover, IMM - Cologne, Domotex Shanghai,
Eveteks Istanbul, started exhibiting few more international shows like Ambiente -
Frankfurt, Hong Kong house ware fair, Mega - Show I Hong Kong, Tendence-
Frankfurt. Added Balls and Pebbles Rugs, Flat weave products and Jute Carpets into
our impressive range of floor coverings.
2010: Continuing the trend, this year also we added Maison and Objet Fair at Paris (Jan and
Sep), and International Furniture Fair at Singapore into our itinerary of International
shows. On the plant modernization front, we converted our boiler into Fluidized Bed
Combustion type for 30% saving on fuel consumption and reduction in waste quantity.
Procured electric scissors in a big way and provided to many carpet manufacturers, thus
contributing to modernization of the Indian industry for international competitiveness.
Added poufs among our range of home furnishing products.
Today, with a total of 12 manufacturing units spread over 2 million
square feet area, a world-class Showroom in Delhi, one of the most creative team of design
professionals, a strong presence at various international trade shows & serving some of the most
reputed names of the global home furnishing industry…Sharda, still going strong, but the best is
yet to be!
20. SHARDA PORTFOLIO
Sharda is a vertically integrated manufacturer and exporter of floor coverings, highly specialized
in Hand-tufted Rugs and Hand-woven Rugs, Bath rugs and Leather Rugs. Backed by over 25
years of experience in the trade, state of the art infrastructure, ISO 9001 and 14001 certifications,
and a stunning product range, Sharda boasts of a clientele comprising some of the most reputed
stores and catalog companies of the world.
Widely recognized as one of the most creative design studios in the business, STUDIO
SHARDA creates theme based design collections season after season, adding hundreds of new
designs to its vast portfolio.
CODE OF CONDUCT
A. SERVICE CONDITIONS
The organization does not use any forced labor in its premises.
Child labor is prohibited in the factory.
One full day off in a week is granted to all employees.
Workers shall be compensated for overtime hours at such premium rates as legally
required.
Employees should not be required to work in excess of 60-hr/ week (workers should not
be required to work on a regular basis in excess of a regular work week plus 12 hours
overtime.)
B. ATTENDANCE & LEAVE SYSTEM
For each employee, it‟s necessary to punch their cards daily (in & out) to mark their
attendance.
Casual leave, sick leave & earned leave are allowed to the employees. The unused
leaves are credited to the employee at the end of the calendar year.
C. HEALTH & SAFE
Presence of all the workmen is mandatory in all the Emergency Evacuation Drills,
Emergency/Fire-fighting operation when needed, Medical Camp & First Aid Training.
21. Face masks, gloves, safety glasses & shoes are provided to the workers as per
requirement.
First-Aid facility is available in all the departments of the company.
D. MISCONDUCT & DISCIPLINARY COURSE OF ACTION
Any in disciplinary action constituting disobedience, theft, fraud, habitual absence,
drinking, fighting, sleeping on duty, negligence, refusal to work, threatening, gambling
will be treated as misconduct & will follow a disciplinary course of action. Employees
can report the complaints to HR department, which has the authority & responsibility
for initiating the disciplinary course of action in all cases.
More than 2 decades of valuable experience in manufacturing, blended with young professional
marketing – highlights SHARDA EXPORTS in the business of floor coverings. Exclusive
styling, quality tufting, beautiful finishing & constantly improving. We do it all. We make sure
that we fit into the expectation of a dynamic, design conscious market. Sharda Exports is much
more than one of the largest producers of Handtufted & Handwoven Carpets in India; it is a
totally integrated Export House. An experienced work force & in-house manufacturing ensures
excellent quality, timely delivery & competitive pricing.
Mr. J.K.Gupta laid the foundation of a small factory for manufacturing handmade carpets
in Meerut in 1983. Currently, directly or indirectly, it is supporting around 3000 families!
Today, Sharda as a company is a well-recognized name globally, as one of the premier
Manufacturers & Exporters of floor coverings (Handtufted Carpets, Handwoven Carpets,
Leather Carpets, Bath Rugs & Chenille).
One of the first companies in the trade to achieve both ISO 9001 & ISO 14001
Certifications. A total commitment to Quality, Environment & Social Responsibility. We
got our ISO 9001 Certification in 1999 and ISO 14001 in 2000 and have since
maintained the same and upgraded it to the latest version of those standards.
22. Strength of SE is based on sound in-house manufacturing infrastructure, in-house
designing studio, in-house container stuffing, enthusiastic workforce, alert supervision &
competent management
Our clientele is full of reputed Home stores all around the world, large mail order
companies, brands, designers, architects and bulk importers.
We make use of Eco-friendly dyes & chemicals only. Use of technology is on large
extent like: application of Recycling of water, which helps in saving 2,00,000 liters / day
& Vermiculture to convert wool waste to manure, continuously using hence
environmental friendly techniques, latest being solar water heaters in dyeing unit.
Complete abandoning of Child labor – the RUGMARK, CARE & FAIR and KALEEN
labels on our products, and our association with NGO like CRY (Child Relief & You)
assures you of our commitment to the society.
Our registration with ‘WOOLMARK’ assures you of the quality of the wool used.
Coming up with new innovative products which use less natural resources, non dyeing in
wool, recycling materials such as leather, garments, plastic and rubber and thus help
preserving the environment.
Regular participation in prominent International Shows like DOMOTEX-Hanover,
HEIMTEXTIL-Frankfurt and IMM-Cologne, Singapore, Hong kong, Shanghai, Mumbai,
Paris.
Today with a total of overall manufacturing units spread over 2 million square feet area, a
world-class Showroom in Delhi, one of the most creative team of design professionals, a
strong presence at various international trade shows & serving some of the most reputed
names of the global home furnishing industry…Sharda, going strong, but the best is yet
to be!
23. 2.2INFRASTRUCTURE
Every organization wants „Growth‟ along with the enhancement of „Customer Satisfaction‟, but
it mainly depends on the infrastructure of the organization, which is one of the vital aspects of
strong standing in today‟s competitive global market. Since inception, Sharda has invested
heavily on infrastructure, to produce better quality products, improve delivery lead times and
comply with the demands of a wider customer base. Today, we have:
Vertically integrated infrastructure spread over 2 million square feet area
Large showroom in IHDP, Noida with a display facility of around 1000 rugs
Hundreds of tufting stations and looms of all kinds
Skilled work force
Dyeing capacity of 12,000 kg yarn/day & 6,000 kg pieces/day
In-house laboratory fully equipped with state-of-the-art testing equipments,
Imported Japanese latexing machines for anti skid coating
Korean Chenille yarn manufacturing machines,
Factories in Meerut, Hardwar, Modinagar, Panipat, and Mirzapur.
Modern Tufting and stitching machinery and leather printing machinery etc.
In-house bathmat manufacturing, tufting, looms, pitlooms, stitching facility, rope
making etc.
Much other strength that enable Sharda Exports to satisfy hundreds of customers,
worldwide
25. VISION
To be a reputable source of creative floor coverings, and to eventually create a brand in the
business, with can then be extended to other home decor. To create a name for ‘Indian Design’
in the area of cutting edge home fashion.
