Ajay Project MBA

PROJECT REPORT
ON
“A STUDY ON ORGANIZATIONAL HR PRACTICES AND
WELFARE MEASURES AT
MANIKANDAN DUNAMIS PVT LTD, ERNAKULAM”
Table of Content
CHAPTER TOPIC PAGE NO
1.1 Introduction
Chapter 1 1
2.0 Profiles 3
Chapter 2 2.1 Industry 4-7
2.2 Company 7-18
3.1 Research methodology
20
3.2 Need For study
20
3.3Statement of the Problem
20
Chapter 3 3.4Objectives
21
3.5Research
21
3.6Research Design
21
4.1 Data Analysis and interpretation
Chapter 4 27-42
5.1 Findings, Recommendations & Conclusion 43-46

Chapter 5 5.2 Bibliography 47
5.3 Appendix 48-50
LIST OF TABLES
SL NO TITLE PAGE NO
1 HR Department’s Performance In Recruitment And Selection 28

Training Provided Helps In Better Performance In Your
2 29
Job/Work
3 Performance Appraisal Meet Your Career Advancement 30
4 Employees Think That There Is Improvement In Performance 31
5 Feedback Is Beneficial For Improving Your Performance 32
Our Organization Follows The Policy Of Matching Pay With

6 33
Performance
The Existing Reward And Incentive Plans Do Not Motivate Us
7 34
For Better Performance
By HR Infrastructure Refers To HR Professionals Constantly
8 35
Examining And Improving The HR Processes
9 Rate Your Company On The Basis Of HR Practices 36
1. Performance Standards Are Carefully Developed On The Basis
10 Of Employees’ Opinion 37
Employees Are Provided Performance Based Feedback And

11 38
Counseling
Which Of The HR Practices Are Followed In Your
12 39
Organization
13 Financial Benefits 40
Are You Provided With Fair Compensation According To The
14 41
Work Done By You
15 Is Performance Appraisal Done In Your Organization Fairly 42

LIST OF CHARTS
SL NO TITLE PAGE NO
1 HR Department’s Performance In Recruitment And Selection 28

Training Provided Helps In Better Performance In Your
2 29
Job/Work
3 Performance Appraisal Meet Your Career Advancement 30
4 Employees Think That There Is Improvement In Performance 31
5 Feedback Is Beneficial For Improving Your Performance 32
Our Organization Follows The Policy Of Matching Pay With

6 33
Performance
The Existing Reward And Incentive Plans Do Not Motivate Us
7 34
For Better Performance
By HR Infrastructure Refers To HR Professionals Constantly
8 35
Examining And Improving The HR Processes
9 Rate Your Company On The Basis Of HR Practices 36
Performance Standards Are Carefully Developed On The Basis
10 37
Of Employees’ Opinion
Employees Are Provided Performance Based Feedback And
11 38
Counseling
Which Of The HR Practices Are Followed In Your
12 39
Organization
13 Financial Benefits 40
Are You Provided With Fair Compensation According To The

14 41
Work Done By You
15 Is Performance Appraisal Done In Your Organization Fairly 42

EXECUTIVE SUMMARY
Researchers have done tremendous work on employee perception, HR practices and welfare
measures. Some studies have determined the influence of welfare facilities on employee
perception about the organization. Other studies have researched the extent of welfare
measures experienced by employees (managers and workers) result in more productivity and
the development of the organization. The review of literature in this chapter will highlight all
such studies and provide an insight into the variables influencing welfare measures and
employee perception about the HR practices.
The “Study on organizational HR practices and welfare measures” tells whether employee
welfare measures will make a positive perception about the organization to the employees or
not.
“A STUDY ON ORGANIZATIONAL HR PRACTICES
AND WELFARE MEASURES”
CHAPTER 1
INTRODUCTION
1
CHAPTER 1
INTRODUCTION
1.1 INTRODUCTION TO STUDY

Human Resources become full-fledged when they acquire functional skill and appropriate attitude.
In the absence of required development, human beings could be liabilities at micro and macro level.
In an organization, individuals rise to higher position based on their technical skills. They occupy
higher position involving greater responsibility and skill, and they spend less and time for technical
aspects and problems, but spend more time on the human side of the organization which demands
distinct knowledge, abilities and skills that may be absent in them to the extent required.
Human resources area unit data, skills, creative abilities, talents and attitudes obtained in the
population; whereas from the viewpoint of the individual enterprise, they represent the total of the
inherent abilities, acquired data and skills as exemplified within the skills and power of its staff.
The human aspect of organizations has become very important over the years. HRM stresses on the
motivation of staff by providing them numerous monetary and non- monetary incentives. Effective
management of human resources promotes teamwork and team spirit among employees.
Every business is made up of people and its human resources. An organization is nothing without
human resources. Human resource management is about managing these people effectively. It is
aimed at achieving business objectives through the best use of an organization’s human resources.
Effective management of human resources is vital in all types and sizes of organizations.
An organization may be attractive and potentially profitable. It cannot be successful unless there
are men who can mobilize, organize and harness resources. Companies have considerable life; it is
too easy to criticize the managers of the long years. But today the need of the hour is the proper
HRM strategy and implementation, so that individuals will stress the organization towards
prosperity and growth.
Safety and welfare measures area unit inevitable to any organization wherever staff area unit
concerned. An organization’s responsibility to its staff extends on the far side the payment of wages
for his or her services. The employee’s safety and welfare on and off the job at intervals the
organization could be a very important concern of the leader. Providing a secure and healthy
atmosphere could be a pre-requisite for any productive effort.
This study has been carried out in Manikandan Dunamis Private Limited, Ernakulam to examine its
HR practices and welfare measures based on the topic “A Study on Employee Perception about
Organizational HR Practices and Welfare Measures”.
2
CHAPTER 2
PROFILES
3
CHAPTER 2
PROFILES
2.1 INDUSTRY
RENEWABLE ENERGY INDUSTRY

