Introduction

CHAPTER 1: GENERAL INFORMATION

:GUJARAT COOPERATIVE MILK MARKETING FEDERATION

Gujarat Co-operative Milk Marketing Federation (GCMMF) is India's largest food products marketing organization. It is a state level apex body of milk co-operative in Gujarat which aims to provide remunerative returns to the farmers & also serves the interest of consumers by providing quality products which are good value for money.

Gujarat Co-Operative Milk Marketing Federation Ltd. is an Apex Co-Operative Organization. It is respected for its credentials even after 56 years after its inception. The Co-Operative movement started with two villages and 247 liters of Milk in 1946. It has become a rupees one billion-business now. The success of Amul explains the reasons for this remarkable growth.

Following the strategic advice from the freedom fighters like Sardar Vallabhai and Morarji Desai, the Co-Operative Movement started with the slogan Remove middlemen in Gujarat by the village Masses. The collective farmers succeeded in making the British government accept the concept of Co-Operative societies. The Kaira District Co-Operative Milk Producers Union Ltd., Anand was born on Dec 14, 1946.

GCMMF is the sole marketing agency for products manufactured by Dudhsagar. GCMMF has been successful in building and establishing the 'Amul' brand which is one of the strongest brands for food products in the country. Being the apex body of the cooperative
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structure, GCMMF is able to exercise significant influence on the operations of the member DPUs, including Dudhsagar, with its involvement in production planning, capital expenditure planning, product standardization, pool purchase of packaging material, financial support and other critical managerial decisions.

1.2: ABOUT THE ORGANIZATION INTRODUCTION

The MEHSANA DISTRICT CO-OPERATIVE MILK PRODUCERS UNION LTD. Mehsana dairy is a Cooperative organization registered under Co-operative Societies Act.1925 on 08-11-1960 by Registration No. c/-1960. It has about 1239 member villages milk cooperative societies in Mehsana District from whom it procures milk.

The MEHSANA DISTRICT CO-OPERATIVE MILK PRODUCERS UNION LTD has its head Quarters & Dairy plant in Mehsana town. The union has five milk chilling centre at Vihar, Kheralu, Kadi, Hansapur, & Harij, these chilling centers helps to store milk for longer period. All these centers are located in the rural area. It has two cattle feed plants, at Boriavi & Ubkhal (capacity 300 M.T) & an animal breeding station at Jagudan, this breeding station helps to improve milk produces animal.

The union provides various technical inputs to its members through village milk cooperative societies. The milk collected is processed in to various products such as market Milk, Butter, Ghee, Milk powder & Sweetened condensed milk.

The market milk is sold in Mehsana District directly by the Union, whereas other milk products exported by the Gujarat Co-operative milk marketing federation into which the union is totally committed to provide quality & error-free products & services to its customers with the ultimate aim of satisfying them.

DUDHSAGAR

AMUL

SABAR

VASUDHARA

MADHUR

BARODA

SUMUL GOPAL

UTTAM

BANAS

MOTHER Marketing in all thirteen Dairies is done by Gujarat Co-operative Milk Marketing Federation with brand name of AMUL.

1.3: HISTORICAL BACKGROUND INAUGURATION 1960 - Establishment of the MDCMPU Ltd. 1961 - Started milk supply to Ahmadabad Municipal dairy. 1963 - The MDCMPU ltd Inaugurated 1964 Inauguration of the Vihar chilling center.