MISSION
To bring comfort, beauty and style to homes across the world by means of well
designed, well produced, and well coordinated articles.
To contribute to our country by earning respect for Indian Creativity And Management.
To contribute to our community by creating world-class employment opportunities and
by fostering professional business practices.
26. VALUES
Our company values guide our growth and steer us towards a culture that embraces quality.
We believe in:
Placing the interests of clients first.
A relentless quest for quality in everything we do.
Treating our people with respect and dignity.
Conduct that reflects the highest standards of integrity.
Teamwork
Being good citizens in which we live and work
Sharda Exports is standing tall due to the support of its employees, who are:
Loyal
Honest
Hard-work
Creative
Team player
Dependable
Committed for long-term.
2.3COMPANY POLICIES
The Company Policy is the guidelines on which Sharda Exports work so as to achieve the
ultimate Mission and Vision of the company. SE has different policies for each of the
following aspects –
Growth – To encourage incremental growth by enhancing the competitive edge of
Sharda, in the existing business, new areas and international areas.
Profitability – To get reasonable and adequate return on capital employed through
improvement in operational efficiency, capacity utilization and productivity.
27. Customer Focus – To build a high degree of customer confidence by giving value for his
money through international standards of product quality, performance and superior
services. Customer satisfaction is the biggest asset that SE has.
People Orientation – To enable each employee to achieve his or her potential, improve
his capabilities, perceive his role and responsibilities, participate and contribute positively
to the growth and success of the 1.1.1.1.1 company to invest in human resources
continuously and be alive to their needs
Technology – Achieve technological excellence in operations by development of
indigenous technologies and efficient absorption and adaptation of imported technologies
to suit business needs and priorities, and provide competitive advantage to the company.
Innovation: Continuous use of new designs and materials to create products to delight the
customer.
GROWTH PROSPECTS
The development chart of Sharda is in the growth stage and focuses on the following saying
1.2 "The best way to make your dreams come true is to wake up"
Our priority areas are categorized as follows:
1. For Employees – Their future is exciting as we continue to build our team with the
best professionals and talent. If someone likes to join an innovative, growing
company that is really going places, this is the team to join.
2. For Business –
a. Continuous revenue generation
b. Diversification into related / semi related / allied areas.
28. c. Finding new market for existing products, systems and services
d. Identification of “Future Growth Drivers” having high growth potential
e. Establishing Sharda as a brand and exploring new markets
f. Looking for newer remote areas where handmade production facilities can
be set up.
3. For Technology –
a. Substantial increase and improvement in technology used.
b. Tracking global development / technology forecasting and forecasting
c. Adaptability to new innovative technologies
4. For HRM and organization –
a. Recruiting and retaining the best
b. Developing staff for excellence
c. Clarifying roles and responsibilities
d. Promoting career advancement
e. Maintaining job satisfaction and high levels of morale
f. Facilitating change
g. Establishing and maintaining a competitive advantage
h. Analyzing positions and staff classifications
i. Administering wages, salaries, and benefits
j. Managing effective performance appraisal systems
k. Promoting overall employee development.
Thus, the aim of the company is to build winning teams, harnessing their skills, helping and
synergizing team members’ skills for deriving maximum benefits, making workplace more
productive and creating learning environment, empowering people take charge of their
career and work towards a successful career path.
2.4HR POLICIES & PROCEDURES
29. HR Department is considered the biggest asset of the industry - how to train, motivate and retain
employees depends on the efficient working of this department.
“Many succeed due to commitment and many fail as they look for comfort.”
In order to achieve higher productivity, profitability and morale of employees, the organization
has laid down the following policies for itself:
1. NO DISCRIMINATION–
The organization provides equal opportunity of employment and progress to persons of
different race, caste, ethnic/ national origin, religion, age, disability, gender, sexual
orientation, marital status, family responsibilities, social background, union membership,
political affiliation or other personal characteristics. All employees are allowed equal
opportunity in employment including hiring, training, salary, benefits, advancement,
discipline, termination or retirement. Merit shall be the sole criteria determining an
employee‟s services/ benefits. No discrimination is practiced on above differentiations,
though certain facilities may be provided for the weaker sections as required under the
statute of India.
2. NO CHILD/ FORCED LABOR–
The organization strictly follows the practice of not employing any Child or Forced
Labor. A person who has not attained the age of 18 years is prohibited from working
in the factory.
3. HEALT AND SAFETY POLICY–
The organization believes in promoting safe & healthy working conditions for all
employees. For this purpose, we make sure that equipments are maintained in
healthy condition, and instruments are calibrated regularly. Suitable means of fire
fighting are provided at the facility at prescribed locations.
We also adopt safe work- practices and provide Personnel Protective Equipments
(PPEs) wherever necessary. Fire/ Emergency Evacuation Drills are carried out at
30. prescribed intervals. All the workmen are required to be present in the Fire/
Emergency Evacuation Drill. They are also liable to participate in the emergency/
fire fighting operation when needed. The organization provides First-Aid Kits at
suitable places inside the premises. First-Aid Training is provided to employees so
that a person meeting with an eventuality/ injury gets immediate life-saving
assistance. Suitable toilets/ sanitation facilities are provided and cleanliness
ensured all over the premises.
4. QUALITY POLICY-Sharda exports endeavor to produce quality floor coverings to
the ultimate satisfaction of its valued customers and resolve to comply with the
requirements of the international standards and continually improve upon its existing
work practices leading to better products and services.
5. ENVIRONMENTAL POLICY
Sharda Exports is committed towards the implementation of an effective environment
management system in the process of manufacturing floor coverings and home textiles. it
strives to continually improve and enhance the environment conditions and pollution
prevention by:
More than satisfactory compliance with the applicable legal & other requirements.
Setting and reviewing environmental objectives and targets as per designed framework.
Ensuring an effective implementation and communication of the policy to all at Sharda
exports as well as public at large.
6. SECURITY POLICY – Defines the systems adopted for safeguarding the physical &
Intellectual property of the organization. It includes physical security, procedural
security, personnel security and information technology security.
7. NO SMOKING POLICY – Sharda Exports completely prohibits the smoking of
Cigarette/ bidi and chewing pan / tobacco at the workplace. The smoking / chewing is
permissible only in the smoking zones.
31. 8. EMPLOYMENT POLICY – Sharda Exports aims to select, develop and promote
Employees based on individual ability and job performance. It provides equal
employment opportunity to all employees and applicants for employment in all aspects of
employer – employee relations without discrimination of race, color, religion, creed, sex,
national origin, ancestry, marital status, age, military status or physical disability.
9. PROMOTION POLICY – Sharda Exports has well – designed promotion system,
which attracts capable and highly qualified individuals as team members, strengthens
company‟s performance by enhancing teamwork and encourages professional excellence
by retaining rewarding the best performers
10.Fun @ SHARDA- Sharda Exports is not only the place where each & every
employee is dedicated to hard work & setting high standards in every field of its
business, but also knows how to motivate & energize its employees. Various
extracurricular activities adopted to achieve satisfaction and motivate employees
and workers, Annual Tour, New Year party, Holi and Diwali festivals and frequent
outings, Picnic trips and Movie shows. Sharda believes in teamwork, as teamwork
is utilizing the best thinking from every individual in a team environment to arrive
at the richest and most innovative solutions.