The renewable energy business is that the part of the energy business that specialize in new and
applicable renewable energy technologies. Investors worldwide have paid larger attention to the
present rising business in recent years. In several cases this has translated into fast renewable energy
development and tidy business growth. The wind power and solar photovoltaic (PV) industries
provide good examples of this.
Renewable energy industries expanded during most of 2008, and by August 2008, there were at
least 160 publicly traded renewable energy companies with a market capitalization greater than
$100 million. An estimated $120 billion was invested in renewable energy globally in 2008.
During 2006/2007, several renewable energy companies went through high profile Initial Public
offerings (IPOs), resulting in market capitalization near or above $1 billion. These corporations
included the solar PV companies First Solar (USA), Trina Solar (USA), Cento solar (Germany),
and Renesola (UK), wind power company Iberdrola (Spain), and U.S. biofuels producers VeraSun
Energy, Aventine, and pacific Ethanol.
Renewable energy industries expanded during most of 2008, with large increases in manufacturing
capacity, diversification of manufacturing locations, and shifts in relationship. By August 2008,
there were at least 160 publicly traded renewable energy companies with a market capitalization
greater than $100 million. The number of corporations during this class has distended from around
sixty in 2005.
Some $150 billion was invested in renewable energy globally in 2009, including new capacity
(asset finance and projects) and biofuels refineries. This is more than double the 2006 investment in
wind power, solar PV, and biofuels.
In 2000, risk capital (VC) investment in renewable energy was concerning 1 Chronicles of total VC
4
investment. In 2007 that figure was nearer to 10%, with solar energy alone creating up concerning
three-d of the whole risk capital plus category of ~$33B. More than sixty start-ups are funded by
VCs within the last 3 years. Venture capital and personal equity investments in renewable energy
corporations exaggerated by 167 p.c in 2006, consistent with investment analysts at
New Energy Finance restricted. New investment into the sector jumped US$148 billion in 2007, up
60 per cent over 2006, noted a report by the Sustainable Energy Finance Initiative (SEFI). Wind
energy attracted common fraction of the new capital and star twenty percent. But interest in star is
growing speedily on the rear of major technological advances that saw star investment increase 254
per cent. The IEA predicts US$20 trillion will be invested into alternative energy projects over the
next 22 years.
WIND POWER
In December 2008, worldwide capacity of wind power was 122,000 MW, of which 28,190 MW
capacities added in 2008.
Companies
Vestas is that the largest turbine manufacturer within the world with a 2 hundredth market share in
2008. The company operates plants in Scandinavian country, Germany, India, Italy, Britain, Spain,
Sweden, Norway, Australia and China, and employs more than 20,000 people globally. After a
sales slump in 2005, Vestas recovered and was voted high inexperienced Company of 2006.
GE Energy was the world’s second largest turbine manufacturer in 2008, with 19% market share.
The company has installed over 5,500 wind turbines and 3,600 hydro turbines, and its installed
capacity of renewable energy bought out Enron Wind in 2002 and also has nuclear energy
operations in its portfolio.
Gamesa, supported in 1976 with headquarters in Vitoria, Spain, was the world’s third largest wind
turbine manufacturer in 2008, and it is also a major builder of wind farms. Gamesa’s main markets
are within Europe, the US and China.
Other major alternative energy corporations embrace Siemens, Suzlon, Sinovel and Goldwind.
5
Trends
Although the alternative energy business are going to be wedged by the worldwide monetary crisis
in 2009 and 2010, a BTM Consult five year forecast up to 2013 projects substantial growth. Over
the past 5 years the common growth in new installations has been twenty seven.6 per cent every
year. In the forecast to 2013 the expected average annual rate is 15.7 per cent. More than two
hundred GW of recent alternative energy capability might return on line before the end of 2013.
Wind power market penetration is expected to reach 3.35 per cent by 2013 and 8 per cent by 2018.
Offshore alternative energy installations ar rising, and up to date years have seen many hundred
megawatts additional annually, principally in Europe.
PHOTOVOLTAICS
Companies
First star became the world’s largest electric cell maker in 2009, manufacturing some one,100 MW
of product, with a thirteen market share. Suntech was in second place with a production of 595 MW
in 2009 and market share of seven. Sharp star was way behind the leader with 580 MW of
output.Q-Cells and its 540 MW output was fourth in 2009 Yingli inexperienced Energy, JA star
Holdings, SunPower, Kyocera, Mo-tech Solar and Gin-tech rounded out the 2009 Top 10 ranking.
Trends
Photovoltaic production has been increasing by a median of some twenty % annually since 2002,
creating it the world’s fastest-growing energy technology. At the tip of 2009, the additive
international PV installations surpassed twenty one,000 megawatts.
According to the China Greentech Report 2009, together issued by the PricewaterhouseCoopers
and yankee Chamber of Commerce in Shanghai and free on ten Sept in Dalian, China, the
estimated size of China’s green technology market could be between US$500 billion and US$1
trillion annually, or as much as 15 percent of China’s forecasted GDP, in 2013. With the positive
drivers from the Chinese government’s policies to develop inexperienced technology answer, China
has already compete a a lot of necessary role in inexperienced technology market development.
6
Following the announcements of the Chinese government in 2009 concerning the new grant theme
of “Golden Sun” to support star business development in China, a number of the worldwide
business players have declared their development plans during this region, like the agreement
signed by LDK star relating to a star project in Jiangsu province with a complete capability of
500MW, manufacturing facilities of polysilicon ingots and wafers, PV cells and PV modules to be
engineered by Yingli inexperienced Energy in Hainan Province and therefore the new skinny film
producing plants of Tianwei Baoding and Anwell Technologies.
EMLPOYMENT
Renewable energy use trends to be more labor-intensive than fossil fuels, and so a transition toward
renewable promises employment gains. Globally, about 2.3 million people work either directly in
renewable or indirectly in supplier industries. The wind generation business employs some three
hundred people, the PV sector accounts for calculable a hundred and seventy jobs, and the solar
thermal industry accounts for about 624,000. More than one million jobs area unit settled within the
biomass and biofuels sector.
2.2 COMPANY
MANIKANDAN GROUP
Manikandan cluster was supported within the year 1966 by our Late Chairman man. A.
SRINIVASAN who was a visionary beyond measure. An automobile engineer by profession ANd
an automobile aficionado by passion, he supported MANIKANDAN vehicles in 1966.
MILESTONE
 In 1970 Established Manikandan Engineers, to undertake projects and share expertise with the
Indian navy, Cochin shipyard, Cochin refineries, Port trust, FACT etc.
 In 1987 Manikandan Motors becomes Kerala's first authorized service station for MARUTI
SUZUKI.
 In 1989 Manikandan Automobiles become the only authorized service centre for ALLWYN
NISSAN'S LCVS in Kerala.
7
 In 1990 Established MANIKANDAN AUTOMOTIVES PVT.LTD. This becomes the authorized