Health takes priority and company participates in annual Half Marathon events in
Delhi where more than 100 Members of Company run, Besides this regular events
such as cricket and football matches are organized
32. Annual Trip to Kausani on 15/08/2006 Celebrating Holi together dated- 19.03.2011
VARIOUS LEARNING & MOTIVATIONAL PROGRAMS / POLICIES
Sharda Exports is a family where every member is equally important in a particular field. Hence
company schedules & try to execute many schemes/programs, which help its employees in
increasing their motivation, hard work & dedication towards job. Such schemes & programs are:
1. Prohibiting child / forced labor – Any person below 18 years of age is strictly prohibited
within the factory premises.
2. Child welfare Scheme – Under this scheme we provide Rs 50 per school going child to each
labor to encourage them for the studies.
3. Equal Opportunity – According to this no employee will be discriminated on the basis of
caste, creed, religion, sex, family background etc.
4. Fringe Benefits – These are those small perks or benefits that the company provide within
the year so as to motivate its employees / labor.
5. Internal Recruitment – Under this, the employees at the lower level given the chance to
apply for other post at the higher level for their better future.
6. Promotions – This is the activity, which is utilized by the management under which we
promote and enhance the designation, responsibility, and pay of the employees and this is
judged by the proper performance evaluation system, which is successfully established and
followed as well.
33. 7. Performance Appraisal on quarterly basis – In the performance appraisal system the Head
of the departments rate their juniors on the various factors like – job knowledge, managerial /
super visional skills, interpersonal relations, dependability, initiative, creativity, etc.
8. Suggestion Scheme – This scheme gives an opportunity to the employees to participate in
helping Sharda Exports to continually improve in all aspects of operations.
9. Proper Training and development programs – Sharda Exports provide environment, that
encourages high standards of technical, professional, supervisory and management
knowledge among its employees. For furtherance of this aim, the company provides Training
and Educational programs relevant to the professional and career development of its
employees.
10. HR Department Snacks Facility: Company also provide Snacks at subsidized rates to our
employees.
Training on ISO 9001& 140001
Fire Fighting & First Aid
Dated:-24.03.11
Training by Civil Defense
Dated-18.02.11
34. Department is responsible for all the training activities such as:
Development of training plans.
Monitoring training plans.
Identification of training needs.
Act as a focal point for training related activities in shards exports.
11. Maternity leave policy- Keeping in view the welfare of the women and regulate the
employment of women for certain periods before and after the childbirth Sharda exports has
drafted a policy so as to provide maternity benefits.
Scope:
Welfare of women.
Social honor and safety to women.
Prohibits the working of women for certain periods before and after the delivery of the
child.
Services of women employees shall be treated continued during their absence from the
duty on account of pregnancy.
Condition: Women employee must have worked in the organization for a period of at
least 80 days in the 12 months immediately preceding the date of her expected delivery
ADVANTAGE SHARDA: Sharing Profits, Sharing Responsibility
Objective
The prime objective of the program is to involve „Sharda‟ employees as Partners- in- Progress.
This is proposed to be achieving through awarding them a part of Sharda‟s future earnings by
way of loss prevention, reduction in customer claims, better lead times, and higher turnover due
to better customer satisfaction.
35. The competition that earlier used to be with the neighbors or limited to the Indian players, has
now moved on to International players, who are continuously adopting newer strategies and
progressing. Therefore, to Maintain the Leading Edge of Sharda, apart from the usual focus on
Quality, Price, Delivery, Design, we have to focus on DETAILS. Hence involvement of all
employees in the drive towards excellence has become more important. Management has
selected a group of 60
plus employees representing all areas of operation, who will take care at various stages to
eliminate small mistakes that lead to customer complaints/ dissatisfaction. The list is dynamic,
and will keep on including new players or even deleting old players as per their performance
level.
Sharda Exports has won the Exporter of the Year Award, yet this is no time to bask in the past
glory. The competition is ever- changing, the benchmarks are changing and Sharda is seeing new
mega players from Germany and China in the International trade fairs. Even from India, at least
8 to 10 companies are exporting home furnishings worth more than Rs.100 Crores per annum.
One of our competitors has a turnover of USD 2 billion. On the other hand, Sharda‟s growth has
tapered off last year. Yet, Sharda is upbeat, and sure that it has some very valuable customers on
its side, where a single large order can award us a significant growth. This is not difficult but we
have to change our management style. Those days are gone when the two directors could focus
on details or do inspections or monitor your daily work. The need of the hour is for the
employees to get empowered, and take over the routine task, leaving the directors free to expand
their horizons. In this direction, the management has already taken the step of selecting the first
team of 65 to 70 key players, who can make a difference. The journey has only started- many of
the members will take more and more active part in the decision- making.
According to the scheme, SE offer 1% of company‟s turnover minus whatever we lost as
„Avoidable‟ errors/ debits by the customer, as incentive to the key players who are selected to be
in the group „Advantage Sharda‟
Brief outlines of the strategy for the employees to win the better part of the incentive are
mentioned below:
36. 1. Follow the systems that are there in the company.
2. Do your daily jobs without short-cuts.
3. Identify certain critical errors for „zero- tolerance‟.
4. Identify and run a few improvement programs.
5. Avoid under/ overproduction beyond 2- 2.5% of the last lot.
6. Reduce the lead time for the activity under „your‟ control.
7. Be alert so that others can‟t take away your physical or intellectual property.
8. Respond quickly and suitably retain your e-mails.
9. Honor your commitments.
10. Be honest in your feedback & reporting.
11. Put forward your suggestions freely to ISO & HR dept.
QUALITY ASSURANCE
In order to maintain its lead in the international business, Sharda not only produce
quality but also it maintains the same through its Quality Assurance practices as per the
international standard ISO 9001. It involves in-coming/stage-wise/final inspections, data
gathering, analysis & actions for improvement. Statistical techniques are extensively used
in this process.
PARTICIPATION IN INTERNATIONAL FAIRS
Every year, Sharda displays its collection, created in-line with the latest trends, at many
International shows, mainly at HEIMTEXTIL-FRANKFURT, DOMOTEX-HANNOVER &
IMM-COLOGNE. From a humble 6 square meter stand in the year 1992, today Sharda
exhibits in around 1000 square meters of space! As these shows provide an ideal platform
to meet with around 600~700 customers, both existing as well as new, and to keep abreast
with the happenings of the industry. Currently we exhibit in prominent International Trade
Shows like Heimtextil-Frankfurt, Domotex-Hannover, IMM-Cologne, Maison & Object-
Paris (Twice in a year), Ambiente-Frankfurt, International Furniture Fair-Singapore,
37. Domotex Asia/CHINA FLOOR-China, Hong Kong International Home Textiles Fair-
Hong
Kong,Tendence-Frankfurt, Mega Show Part-I in Hong Kong & India International
Furniture Fair-Mumbai. Apart from the above, we also visit a number of other shows like
The Atlanta Market -USA, The High Point Show -USA, Las Vegas Market -USA, NEC -
Birmingham, Harrogate Rug Show –UK, Eveteks -Turkey etc.
Various Stands of Sharda Exports in 2011 International Fairs
39. CERTIFICATIONS
QUALITY SYSTEM
Sharda Exports is an ISO 9001 certified company. We at Sharda Exports endeavor to
make/produce & deliver quality products to achieve our main goal i.e. satisfaction of our
valued customers. This is only possible through:
Modern Management Systems.
Defined Quality Parameters.
Use of equipments of latest technology, like: Digital Planimeters, Moisture Meters,
automated Latexing machine for bath rugs, state-of-
The-art dyeing machines, automated Chenille yarn manufacturing machine, etc. to
support & maintain our quality standards.
A vigilant QA team, dedicated for continuous improvement of our products &
services.
40. A special Forum to address any complaints from customers and ensure that they are
eradicated in the future.
Modernized Hi-tech laboratory
Risk analysis of new products.
ENVIRONMENTAL MANAGEMENT SYSTEM
An ISO 14001 certified company, Sharda Exports is committed towards implementation
of an effective environment management system, in the process of manufacturing floor
coverings. We strive to continually improve and enhance the environment conditions and
prevent pollution by:
Use of eco-friendly dyes & chemicals only.
Application of recycling technologies like Vermiculture to convert wool waste to
manure.
Complete water recycling & reutilization by use of Effluent Treatment Plant, thus
saving 2,00,000 liters of water per day.
Strict wastage control at every stage.
Solar Water Heater in dyeing Plant.
Using recycled products/ new materials to create new designer products.
Studying and reducing use of packaging material in product.
Social Responsibility
Sharda Exports is committed towards the implementation of an effective environment
management system, in the process of manufacturing floor coverings. We strive to continually
improve and enhance the environment conditions and prevent pollution by:
41. Third Party Audits
Evaluated many times by third party inspection agencies like CSCC, INTERTEK, SGS, AVE
etc, the Sharda factories & systems are today compliant as per the requirements of some of the
most demanding retailers & mail-order companies, globally.
CERTIFICATIONS: Labels, Registrations & Awards
„Care & Fair‟, “Rugmark”, “Kaleen” and “CRY”:
Guarantees production with clear conscience & regard
for ‘No Child Labor’.
„Wool mark’: Guarantees the quality of wool & production.
42. PRODUCTION PROCESS
1.1.1.1.1.1 Dyeing
process
Receiving of dyed yarn from our
own dyeing unit
1.1.1.1.1.1.1 Tufting process 1.1.1.1.1.1.2 Hand woven
In tufting process yarn is tuft carpets
into the cloth stretched on the The hand woven carpets are
frames using tufting guns and made on looms in our dyeing
weaving of carpet. unit and at our vendor‟s sites.
1.1.1.1.1.1.3 Latexing process
Here, a mixture of different chemicals is used to stick yarn with the
cloth i.e. it works like an adhesive. Also it gives tightness to the piece.
1.1.1.1.1.1.4 Backing and binding process
In this process, cloth is fixed on the back of the piece using an
adhesive. Then edges of the piece are sewn with the yarn.
1.1.1.1.1.1.5 Final passing process
At this stage, carving, embossing, are done to make the design on the
plain piece and clipping is done to keep the length of the yarn on the
piece called pile same and even.
Packing process
Rolling and packing of carpet after putting labels on it and store them
in a warehouse. The packed pieces are loaded into container.
43. CHAPTER 3
3.2PROCESS OF SURVEY
1) Need Analysis
The survey was conducted to achieve the determined goals and objectives of the organization, as
well as the content of the project.
2) Focus Groups
The survey was conducted across all levels in the organization including each and every
employees working on the payrolls of Sharda Exports. The Survey covered 236 employees in the
total across the organization in Rithani, Partapur, Kadarabad and Noida units.
3) Survey design
The employees were divided in to four levels on the basis of compensation.
The levels are as follows:
Level 1 : up to 7500 INR
Level 2 : 7500-15000 INR
Level 3 : 15000-35000 INR
Level 4 : above 35000 INR
Then the Survey instrument was developed by synthesizing information gathered through need
analysis, focus groups and other documents available.
The rating scale to be used was determines as follows:
44. 1) Excellent/Good/Average/Poor.
2) Should be compulsory/Very Important/Needed/Lower priority need.
3) To a very large extent/ To a large extent/To some extent/ Not extent at all.
4) Marks out of 4 from 4to 1, where 4 indicates the highest and 1 is lowest.
5) Always/Usually/Seldom/Never.
4) Questionnaire designing & development
A questionnaire is an instrument which translates the objectives of the study in the form of
questions. In our HR Survey we used a questionnaire which typically contained item that are
rated on a 4-point scale. These items were developed to measure different dimensions of the
organization ( like: Career growth, Training and development program, Suggestion Scheme,
Stress management, Relationship among the employees, Evaluation of Advantage Sharda
Program and Health, safety & Housekeeping etc.)
Questionnaires also included one or more open ended questions to solicit written feedback.
Questionnaire included 22 questions distributed among 5 sections.
5) Instrument pre-testing
Pre-test helps us to find:
Errors in lay out
Additional Question and response categories
Any negative repercussion the survey may have on employees.
6) Ensure confidentiality of participants
45. The confidentiality helps to ensure genuine results.
7) Response seeking
For the purpose of getting responses, questionnaire was administered to each and every
employee.
8) Data collection
Data was collected by filling the questionnaire by every employee of the organization.
9) Data analysis
Basic data analysis included average of ratings. To remove the complication of data analysis,
we use the following technique. For every response we gave points to each options
depending upon the Question. For example, the question says-„Rate the following factors as
how much it enhances your performance. “More & more training”. The points were either of
1, 2, 3 or 4. Having counted the number of respondents going along with 1, 2, 3 or 4
separately, we multiplied this number with the points and found the sum. Then we calculated
the percentage by following formula:
Composite percentage= 100* (Points scored)/ (maximum possible points)
Where,
Points scored= (4*no. of respondents favoring it) + (3*no. of respondents)+
(2* no. of respondents) + (1* no. of respondents)
Maximum possible points= (4* total no. of respondents)
Finally the graph was plotted.This way all the questions were analyzed individually.
10) Conclusion
Conclusion was drawn on the basis of interpretation of the results
46. CHAPTER 4
RESEARCH METHODOLOGY
4.1) RESEARCH APPROACH:-
Research design is the plan and structure of investigation conceived in order to obtain answers to
research questions. The plan includes an outline of what the investigator will do from writing
hypothesis or deciding the objective and their operational implications to the final analysis of
data. The purpose of research is to discover answers to questions through the application of
scientific procedures.
The main aim of research is to unravel the truth which is hidden and which has not
been discovered as yet. Research means search for knowledge. Increased account of research
makes progress possible. Research has its special significance in solving the various operational
& planning problems of business & marketing.