dealer for KINETIC HONDA scooters.
 In 1993 MANIKANDAN AUTOMOTIVES PVT LTD becomes the authorized service centre for
TELCO, and became automobile service partner to prominent industries like Kochi Refineries,
Indian Navy, Cochin Port Trust, Fire Force Department, Indian Customs Department, etc
 In 1997 Established RAJASREE MOTOR PVT Ltd which become one of India's first
MERCEDES BENZ dealerships for passenger vehicle
 In 2013 Established MANIKANDAN DUNAMIS PVT LTD became the Master Distributors of
Trojan Batteries in India, Middle East, Sri Lanka, Maldives, Seychelles, and Mauritius.
 In 2014 Established MANIKANDAN AUTOMOBILE PVT LTD which became the exclusive
dealer for ISUZU passenger vehicle in Kerala.
 In 2016 Established MANIKANDAN AUTOMOBILE PVT LTD which became the exclusive
dealer for Skoda Auto passenger vehicle in Kerala
MANAGEMENT
As Founder – Chairman, the Late Mr. Sreenivasan’s legacy to the company was one of the global
competence and limitless passion, today his son’s, in their capacity as Managing director and
Executive Director keep alive his visions.
Mr. S Sivakumar Mr. S Krishnakumar
A Post Graduate in Business Administration A qualified Engineer
8
MANIKANDAN GROUP
TROJAN BATTERY COMPANY
 Founded in 1925
 Worldwide leader and pioneer in the development of state-of-the-art deep cycle batteries
 Four manufacturing facilities in the U.S.
 World class service and technical support
 Dedicated technical applications engineering support
9
TROJAN TODAY
Over 600 employees and growing….
California manufacturing 170,000 sq. ft.
Lithonia, GA manufacturing 156,000 sq. ft.
Sandersville, GA manufacturing 176,000 sq. ft. Santa Fe Springs
Corporate offices CA30, 000 sq. ft.
WORLD CLASS MANUFACTURING OPERATIONS
Grid Manufacturing/Pasting Curing Chambers
COS Assembly Formation
Approximately 15 days to produce a battery
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APPLICATION
 Lighting
 Industrial Application
 Communications
 Telecom Network
 Security
 Residential Network
 Inverter Ups Application
 Residential Off grid
 Micro-grids
 Solar home systems
 Golf and utility building
 Areal work platform and Access
 Floor machine
 Marine and RV
 Transportation
Why Choose Trojan Battery?
 Performance engineered for durability and reliability.
 Trojan lasts longer than the competition.
 Trojan provides more energy than the competition.
 International distribution network.
 Global technical support.
11
 Engineered Separator
 Proprietary Maxguard® advanced design separator.
 Multi-rib design.
 Patented “S” pattern back web.
Why Is SC A Solution To The Problem?
Proof That the SC Solution Works
12
What Does SC Mean To The User?
• Trojan RE and IND products with Smart Carbon will operate in PSOC conditions with no loss of
capacity or performance.
• Improved PSOC cycle life by about 15%.
• Enhanced charge acceptance up to 15%.
• IND cells without SC delivered 2,550 IEC 61427 cycles –adding carbon could increase that life
by almost 400 cycles.
Solar Boat –Sunrider and Surya
Location-Kumarakom, Alleppey Year of Installation-2008
Hibiscus Villa The World‘s First Net Zero Home Stay-6 KW
6kWOff-gridThinFilmPanelSystemInAResidenceAtThaneermukkam, Kerala.
Location Of Installation: Hibiscus Villa, Thannirumukam, Chertalla , Alapurzha District Kerala
System Components
System type: Off Grid System
6 KW Thin Film Solar Modules (Getwatt)
Inverter Capacity: 3kVa x 2 Off Grid Inverter (outback) MPPT Charge controller 4 KW x 2
Battery: 48V, 1196 AH Battery Bank (TROJAN)
13
Uniqueness of the system
Reduces Carbon footprint by 3.456 Tons p.a
Replaced Conventional Loads with Energy Efficient Loads Long Battery Life
Spice Village -Kumali, Kerala, 65 KW
• The World ‘s First Net Zero Resort
• 56 cottage resort at Thekkady, Kerala
• Elevation 3000 Feet Above MSL
• 65 kW Solar PV System Backed by a Bio Diesel Generator
• Average Generation OF 5.2 KWhr per KW Installed
• TROJAN INDUSTRIAL LINE BATTERY BANK –8454Ah@48V
• 8 Year Warranty
• Supports all connected loads including Sewage Treatment Plant , water Pumps Electrical Kettles ,
Kitchen Loads Like Ovens , Grinder , Ventilation System
System Components
14
• 65 KW thin Film (Getwatt) ,
• SMC 7000 HV *9 (SMA)
• Sunny Island 5048 * 9 (SMA
• MulticlusterBox 12.3 (SMA)
• Battery : 48 , 8454 AH (TROJAN)