Logical and systematized applications of the fundamental of science to the general and overall
question of a study, and scientific techniques which provide precise tools, specific procedure and
technical, rather than philosophical means for getting and ordering the data prior to their logical
and manipulation.
RESEARCH PROCESS
Research pertaining to any field of study cannot be conducted abruptly. The researcher has to
proceed systematically in a planned direction following a number of steps in sequence. This
gives rise to a research process.
To carry out project effectively whole process is divided into several steps as under:
47. RESEARCH DESIGN
1. Problem Definition
2. Research Plan
Sampling plan.
Data Collection Methods.
Field Work.
Analysis & Interpretation.
Research design is the plan and structure of investigation conceived in order to obtain answers to
research questions. The plan includes an outline of what the investigator will do from writing
hypothesis or deciding the objective and their operational implications to the final analysis of
data.
Research design is divided into the following parts:
1. FORMULATION OF RESEARCH PROBLEM
The formulation of problem is done after deciding the nature of research design. It is the first &
foremost step in any research process is the definition of the problem chosen for investigation in
a clear and concise manner.
2. DEVELOPING THE RESEARCH PLAN
After formulating the research problem an efficient prepared so that it yields the desired results
with minimal expenditure of effort, time & money. The information needed in the project could
only be provided by companies.
Sampling plan
All the items under the consideration in any field of enquiry constitute a universe or population.
The unit selected from the population constitutes the research sample. For the purpose of present
study the sample was selected through simple random sampling (lottery method) .The
respondents were contacted for the collection of responses. For the collection of primary data the
researcher has used questionnaire as a tool, the collected data was than tabulated and analyzed
48. with the help of the percentage method and Ms Excel package. This is then presented and
interpreted to drive findings and recommend suggestions.
Sampling area
I covered three unit of meerut. Interactions with the people provide me experience, knowledge.
It also helped me to get information regarding employee choice and their choices.
Sample size
The numbers of participants were 236. These candidates included employees who had been
Working in three units of sharda exports.
. What is sampling?
sampling is concerned with the selection of a subset of individuals from within a
population to estimate characteristics of the whole population. It is divided into two
techniques:
Probability sampling:
Under this sampling every item of the universe has an equal chance of inclusion in the sample.
Simple random sampling-In this each unit of population has equal chance of being included in
the sample
Area sampling-the area divided into no. of small over lapping areas and then select a no. of these
small areas.
Non-probability sampling:
In this sampling any one can be part of sample.
Convenience sampling-In this sampling we choose the sample on the basis of own convenience.
Quota sampling: in this sampling we choose the sample on the basis of demographic e.g. age,
sex, income.
49. 4.3DATA COLLECTION
Data is defined as raw facts that need to be processed so that information is produced. For
achieving useful results it is necessary to collect accurate data. If the data on the basis of which
we reach to the accurate conclusion, is no correct. It is worthless to do survey. So, for getting the
useful results of research it is very necessary to consider methods of collecting data and the
quantity of information they be expected to produce.
Kinds of data collection
Primary Data
Secondary Data
PRIMARY DATA
A data which is collected for the very first time to fulfill a specific purpose directly from the
field of enquiry by engaging trained investigators and which has not been used for any other
purpose is called primary data.
METHODS OF COLLECTNG PRIMARY DATA
Questionnaires
Sample
Personal Interview
SECONDARY DATA
Secondary data are such numerical information, which have been already collected by some
agency for a specific purpose and are subsequently compiled from the source of application in a
different connection.
50. METHODS OF COLLECTING SECONDARY DATA
Internet
Magazine
Prior report of the company
Newspapers
LIMITATIONS
1. Many consultants had to be visited more than once to contact as the person in concern was
busy or was some time unavailable.
2. The reluctance on the part of respondent to give information was yet another limitation
facedduring the course of study.
51. SAMPLE DESIGN
DATA : Primary Data, Secondary Data
RESEARCH DESIGH : Exploratory Research Design
FORMAT OF DESIGN : Questionnaires
SAMPLE SIZE : 236 Employees
AREA : Sharda Exports Rithani, Meerut
DATA COLLECTION
METHOD : Through Questionnaires
53. CHAPTER 5
DATA ANALYSIS & INTERPRETATION
5.1 ANALYSIS AND INTERPRETATION
In order to extract meaningful information from the data that has been gathered by the
researcher, data analysis is carried out. It is basically aimed at giving inferences of association or
differences between various variables present in the research.
Data analysis generally includes the use of statistical techniques and diagrammatic presentations
to seek clarification and appropriate responses.
The questionnaire framed for the concerned study consisted of queries pertaining to the
employee‟s personal detail as well as those related to the subject under investigation. As the
question were simple, close ended in nature.
The researcher has made an effort to project the findings ion a precise manner. After data
collection the next step was that of analysis and interpretation. For this purpose researcher first
made up a list of employee responses related the question asked in the questionnaire.
Categorization was followed by mathematical calculation of the answers, adopting the
percentage formula and a tabular, graphical presentation of the results. The responses to all the
queries were then compared to find out the correlation between all of them and identify the
response.
54. SECTION 1: Career growth, Training & Development and Suggestion Scheme
Q5.1. How long you have been working in Sharda?
Level 1 Level 4
(Lowest) Level 2 Level 3 (Highest)
0-6 Months 24% 26% 22% 7%
6-12 Months 9% 10% 10% 20%
1-5 Years 40% 27% 27% 13%
5-10 Years 24% 31% 31% 27%
> 10 Years 3% 6% 6% 33%
Level 1
40%
35%
30%
25%
20% Level 1
15%
10%
5%
0%
0-6 Months 6-12 Months 1-5 Years 5-10 Years > 10 Years
55. Level 2
35%
30%
25%
20%
Level 2
15%
10%
5%
0%
0-6 Months 6-12 Months 1-5 Years 5-10 Years > 10 Years
Level 3
35%
30%
25%
20%
Level 3
15%
10%
5%
0%
0-6 Months 6-12 Months 1-5 Years 5-10 Years > 10 Years
56. Level 4
35%
30%
25%
20%
Level 4
15%
10%
5%
0%
0-6 Months 6-12 Months 1-5 Years 5-10 Years > 10 Years
INTERPRETATION
This question of Annual HR Survey state the time period of employees to serving this
organization. Majorities are different according to different levels as, majority of Level 1
employees are those who have been working in Sharda between “1 to 5 years”, followed by
“0 to 6 month” and “5-10 years” equally 24%. It can be explained that some more
employees joined level one through recruitment and who have tenure between 1 to 5
associated with Sharda for learning opportunities and growth.
24% employees in 5-10 years shows that employees at this level prefer to continue working
with Sharda for longer duration.
In the case of level 2, maximum employees are those who have been served this
organization for “5-10 years”, followed by the ones who have been working for “1-5 year”.
The least percentage being of those who belong to the time period , of “> 10 years” as after
this much of experience they are posted to high salary and consider
in next level.
In case of level 3, almost the same pattern can be observed as level 2. Maximum employees
belong to this category of those who have served for “5-10 years”. It cabe explained as when
57. the employee become experienced they got promoted to high salary cadre and continue
their association with Sharda.
In Level 4, employees are those who serve this organization “more than 10 years”. This
indicate that employees who are experienced & gave much time to this organization got
high post .Result also shows a few recruitments done on higher salary this year as we
observed that some percentage of employees in “0-6 months and 6-12 months”.
58. Q5.2. Why do you prefer to work in Sharda?
Level 1 Level 4
(Lowest) Level2 Level 3 (Highest)
A Attractive Salary 31% 39% 51% 36%
B Career Prospects 71% 73% 71% 68%
C Proximity to home 54% 56% 61% 45%
D Creative interest 61% 58% 50% 67%
Learning 83% 80% 70% 80%
E Opportunities
Level 1
90%
80%
70%
60%
50%
Level 1
40%
30%
20%
10%
0%
A B C D E
59. Level2
80%
70%
60%
50%
40% Level2
30%
20%
10%
0%
A B C D E
Level 3
80%
70%
60%
50%
40% Level 3
30%
20%
10%
0%
A B C D E
60. Level 4
80%
70%
60%
50%
40% Level 4
30%
20%
10%
0%
A B C D E
INTERPRETATION
This is one of the interesting questions of HR Survey about the preference to work
with Sharda. Majority of employees at all the level prefer to work because of the
“learning opportunities” and second priority to “career prospects”. But the employees
of Level 3 have given a little bit more majority to “Career prospects”.
Thus it indicates that organization provided learning opportunities that is helpful for
the career of their employees.
Next preference of employee’s is “creative interest “ and “ proximity to home” as most
of employees especially level 3 basically belong to Meerut or nearby Meerut.
Lowest preference given to attractive salary by majority of employee at all the levels.
61. Q5.3. Where do you see yourself three year from now?
Level 1 Level 4
(Lowest) Level2 Level 3 (Highest)
High responsibility with 71% 71% 94% 87%
A high salary
B Same job with high salary 14% 16% 6% 13%
C Same job with same salary 3% 2% 0% 0%
May not be a part of Sharda
12% 11% 0% 0%
D team
Level 1
80%
70%
60%
50%
40% Level 1
30%
20%
10%
0%
A B C D
z
62. Level 2
80%
70%
60%
50%
40% Level 2
30%
20%
10%
0%
A B C D
Level 3
100%
90%
80%
70%
60%
50% Level 3
40%
30%
20%
10%
0%
A B C D
63. Level 4
90%
80%
70%
60%
50%
Level 4
40%
30%
20%
10%
0%
A B C D
INTERPRETATION
Concerning the future aspects, the majority of employees at all levels foreseen “High
Responsibility with High Salary” as it concern with their future and career. Every
employee want growth thus they choose this one and followed by second choice
“Same Job with high Salary”. When they were asked reason they mention that they
are still satisfied with their job responsibility they have but need high salary.
Although a Few number of employees, 12% in Level 1 and 11% in Level 2 said that
“may not be a part of Sharda Exports”. The one and only reason behind this is lower
salary of lower level employees with busy time schedule.
A very few number no. of employees 3% of level 1 and 2% of level 2 have gone with
“Same Job with Same Salary” that indicates that they are less motivated or not
satisfied.
64. There is not a single employee of level 3 & 4 who wants to leave Sharda or want to
continue with same job this year. This indicates that proper learning opportunities
are provided and employees are motivated.
65. Q5.4. According to you, what is the most effective way to enhance
performance?
Level 1 Level 4
(Lowest) Level2 Level 3 (Highest)
A Work hard and follow the system 95% 91% 92% 88%
B More and more training 80% 71% 74% 75%
C With more authority 78% 76% 81% 68%
D Positive incentives 87% 85% 89% 80%
E Negative incentives 39% 41% 44% 42%
F A proper job description/job profile 90% 87% 89% 83%
G Regular performance appraisal 93% 88% 96% 82%
Level 1
100%
90%
80%
70%
60%
50% Level 1
40%
30%
20%
10%
0%
A B C D E F G
66. Level 2
100%
90%
80%
70%
60%
50% Level 2
40%
30%
20%
10%
0%
A B C D E F G
Level 3
100%
90%
80%
70%
60%
50% Level 3
40%
30%
20%
10%
0%
A B C D E F G
67. Level 4
90%
80%
70%
60%
50%
40% Level 4
30%
20%
10%
0%
A B C D E F G
INTERPRETATION
Undoubtly, Hard work is always mentioned as the best way to enhance the
performance and the majority of level 1, 2& 4 have been given to “Hard work &
Follow the system”. They all agree that individual have to hard work in the parameter
of systematic approach to enhance performance.
But in the case of level 3, a little bit more majority is given to “Regular Performance
Appraisal” and other level 1,2, & 4 also indicate it as 2nd priority. They mentioned
that every employee do hard work but if he get the proper feedback and appraisal of
their work he can work on his improvement area and encouraged to do work better.
The very least importance in all the levels has been given to “Negative Incentive”.
They mention that negative incentive can force that to do work harder and may
enhance the performance but cannot create interest in employees to do that work
better.
68. At the time of collecting information it is seen that at all the level 3rd priority is given
to proper job description. In this regard many employees of lower level don’t have
proper awareness about their Zero-T .
Thus to increase the productivity and performance of the employees a proper
description and awareness should be there so that they can so that they can focus on
their KRA(Key Result Areas) and do their work accordingly, which may enhance
their performance.
Level 3 also seems interested to have more authority as they have responsibility.
Training has scored relatively lower preference at all levels. The reason may be that
the employees consider themselves well trained or they do not know what type of
training can help them to enhance their performance.
69. Q5.5. Please rate the training topics as to how much they can enhance your
performance?
Level 1 Level 4
(Lowest) Level2 Level 3 (Highest)
Training topics
Office Oriented
A Business communication 85% 77% 86% 78%
Outlook express & files folder
75% 68% 78% 57%
B management
ISO 9001 &14001 requirement &
81% 70% 60% 65%
C importance in working
D Typing tutor 57% 50% 50% 42%
Job Related
Step of carpet production/
84% 80% 75% 73%
E company processes
F Work basic 79% 75% 90% 73%
Quality parameters for carpets/ 84% 82% 72% 78%
G samples
H Environmental procedures 82% 79% 81% 67%
I Health, safety & housekeeping 89% 78% 74% 68%
Personal development
J Positive attitude 87% 86% 85% 87%
K Code of conduct 82% 74% 71% 77%
Fire drills and use of fire
80% 64% 49% 57%
L extinguishers
70. Level 1
90%
80%
70%
60%
50%
40% Level 1
30%
20%
10%
0%
A B C D E F G H I J K L
Level 2
90%
80%
70%
60%
50%
40% Level 2
30%
20%
10%
0%
A B C D E F G H I J K L
71. Level 3
90%
80%
70%
60%
50%
40% Level 3
30%
20%
10%
0%
A B C D E F G H I J K
Level 4
90%
80%
70%
60%
50%
40% Level 4
30%
20%
10%
0%
A B C D E F G H I J K L
72. INTERPRETATION
According to the different levels employees the priority of the employees are also
different. The choice of all the level’s employees considered differently regarding
training topic that can enhance their performance and productivity.