Trojan Battery
Trojan Battery Models
15
TROJAN OEM PARTNERS
HR ACTIVITIES
Induction
The effort of the organization is to ensure that each employee joining Manikandan Dunamis will
16
be made aware of the company’s business, policies and processes within the 1st month of joining.
New employees will be introduced to the key contacts in the branch/ at the location as soon as
they join the company.
Over Time Policy (Technicians)
OT effective from - 2 hours prior and 2 hours after the shift timing OT allowance - 1 times of per
hour basic pay
Golf and Utility Vehicles / NEV
Built to deliver superior performance, sturdiness and dependability, these batteries utilize the very
best quality parts and meet the challenges of the toughest, hilliest courses within the world.
Trolling the lake for the prize-winning bass, driving race for the annual self-propelled vehicle
rally, trucking your gear for a weekend of inhabitation or sailing the ocean on a breezy summer’s
day … no matter your passion nothing brings you nearer to the nice outdoors than enjoying it from
your favorite boat or self-propelled vehicle. Since 1925, Trojan’s deep-cycle batteries have met the
stress of the avid RV’er and recreational boater..
 Reliant AGM with C-Max Technology is built with a complicated feature set that has
outstanding sustained performance and total energy output, delivering the exceptional quality
and dependability Trojan batteries square measure known for.
 Trojan batteries feature our proprietary Maxguard T2 apparatus and exclusive Alpha plus
Paste with T2 Technology which give multiplied battery life, extended run time and faded
maintenance.
 Durability, dependability and performance mean less hours of unplanned period and a lot of
productive hours on the job!
 Learn about our AC Series batteries that are specifically designed for Aerial Work Platform
applications.
 Selected deep-cycle batteries square measure accessible in extra-durable Polyon cases for
significant service applications.
Simplify your battery maintenance routine with HydroLink watering permits you to chop down
battery watering time whereas increasing the performance and lifetime of Trojan’s deep-cycle
17
flooded batteries. HydroLink is intended for Trojan’s 6-volt, 8-volt and 12-volt flooded batteries
and takes the estimate out of the watering method. Once put in, an entire set of batteries is stuffed
in but thirty seconds.
Floor Machine
Top Floor scrubber and sweeper manufacturers, as well as maintenance companies, trust Trojan’s
deep-cycle batteries to deliver reliable power for uninterrupted operation of their floor cleaning
equipment. Follow their lead and replace your batteries with Trojan deep-cycle battery product.
They’ll give you the power to shine!.
 Reliant™ AGM with C-Max Technology is built with a complicated feature set that gives
outstanding sustained performance and total energy output, delivering the exceptional quality
and reliability Trojan batteries are known for.
 Trojan batteries feature our proprietary Maxguard T2 Separator and exclusive Alpha Plus with
T2 Technology which provide increased battery life, extended run time and decreased
maintenance.
 Durability, reliableness and performance mean less unplanned time period and magnified
come back on our battery investment!
 Learn about our AC Series that has been specifically designed for Floor Machine
applications.
 3 New EU (DIM) size batteries: Ideal article of furniture for BCI and nut standards.
Selected models are available in extra-durable Polyon cases for heavy service applications.
Simplify your battery maintenance routine with HydroLink. The HydroLink watering system
permits you to chop down battery watering time whereas increasing the performance and lifetime
of Trojan’s deep-cycle flooded batteries. HydroLink is intended for Trojan’s 6-volt, 8-volt and 12-
volt flooded batteries and takes the guesswork out of the watering process. Once put in, a whole
set of batteries is stuffed in but thirty seconds.
18
CHAPTER 3
RESEARCH METHODOLOGY
19
CHAPTER 3
RESEARCH METHODOLOGY
3.1 INTRODUCTION
In any organization employees are considered as an essential strategic asset. Therefore,

employees could be a competitive advantage if their organization provides more attention and
investment in developing employee’s skills at the workplace. Humans are considered as the most
important asset of an organization; therefore need to be properly managed by different HR
practices. Hence the effective execution of HRM practices in organizations is the main
foundation in order to create a unique edge and it has positive relation with the company
performance. Employees can be retained through HR practices. HRM is designed to managing
people effectively for brighten their performance. The main goal is to establish a more open and
considerate management style so that staff will be motivated, developed and manage in a way
that they can give of their best to support the department objectives.
3.2 NEED FOR STUDY-
HR practices are to be studied to explore the concomitant areas for extending the scope of
employee performance as a major domain of human resource effectiveness. Organizations have
to gear up of new and innovative HR practices to survive and flourish in today’s hyper
competitive business environment. In this survey, HR is expected to play a vital role in helping
organizations to overcome these challenges.
3.3 STATEMENT OF PROBLEM
HRM has made significant inroads into the Dunamis pvt ltd. The enormous benefits of properly
managing human resource cannot be over emphasized. Inappropriate HRM policies and practices
of dunamis can be attributed to the non- existence of HRM specialists or HRM departments.
Efficient management may not be possible without efficient and skilled man power which can be
developed by HR practices. The present study is aimed to bring out the HR practices and to study
their relation and impact on employee performance with special reference to Manikandan
Dunamis pvt. Lt. ernakulam.
20
3.4 OBJECTIVES
1. To evaluate performance of employees in organization.

2. To study the competitive environment that persistently improving performance of their
employees by improving HR practices.
3. To determine the relationship between HR practices and employee performance.
3.5 Research Methodology
 Descriptive Research
It’s aimed to find the complete description about an existing problem of phenomenon.
3.6 Research Design

It is descriptive. A survey research process was the basic research design. I interact with
personally to people through the questions filling method. Questionnaire is having questions
regarding the respondent’s basic information such as contact details, designation, what type of
information they want from Cooperative society, what types of documents they check while
searching to become a member, what type of marketing strategy attract them.
SOURCE OF DATA
Primary Data Collection
1. Direct interview.
2. Questionnaire.
Secondary Data Collection
1. Books
2. Magazines
3. Editorials
4. Internet
5. Company’s broachers
21
Sample Design
Population
Study of the geographical area comprises of Kerala.
Sample Size
Survey Sample design: questionnaire
Sample size: 70 respondents
Sample unit: Employees.
TOOLS FOR DATA COLLECTION
1. Primary data
2. Secondary data
LIMITATIONS OF THE STUDY
The study conducted can be implied only to Manikan Dumanis Pvt Ltd and hence cannot be
generalized.
The study is conducted for a short span of one month.
The Analysis and interpretations are based on the data provided by respondents.
RESEARCH DESIGN
The research design is the conceptual structure with in which research will be conducted.
Research design is a frame work or blue print for the conducting the research. It is a logical
and a systematic planning and directing a piece of research. Descriptive analysis has been
applied, which is also known as statistical research, describes data and characteristics about
the population or phenomenon being studied.
METHOD OF DATA COLLECTION
To cater the need of the research I have used primary (self-constructed structured
Questionnaire). Primary data is collected directly from the employees by means of holding
discussions with them and through direct observations. Direct enquires to seniors officers
22
were a reliable source of information. Secondary data were collected from brouchers,
magazines, manuals, and articles, annual reports of the company, website and other document
of the company.
PROBLEM STATEMENT
The term HRM broadly denotes everything that is concerned with the development of human
resources in some way or the “Human resource management”, could be defined as, organized
learning experience in a define period to increase the possibility of improving job performance
growth.
India has the largest number of engineer’s technicians, doctors, lawyers and other professionals.
The investment made both in public and private sector units and all organization should field
decent returns. This demands not only advanced technology but also efficient human resource
with skills, knowledge, right attitude and devotion to accomplish the objectives in the optimal
manner. It highlights the importance and the significance of HRM in India, which has to play a
vital role in correcting the situation. The managers in India are quite alive to the aspect of
HRM. Accordingly, the importance has been given, with hiring, motivating and maintaining
people in an organization. It focuses on human resources and improving their capabilities for
development with quality.
Satisfying or fulfilling the safety and security needs of the employees, would give them a better
motivation and more time to concentrate on job performance. A voluntary approach on the part
of the management to offer welfare programmes which are over and above what is laid down by
the law would boost the morale of the workers and encourage them to perform higher.
LITERATURE REVIEW
The related previous studies are given below:
T. Jogaiah (1990) examined the rigorous and an in-depth research study of training and
development of executives in the Indian Power Sector, the first of its kind in the country. Apart
from providing a strong theoretical and conceptual foundation on training and development of
executives, it covered an exhaustive study of the Power Sector problems and prospects
concerning personnel policies, HRD, policies and practices relating to executive training and
development and institutional training network in the power sector. It embodied the results of
23
a probe into the execut.ve training and development methods, techniques, achievements and
failures of Andra Pradesh State Electricity Board. The views of top, middle and lower level
executives, executives concerned, the training faculty and executives' associations are also
incorporated to present a diversified account of their assessment of the Electricity Boards'
policies and practices in India.
M.R.R. Nair and T.V. Rao (1990) an edited compendium, focused on chief executives' views
and experiences on HRD. It also dealt with the HRD philosophy, importance, macro level
issues, expectations of like managers and workers from HRD, role of HRD managers,
dimensions of developing HRM facilitators and programmes.
Arvindrai Desai (1990) in his study, “An empirical study of relation of job involvements to
job satisfaction of supervisory and non-supervisory staff in textile mills” revealed that the job
variables of challenge and authority were strongly related to job satisfaction changes of rising
in organisational hierarchy was related strongly to job satisfaction in their job involvement.
T.V. Roa (1991) an edited compendium, started with a conceptual framework on development
and integrated HRD and ended with an account of research in HRD. It also focus on HRD
instruments like performance appraisal, potential appraisal, counseling, training rewards and
implementation of the same in different organizations. It also dealt with HRD in government
systems, primarily focused on educational system.
Santrupt Misra (1992) was an empirical research study of Orissa Education Service. This
study dealt with theoretical perspectives of human resources and education, recruitment,
selection, induction and placement, training and development of teaching personnel, their
motivation, integration and job satisfaction, performance appraisal, career development,
discipline and grievance handling. Since the Research Study was operational in nature, a
number of suggestions have also been offered on the basis of findings.
Udhar and Rajnish (1992) conducted a study on “job involvement job satisfaction and some
demographic correlates: A study of academicians: the study showed that among the various
demographic variables age has no direct import on job satisfaction on employees”.
M.G. Rao (1993) a compendium, threw light on the complexities of managing human beings
in the present day organizations. The various aspects of HRD in relation to small scale units
operating in industrial estates have been presented initially, followed by theoretical
24
presentation on HRM, different aspects of training, organizational development, employee

participation, etc. The effects of training and workers developmental activities have also been
put to close examination. It also attempted to find how the employee-related activities flourish
in various other sectors like urban government, cooperative, informal sector and small scale
sector.
P. Subba Rao (1993) a compendium, presented the various developments in the HRM in a
comprehensive form. It is also attempted to look into the recent trends in the Human Resource
Function with a view to outline the future enhancement that are likely to take place in the
years ahead. It conjointly mentioned in an exceedingly lucid manner the topics like job
analysis, job analysis, worker advantages, enlisting and choice, line workers conflicts, social
responsibility policies together with different current topics such as organizational culture and
climate, organizational politics, organizational effectiveness, followership, participative
management, dual career problems, quality of work life, quality circles and organizational
development.
Miss B. Charumathi (1994) conducted a comparative study on HRD in select public Sector
and Private Sector Bank in Tamil Nadu in 1994. She has analyzed Indian Bank and Indian
Overseas Bank in Public Sector and Lakshmi Vilas Bank and Karur Vysya Bank in Private
Sector. She found that the HRM tasks relating to Supporting of Unions and associations are
adequately performed in both the group of banks.
Joshi and Sharma (1997) conducted an investigation “Determinants of managerial satisfaction

in a private organization” which revealed that co-textual factors do have major role to play on
job satisfaction. Co-textual factors job content training together account for more than half for
the variance of job satisfaction. There are 15 variables were found significantly related to job
satisfactions, which are scope for advancement.
Mahavir Singh’s (1998) Conducted research on organizational climate in libraries, have

added the objectives to study demographic factors and organizational climate dimension for
job involvement among the library professionals. The result showed that, there is no
significant has relation between age, experience, salary and job involvement. The relationship
between job involvement and organizational climate indicated that there is a negative between
the two.
25
CHAPTER – 4
DATA ANALYSISAND
INTERPRETATION
26
CHAPTER – 4
DATA ANALYSISAND INTERPRETATION
The chapter illustrates that information acquired through the questionnaire for the research. The
findings have been stated as per the results obtained through tests like correlation, percentage
analysis. The major purpose the research was to find the relationship between two variables
employee perception and welfare measures.
4.1 Diagrammatic representation of data