According to the suitability of employees the priorites of different level employees
Are :
LEVEL 1:
1. Health Safety and Housekeeping
2. Positive Attitude
3. Business Communication
4. Steps of carpet production/ Quality Parameters
5. Environmental Procedures
LEVEL 2:
1. Positive Attitude
2. Quality Parameters
3. Steps of carpet production
4. Environmental Procedures
5. Health Safety and Housekeeping
LEVEL 3:
1. Work basics
2. Business Communication
3. Steps of carpet production
4. Environmental Procedures
5. Health Safety and Housekeeping
LEVEL 4:
1. Positive Attitude
2. Quality Parameters
3. Code of Conduct
4. Steps of carpet production/ Quality Parameters
5. Health Safety and Housekeeping
73. Q5.6. Please indicate your participation in the training during the last one
year.
During survey we didn’t found proper numeric data to interpret the result because
most of the employees don’t know that how many training they have been invited
during last year.
74. Q5.7. How useful is the Suggestion Scheme?
Level 1 Level 4
(Lowest) Level2 Level 3 (Highest)
Very useful 75% 61% 50% 47%
Useful 9% 22% 16% 20%
Somewhat useful 7% 9% 28% 13%
Not at all 9% 8% 6% 20%
Level1
80%
70%
60%
50%
40%
Level1
30%
20%
10%
0%
Very useful Useful Some what Not at all
useful
75. Level 2
70%
60%
50%
40%
30% Level 2
20%
10%
0%
Very useful Useful Somewhat Not at all
useful
Level 3
50%
45%
40%
35%
30%
25%
Level 3
20%
15%
10%
5%
0%
Very useful Useful Somewhat Not at all
useful
76. Level 4
50%
45%
40%
35%
30%
25%
Level 4
20%
15%
10%
5%
0%
Very useful Useful Some what Not at all
useful
INTERPRETATION
In response to this question, majority of all the level feels that Suggestion Scheme is
very useful to present their views as it create openness to employee to share their
ideas in front of the Management. But percentage decreases as we move to level 1 to
level 4.
During survey majority of all level employees accepted the usefulness of Suggestion
Scheme are very high. Two equal proportion of level 4 employee 20% consider that
it is useful as well as not at all useful.
77. Q5.8. How many suggestions you have given during last one year?
Level 1 Level 4
(Lowest) Level2 Level 3 (Highest)
None 75% 55% 55% 39%
1 10% 22% 17% 0%
2 To 5 12% 20% 28% 47%
More than 5 3% 3% 0% 24%
Level 1
80%
70%
60%
50%
40% Level 1
30%
20%
10%
0%
None 1 2 To 5 More than 5
78. Level 2
60%
50%
40%
30% Level 2
20%
10%
0%
None 1 2 To 5 More than 5
Level 3
60%
50%
40%
30% Level 3
20%
10%
0%
None 1 2 To 5 More than 5
79. Level 4
50%
45%
40%
35%
30%
25% Level 4
20%
15%
10%
5%
0%
None 1 2 To 5 More than 5
INTERPRETATION
After considering the response of employees of the previous question the majority
has been given to “Very Important” for the suggestion scheme. But when employees
where asked about their participation in suggestion scheme the majority of Level 1 is
“None”. The reasons for this are not very clear except that possibly most of them are
not able to think beyond their daily routine.
In case of level 2 & 3 majority has been given to “None”, according to them
suggestions have given sometime but it was not implemented. Some employee of
level 2 & 3, 20% and 28% respectfully given 2 to 5 suggestion.
80. In the case of level 4, majority of the employees is “2 to 5” some also given “more
than 5”( 24%) as most the employees of this level are managers and much
experienced and given suggestion time to time.
Some employees have some complaints with this scheme that the suggestion is not
implemented. If suggestions have been implemented than employees should also
informed about that.
81. Q5.9. Please rate the motivational factor by which no. of suggestions can be
increased?
Level 1 Level 4
(Lowest) Level2 Level 3 (Highest)
HOD,s to submit
Team 83% 75% 65% 67%
A suggestions
Giving
suggestion
80% 66% 67% 63%
made
B mandatory
,SUGGESTION OF
C THE MONTH, 86% 78% 78% 88%
Award
Your
contribution in 82% 70% 83% 75%
D implementation
Level 1
87%
86%
85%
84%
83%
82% Level 1
81%
80%
79%
78%
77%
A B C D
82. Level 2
78%
76%
74%
72%
70%
Level 2
68%
66%
64%
62%
60%
A B C D
Level 3
90%
80%
70%
60%
50%
Level 3
40%
30%
20%
10%
0%
A B C D
83. Level 4
90%
80%
70%
60%
50%
Level 4
40%
30%
20%
10%
0%
A B C D
INTERPRETATION
In response to increase the number of suggestions in Suggestion Scheme, the
majority of level 1 2 & 4 is given to the best reward as “Suggestion of the Month” they
mention that this is helpful to encourage other employees also to participate in
suggestion scheme.
According to the level 3 the majority has “Indicated their willingness to contribute
toward implementation of their suggestion” .
The second important factor according to level 1 & 2 is “H.O.D to submit their team
suggestion” and according to level 4 it is “Your willingness to contribute”.
84. SECTION-2: Stress Management and Relationship with your Senior.
Q5.10. Rate the following factors which would be helpful in reducing
stress at work place.
Level 1 Level 4
(Lowest) Level2 Level 3 (Highest)
A Flexible work timing 87% 79% 79% 82%
B Job Rotation 71% 68% 64% 70%
C Focus on result 83% 81% 83% 77%
D Improvement in tools 77% 84% 86% 75%
E Introducing food products 78% 82% 81% 63%
F Team work 91% 94% 100% 90%
Improvement in junior
G senior relationship 94% 92% 94% 82%
Motivational physical
H facilities 95% 83% 86% 75%
I Short tea breaks 87% 81% 75% 72%
J Increase in holidays 76% 76% 75% 77%
K Reduction in overtime 85% 70% 78% 60%
L Recreational Facilities 82% 76% 78% 63%
M Increase in ECA 78% 73% 69% 67%
85. Level 1
100%
90%
80%
70%
60%
50%
Level 1
40%
30%
20%
10%
0%
A B C D E F G H I J K L M
Level 2
100%
90%
80%
70%
60%
50%
Level 2
40%
30%
20%
10%
0%
A B C D E F G H I J K L M
86. Level 3
100%
90%
80%
70%
60%
50%
Level 3
40%
30%
20%
10%
0%
A B C D E F G H I J K L M
Level 4
90%
80%
70%
60%
50%
40% Level 4
30%
20%
10%
0%
A B C D E F G H I J K L M
87. INTERPRETATION
In response to get the important factor to reduce the stress the priority of level 1 is
motivational physical facilities & the priority of level 2, 3 & 4 is “Team work”.
Employees of all the level have been also given importance to “Flexible work timing”
but not more than “Team work & Motivational Physical Facilities”.