1. Table Showing Employees rating on HR department’s performance in recruitment
and selection
Opinion No. of respondent Percentage
Excellent 32 45
Adequate 27 39
Poor 11 16
Total 70 100
Table: 1
Poor Percentage
16%
Excellent
45%
Adequate
39%
Chart: 1
Interpretation:
From the figure it can be interpreted that 45% of the respondent agree that the HR department’s
performance in recruitment and selection is excellent, and 39% of the respondents are neutral
about this statement that is they don’t have an answer to this statement, 46% of the
respondents say that it is poor
27
2. Table Showing Training which provided helps in better performance in your job/work.
Opinion No of respondents Percentage

Strongly Agree 20 29
Agree 43 61
Neutral 6 9
Disagree 1 1
Strongly Disagree 0 0
Total 70 100
Table: 2
No of respondents
80
60
40
20
No of respondents
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree
No of respondents
Chart: 2
Interpretation:
The above figure shows that about 61% of the respondents have agreed that the training
which provided helps in better performance in your job/work. 29% of the respondents have
strongly agreed with that and 9% have neutral opinion and only 1% has disagreed with that.
28
3. Table Showing Present performance appraisals meet your career advancement.
Yes 62 89
No 8 11
Total 70 100
Table: 3
Chart: 3
Interpretation:
From the above figure it can be interpreted that 89% of the respondents are agreed that they
are they are satisfied with the present performance appraisal meet their career advancement
and 11% have disagreed with this opinion.
29
4. Table Showing Employees think that there is improvement in performance.
Opinion No of Percentage
respondents
Excellent 25 36
Above average 37 53
Average 4 6
Below average 4 6
Unsatisfied 0 0
Total 70 100
Table: 4
Respondents
Unsatisfied
Below average
Average
Above average
Excellent
0 10 20 30 40 50 60
Above Below
Excellent Average Unsatisfied
average average
Percentage 36 53 6 6 0
Chart: 4
Interpretation:
From the above figure 36% of the respondents have agreed that they are satisfied with
improvement in performance of employees. 53% are above average that they are satisfied
with the Employees improvement in performance.
30
5. Table Showing Feedback is beneficial for improving your performance.
Agree 22 31
Neutral 3 4
Disagree 0 0
Total 70 100
Table: 5
N of Respondents
50
40
30
Percentage
20
10
0
Agree Disagree
Chart: 5
Interpretation:
From the above figure it can be interpreted that 64% of the respondents strongly agreed that
they are satisfied with the Feedback is beneficial for improving their performance in the
organization. 31% of respondents are agreed with they are satisfied. Only 4% of respondents
are neutral opinion with this. Neither can disagree and strongly disagreed with that statement
31
6. Table Showing Our organization follows the policy of matching pay with performance.

Agree 28 40
Neutral 5 7
Disagree 1 1
Total 70 100
Table: 6
Respondents
0%
7% 1%
Strongly Agree
Agree
52% Neutral
40%
Disagree
Strongly Disagree
Chart: 6
Interpretation:
From the above figure it can be interpreted that 52% of the respondents have strongly agreed
that they are satisfied with the organization follows the policy of matching pay with
performance. 40% of the respondents are agreed that they are also satisfied with the policy of
matching pay with performance. 7% of the respondents are neutral and only 1% are disagree
with that. No respondents are strongly disagreed with that statement.
32
7. Table Showing The existing reward and incentive plans do not motivate us for better
performance.
Strongly Agree 0 0
Agree 1 1
Neutral 5 7
Disagree 27 39
Total 70 100
Table: 7
Percentage
60
50 53
40
39
30
Percentage
20
10
0 1 7
0
Agree Disagree
Chart: 7
Interpretation:
From the above figure shows that 53 % of employees have strongly disagreed to the above
statement, which means that the existing incentive plan motivates the employees for better
performance.
33
8. Table Showing Rate your company on the basis of HR practices
respondents
Excellent 37 53
Above average 23 33
Average 7 10
Below average 3 4
Unsatisfied 0 0
Total 70 100
Table: 8
Percentage
Excellent Above average Average Below average Unsatisfied
4% 0%
10%
53%
33%
Chart: 8
Interpretation:
From the above figure shows that 53% of the respondents have strongly agreed that they are
satisfied with HR practices in the organization. 33% are above average that they are satisfied
with the HR practices. 10% and 4% employees opinion are average and below average.
Neither can be unsatisfied with that opinion.
34
9. Table Showing By HR infrastructure refers to HR professionals constantly examining

and improving the HR processes
Agree 42 60
Neutral 7 10
Disagree 1 1
Total 70 100
Table: 9
60
60
50
40 29
30
20 10
10 1 0
0
Agree Disagree
Percentage
Chart: 9
Interpretation:
From the figure it can be interpreted that 29% of the respondents have strongly agreed that
they are satisfied with the HR infrastructure refers to HR professionals constantly examining
and improving the HR processes. 60% of the respondents have agreed that they are also
satisfied with that opinion. 10% of the respondents are neutral and only 1% are disagree with
that. No respondents have strongly disagreed with that opinion.
35
10.Table Showing Performance standards are carefully developed on the basis of

employees’ opinion
respondents
Agree 19 27
Neutral 28 40
Disagree 3 4
Total 70 100
Table: 10
Percentage
40
30
Axis Title
20
10
0
Agree Disagree
Percentage 29 27 40 4 0
Chart: 10
Interpretation:
From the figure it can be interpreted that 29% of the respondents have strongly agreed that
they are satisfied with Performance standards that are carefully developed on the basis of
employees’ opinion. 27% of the respondents are agreed that they are also satisfied with that
opinion. 40% of the respondents are neutral and only 4% are disagree with that. No
respondents have strongly disagreed with that opinion.
36
11.Table Showing Employees are provided performance based feedback and counseling.

Yes 57 81
No 13 19
Total 70 100
Table: 11
No. of Respondents
No
Percentage
Yes
0 20 40 60 80 100
Chart: 11
Interpretation:
From the figure it can be interpreted that 81% of the respondents have agreed that Employees
are provided performance based feedback and counseling 19% have disagreed with this
statement.
37
12.Table Showing Which of the HR practices are followed in your organization
Yes No
Induction 47 23
Fair wages 63 7
Bonus 70 0
Training 70 0
Job rotation 20 50
Performance appraisal 61 9
Knowledge sharing 46 24
Safety 70 0
Table: 12
No of Respondence
Yes No
70 70 70
63 61
47 50 46
23 20 24
7 9
0 0 0
Chart: 12
Interpretation:
From the above graph it can be interpreted that almost all the hr practices are applied in the
organization except few. Job rotation is the least applied hr practice in the organization.
38
13.Table Showing Financial benefits of the employees.
Good Average Poor Negligible

Wages 46 15 4 5
Incentives 32 29 3 6
Overtime 18 39 4 9
allowances
Bonus 32 30 2 6
Table: 13
No of Respondents
7%
6%
Good
Average
21%
Poor
66% Negligible
Chart: 13
Interpretation:
From the above figure shows that Employees do enjoy financial benefits that are earned by the
organization as a whole, which can be clearly understood by the response of the employees from
the above graphs which shows that 66% employees say that there is good financial benefits in
the organization.
39
14.Table Showing that Are you provided with fair compensation according to the work done
by you
Yes 61 87
No 9 13
Total 70 100
Table: 14
No of Respondence
No 13
Percentage
Yes 87
0 20 40 60 80 100
Chart: 14
Interpretation:
From the figure it can be interpreted that 87% of the respondents have agreed that Employees
are provided with fair compensation according to the work done by them, whereas only 13%
have disagreed with this statement.
40
15.Table Showing Is performance appraisal done in your organization fairly
Agree 33 47
Neutral 5 7
Disagree 3 4
Total 70 100
Table: 15
No of Respondence
Percentage
47
41
7
4
0

Agree Disagree
Chart: 15
Interpretation:
From the figure it can be interpreted that 41% of the respondents are strongly agreed that
performance appraisal done in organization are fairly. 47% of the respondents are agreed that
they are also satisfied with that opinion. 7% of the respondents are neutral and only 4% are
disagree with that. No respondents have strongly disagreed with this statement
41
CHAPTER – 5
FINDINGS, RECOMMENDATIONS &
CONCLUSION
42
CHAPTER – 5
FINDINGS, RECOMMENDATIONS & CONCLUSION
5.1 FINDINGS
 Most of the employees are satisfied with the HR practices and welfare measures provided by
the organization.
 HR department effectively providing welfare measures to the employees.
 The present study will also highlight the importance of good and satisfactory HRM practices
helps the management and the co-workers to work effectively.
 Most of the employees are satisfied with the performance appraisal which is offered by the
company.
 Most of the employees are satisfied with the salary which they receive for their job in the
company.
 Most of the employees said that the performance appraisal mechanism of the organization is
fair.
 The employees are agreed that the company provide training facility provided to the new
employees.
 The overall satisfaction about the HR practices and the welfare measures of the company is
satisfactory to the employees.
 Most of the employees think that their performance has been improved because of the hr
practices that are being followed by the company.
 It is found that employees are able to improve their performance because of the regular
feedback and counseling given to them.
 Majority of the respondents are having the opinion that the HR professionals examine the
HR practices regularly and it leads to improvement in hr process.
 Majority of the respondents agree to the fact that performance standards are developed only
after considering employees performance.
 Majority of the employees are of the opinion that there is improve in the performance of the
employees.
43
SUGGESTIONS
 Organization should give employee recognition for their best performance, so they can
motivate and thereby increase the productivity of the organization.
 Interdependency of different departments should be well studied and coordinated for

effective output.
 Employees should create a good working environment by maintaining good relations with
the co-workers and management.
 Most of the employees have agreed to the fact that the job rotation is not practiced in the
organization which needs to be improved
44
CONCLUSION
The project entitled “A study on organizational HR practices and welfare measures” at