The second choice of different level employees is different as “Improvement in junior-
senior relationship, Improvement in tools & Flexible work timings”. According to
employees Flexible work timing in one way can reduce their stress but they also
accept this fact that it may reduce the quality and performance.
The most important stress reducing factors according to different levels are as
under:
LEVEL 1:
1. Motivational Physical Facilities
2. Improvement in junior-senior relationship
3. Introducing food products
4. Flexible work timing/ Short tea breaks
5. Reduction in over time
LEVEL 2:
1. Team work
2. Improvement in junior-senior relationship
3. Improvement in Tools
4. Motivational Physical Facilities
5. Short tea breaks/Focus on result
LEVEL 3:
1. Team work
2. Improvement in junior-senior relationship
3. Improvement in Tools / Motivational Physical Facilities
4. Focus on result
5. Introducing food products
88. LEVEL 4:
1. Team work
2. Flexible work timing
3. Focus on result/ Short tea breaks
4. Motivational Physical Facilities
5. Improvement in Tools
As per analysis of above all the information, most of the employees of level 1, 2&3
feels that “Job Rotation” can’t help them to reduce their stress, as they do have their
specific work area and they need to improve the same for better satisfaction towards
their job and it is also very time consuming and may increased complexity in their
work.
One another point that is also mentioned is that Flexible work timing can reduce
their stress but most of the employees think in that quality may suffer.
89. Q-5.12. Rate the following factors that will help us in the identifying the
relationship with your seniors.
Level 1 Level 2 Level 3 Level 4
A Explain job properly 95% 94% 92% 83%
B Shows fair treatment 92% 90% 86% 87%
C Appreciates good work 93% 87% 90% 85%
D Solves problem 94% 92% 90% 83%
Inform about
E performance 87% 89% 86% 70%
Knows and follow
F procedures 86% 85% 89% 83%
G Listens to suggestions 91% 85% 83% 77%
Encourages to do things
H better 90% 91% 83% 92%
Maintains two way
I communication 87% 86% 88% 77%
Level 1
96%
94%
92%
90%
88%
Level 1
86%
84%
82%
80%
A B C D E F G H I
90. Level 2
96%
94%
92%
90%
88%
Level 2
86%
84%
82%
80%
A B C D E F G H I
Level 3
92%
90%
88%
86%
Level 3
84%
82%
80%
78%
A B C D E F G H I
91. Level 4
100%
90%
80%
70%
60%
50%
Level 4
40%
30%
20%
10%
0%
A B C D E F G H I
INTERPRETATION
A healthy relationship among our colleagues an superior plays an important role to reduce
stress. After analyzing all data it seems that all the employees satisfied with their senior and
manager. The majority to identify the relationship with seniors is given to “Explain Job
Properly” by level 1st & 2nd and 3rd to create more understanding between them.
The employees of level 4th have given a little bit more majority to “Encourages to do things
better”. As the majority of these level employees is more than 10 years as they are well
known about their job thus they mentioned that encourages to do thing better is most
effective way. All employees are satisfied with their seniors as they appreciate good work,
solve their problems shows them fair treatment there is a healthy environment and
harmony among the junior and senior.
But it is also can be interpreted through data that “Inform about the performance feedback”
is least identifying factor for junior & senior relationship by most of the employees.
92. SECTION 3: Team Work and Decision Making Process
Q5.13. Kindly rate the following reveal important information regarding
Teamwork and Group cohesiveness.
Level 1 Level 2 Level 3 Level 4
A I feel I am a part of my team 91% 89% 93% 93%
I am free to use my judgment in getting
B work done 72% 76% 79% 83%
C We avoid conflict to achieve harmony 86% 82% 88% 87%
We share our personal problems with each
D other 67% 55% 63% 60%
E Other members help in solving problems 85% 81% 76% 78%
Level 1
100%
90%
80%
70%
60%
50% Level 1
40%
30%
20%
10%
0%
A B C D E
93. Level 2
90%
80%
70%
60%
50%
Level 2
40%
30%
20%
10%
0%
A B C D E
Level 3
100%
90%
80%
70%
60%
50% Level 3
40%
30%
20%
10%
0%
A B C D E
94. Level 4
100%
90%
80%
70%
60%
50% Level 4
40%
30%
20%
10%
0%
A B C D E
INTERPRETATION
Most employees feel that they played important role on their job in team. So, mostly
all level employees feel that they work for team and in groups, and followed by
“Avoid conflict to achieve harmony” it means that employees at all the level aware
that to attain team objective they must avoid conflict.
Most of the employees at all the level specially 3rd interested to keep separate their
personal problems to their profession therefore we can observe the least percentage
of employees of all level like “Share their personal problem with each other.”
The analyses of all the data indicates that the employees level 1st have the best
bonding together. Overall we can say that the analyses of all data indicates that all
levels employees present very positive view on all option especially regarding team
work and group cohesiveness.
95. Q5.14. Kindly rate the following factors related to decision making at Sharda
Exports.
Level 1 Level 2 Level 3 Level 4
I am involved important
A decisions 75% 68% 69% 75%
Superior considers
B other options 83% 75% 74% 70%
People are responsible
C for their decisions 84% 83% 68% 72%
Decision making is confined
D to top management 86% 94% 89% 73%
Level 1
88%
86%
84%
82%
80%
78% Level 1
76%
74%
72%
70%
68%
A B C D
96. Level 2
100%
90%
80%
70%
60%
50% Level 2
40%
30%
20%
10%
0%
A B C D
Level 3
90%
80%
70%
60%
50%
Level 3
40%
30%
20%
10%
0%
A B C D
97. Level 4
76%
75%
74%
73%
72%
Level 4
71%
70%
69%
68%
67%
A B C D
INTERPRETATION
The analyzed data the present that all levels employees as per the authority and duty
like involve in important decision making process. As per the employees of level 4th,
mostly manager who handle and accountable for their team and they have rich
experience and much capable than other levels, so they must involved in all
important decisions therefore their majority is more for involvement at organization
decision & the employees of level 1st & 2nd and 3rd give majority that to “Decision
making is confined to top level management”.
Level 1st employees have given rating secondly to that “People are responsible for
their decision “as per observation they are not responsible for any decision in which
there is no involvement of them.
Level 2nd employees also focus on that “People are responsible to their decision” as
per data collection and interpretation it can also analyze that level 3rd employees
focused that decisions depend on top management level. In their point of view
“Superior considers other option” is next important term.
Here we may conclude that all levels employees would like to involve in the decision
making of Sharda Export. Most of the employees mentioned that they should also
involve in the decision so that they can learn for the future.
98. SECTION 4: Implementation & Evaluation Advantage Sharda Program
Q5.15. How do you rate Implementation of Advantage Sharda Program?
Level 1 Level 2 Level 3 Level 4
Excellent 11% 6% 11% 20%
Good 64% 61% 33% 27%
Needs Improvement 17% 25% 50% 33%
Alternate Program
should be thought of 8% 3% 6% 20%
Level 1
70%
60%
50%
40%
30%
Level 1
20%
10%
0%
Excellent Good Needs Alternate
Improvement programme
should be
thought of