“Manikandan Dunamis Pvt Ltd, Ernakulam” was done on last month. The objective of the
study is to find out the employee perception about the HR practices and welfare measures
adopted by the company. For conducting the analysis, hypothesis is set and two variables are
selected for the analysis: one dependent and one independent variable. The dependent
variable is the employee perception and independent variable is welfare measures of the
organization. In the hypothesis the relation of the two variables are positive; that is, higher the
effectiveness of welfare measures result in higher the perception of employees. So for
conducting the analysis the statistical tool SPSS is used and correlation and percentage
analysis are used to find out the result. The total number of population is 100 and taken the
sample of 70 employees. After conducting the analysis, the result is proved that as same as
in the hypothesis.
The employees in the organization are satisfied with the HR practices and welfare measures
adopted by the organization. The organization is focused on employee welfare and thereby
enhancing the productivity of the organization and it will result in customer loyalty. HR
Department is working for the overall growth and development of the employees and thereby
the development of the organization.
45
5.2 BIBLIOGRAPHY
• Jogaiah T. - Frontier of Management Science - coaching and Development of Executives –
1990.
• Nair, M. R. R., & Rao, T. V. (1990). Excellence Through Human Resource Development:
up Productivity and fight.
• Arvindrai. N. Desai, “An Empirical Study of relationship of Job Involvement to Job
Satisfaction of Supervisors and Non-Supervisors Staff in Textile Mills”, Ashish Publishing,
New Delhi, 1990.
• Rao, T. (1991). Readings in human resource development. Oxford and IBH Publishing.
• Misra, S. (1992). Human Resource Management in Public Service. Mittal Publications.
• Dhar, W., & Jain, R. (1992). Job involvement, job satisfaction and some demographic
correlates: Indian Journal of Psychology, 67(1), 5-10.
• J.Christopher Abele, Andrea E.Dette, “A study on Job Satisfaction is a Central Construct”,
Journal of Psychology, Vol.7(3), Apr 2006, pp. 101-107.
• Turner, H.James “A study on Insurance Agents Job Satisfaction”, Journal of Academy of
Business and Economics, Vol. 32, 2007, pp. 83-85.
BOOKS
•Khanka S.S, (2003). Human Resource Management, S. Chand & Company Ltd,
•Aswathappa K., (2004). Human Resource and Personnel Management, Tata McGraw Hill
Publishing Company Ltd
•Mamoria C.B and Gankar S.V., (2002). Personnel Management, Himalaya Publishing House
WEBSITES
https://en.wikipedia.org/wiki/Renewable_energy
www.mdplglobal.com/
46
5.3 APPENDIX
QUESTIONNAIRE FOR ORGANIZATIONAL HR PRACTICES AND WELFARE
MEASURES
1.Name :
2.Age
Under 21 21-30 31-40 41-50
51 or Older
3.Gender :
Male Female
4.Highest educational Qualification :
(i) SSLC
(ii) Plus Two
(iii)Diploma
(iv) Graduation - Technical
(v) Graduation- Non Technical
(vi) Above Graduation and Post-Graduation
5.How many years of experience you have in this organization?
Below 2years 2-6 years 7-10 years 11-14 years
More than 14 years
6.Monthly Income
Below 10000 10000-20000 20001-30000
30001-40000 Above 40000
7.How would you rate the HR department’s performance in recruitment and selection?
Poor Adequate Excellent
8.Do you agree that training provided helps in better performance in your job/work‘?
Strongly agree Agree Neutral Disagree
Strongly disagree
47
9.Does the present performance appraisal meet your career advancement?
Yes No
10. Employees think that there is improvement in performance
Excellent Above average Average
Below average Unsatisfied
11. Feedback is beneficial for improving your performance?
Strongly disagree
12. Our organization follows the policy of matching pay with performance.
Strongly disagree
13. The existing reward and incentive plans do not motivate us for better performance.
Strongly disagree
14. By HR infrastructure refers to HR professionals constantly examining and improving the HR

processes
Strongly disagree
15. Rate your company on the basis of HR practices
Excellent Above average Average
Below average Unsatisfied
16. Performance standards are carefully developed on the basis of employees’ opinion
48
Strongly disagree
17. Employees are provided performance based feedback and counseling.
Yes No
18. Which of the HR practices are followed in your organization.
Yes No
Induction
Fair wages
Bonus
Training
Job rotation
Performance appraisal
Knowledge sharing
Safety
19. Financial benefits:
Good Average Poor Negligible
Wages
Incentives
Overtime
allowances
Bonus
20. Are you provided with fair compensation according to the work done by you?
Yes No
21. Is performance appraisal done in your organization fairly?
Strongly disagree
49

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PROJECT REPORT

CHAPTER TOPIC PAGE NO

5.1 Findings, Recommendations & Conclusion 43-46

1 HR Department’s Performance In Recruitment And Selection 28

4 Employees Think That There Is Improvement In Performance 31

5 Feedback Is Beneficial For Improving Your Performance 32

Our Organization Follows The Policy Of Matching Pay With

Employees Are Provided Performance Based Feedback And

15 Is Performance Appraisal Done In Your Organization Fairly 42

1 HR Department’s Performance In Recruitment And Selection 28

4 Employees Think That There Is Improvement In Performance 31

5 Feedback Is Beneficial For Improving Your Performance 32

Our Organization Follows The Policy Of Matching Pay With

Are You Provided With Fair Compensation According To The

15 Is Performance Appraisal Done In Your Organization Fairly 42

1.1 INTRODUCTION TO STUDY

RENEWABLE ENERGY INDUSTRY

 In 1990 Established MANIKANDAN AUTOMOTIVES PVT.LTD. This becomes the authorized

Mr. S Sivakumar Mr. S Krishnakumar

A Post Graduate in Business Administration A qualified Engineer

TROJAN BATTERY COMPANY

 Four manufacturing facilities in the U.S.

 World class service and technical support

 Dedicated technical applications engineering support

Over 600 employees and growing….

California manufacturing 170,000 sq. ft.

Lithonia, GA manufacturing 156,000 sq. ft.

Sandersville, GA manufacturing 176,000 sq. ft. Santa Fe Springs

Corporate offices CA30, 000 sq. ft.

WORLD CLASS MANUFACTURING OPERATIONS

Grid Manufacturing/Pasting Curing Chambers

COS Assembly Formation

Approximately 15 days to produce a battery

 Inverter Ups Application

 Residential Off grid

 Solar home systems

 Golf and utility building

 Areal work platform and Access

Why Choose Trojan Battery?

 Performance engineered for durability and reliability.

 Trojan lasts longer than the competition.

 Trojan provides more energy than the competition.

 International distribution network.

 Global technical support.

 Proprietary Maxguard® advanced design separator.

 Patented “S” pattern back web.

Why Is SC A Solution To The Problem?

Proof That the SC Solution Works

What Does SC Mean To The User?

• Enhanced charge acceptance up to 15%.

Solar Boat –Sunrider and Surya

Location-Kumarakom, Alleppey Year of Installation-2008

Hibiscus Villa The World‘s First Net Zero Home Stay-6 KW

System type: Off Grid System

6 KW Thin Film Solar Modules (Getwatt)

Uniqueness of the system

Reduces Carbon footprint by 3.456 Tons p.a

Spice Village -Kumali, Kerala, 65 KW

• The World ‘s First Net Zero Resort

• 56 cottage resort at Thekkady, Kerala

• Elevation 3000 Feet Above MSL

• 65 kW Solar PV System Backed by a Bio Diesel Generator

• Average Generation OF 5.2 KWhr per KW Installed