1965 - Main Dairy at Mehsana 1966 - Establishment for the animal husbandry by the Union. 1967 - Innogration of the Kheralu chilling center. 1968 - Milk supply to the Delhi started. 1969 - Inauguration of the cattle feed in Boriavi. 1970 - Establishment of new powder section-N1. 1971 - Vihar chilling center established unit with capacity 60,000L 1972 - Loan for purchasing cows & buffaloes. 1973 - Inauguration of the Hansapur chilling center. 1974 - N2 powder plant has inaugurated..
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1975 - Inauguration of the Harij chilling center 1976 - Harij chilling center has started collecting milk. 1977 - Animal insurance policy has started. 1978 - Kadi chilling center has started. 1979 - Wireless radio telephone facility for animal Husbandry has provided. 1980 - Liquid nitrogen plant & artificial insemination at Jagudan has started. 1981 - Cattle feed plant at Ubkhal has started. 1982 - Government thanks Dudhsagar dairy for collecting large quantity of milk. 1983 N3 powder plant has inaugurated. 1991 - N4 powder plant has inaugurated. 1995 - Scm Plant Mehsana 2000 - Scm Plant Mehsana 2001 - Automation N4 Plant 2004 - ERP Oracle 11i Business Suite Implementation 2006 - Established Dudhmansagar Dairy at Manesar, Haryana 2009- Celebration of Golden jubilee. 2010- Establishmed Dudhmotisagar Dairy at Dharuheda, Delhi 2010- Establishment of Food technology and dairy science college at Mehsana

Literature review

Literature Review

Human Resources and Business Performance The impact of human resource practices on firm-level outcomes has gained dominance as a research issue in the human resource management field. Previous studies (Huselid, 1995; Huselid et al., 1997; Huselid and Becker, 1997) show that human resource practices are related to business performance, especially those known as best or high performance practices, whose objective is to increase employees abilities and motivation. Nevertheless, the relationships tend to be relatively small in statistical terms. Furthermore, the literature does not agree about the reason why, once these practices have been implemented, they are not always successful. This raises the question of whether human resource systems have the capacity to generate competitive advantages by themselves or they must be sustained and reinforced with other variables (Barney and Wright, 1998). Ferris et al. (1999) suggest that perhaps one of the most integral issues for our understanding of the human resource practices firm performance relationship is that of the black box. More specifically, if there is indeed an impact of human resource systems on firm performance, how does this effect occur? What are the mechanisms by which these practices exert their impact on organizational performance measures? These questions call for the refinement and the development of more comprehensive theoretical models of the human resource practices firm performance relationships
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that include intermediate linkages and boundary conditions. An attempt to articulate these intermediate linkages and processes, especially relevant to the research described in this study, was proposed by Snell et al. (1996), who begin by noting the lack of any theoretical explanation as to how human resource systems influence organizational effectiveness. They argue that human resource practices may be crucial for developing organizational learning, which in turn is ultimately related to competitive advantage. However, this mediation effect has not been previously tested. 148 S. P. Lopez et al. Thus, the purpose of this current study is to assess the degree to which organizational learning serves to mediate the relationship between human resource practices and business performance. Formally, we hypothesize that: Hypothesis 1: The relationship between high performance human resource systems and business performance is mediated by organizational learning. Human Resources and Organizational Learning While theorists have been addressing the issue of organizational learning for some time, a clear definition of the concept has been elusive (Fiol and Lyles, 1985; Garvin, 1993; Tsang, 1997). Since the article by Cangelosi and Dill (1965), organizational learning has been described at three different levels: individual, group and organization. For the most part, researchers generally agree that organizations learn only through individuals who learn. Individual learning does not guarantee organizational learning, but without it no organizational learning occurs (Argyris and Scho n, 1978; Senge, 1990; Bontis, 1999). Thus, it is suggested that some of the more traditional personnel functions of HR practitioners may be tailored to encourage a focus on learning and thus to help achieve organizational goals. Human resource practices have accordingly been expanded in some companies to encompass
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the facilitation of individual, group and organizational learning (Watkins and Marsick, 1992). Snell et al. (1996) state that employees contribute to learning when they have the knowledge and abilities that the company needs and the motivation to make use of them. Employees cooperation and motivation are two aspects widely emphasized in the economic and strategic literature. Thus, Wayne et al. (1997) state that employees are more encouraged to work and innovate when they notice that managers take their needs into account, are worried about their interpretations and value their contribution to the organization. Likewise, Porter (1985) points out that personnel highly involved in the organization contribute to the fulfillment of their commitments and thus help to build a more efficient organization that produces greater value for clients. Both statements highlight the relevance of designing a set of best practices that encourage the cooperation and implication of employees with the companys aims, since they will be the basis for knowledge creation and organizational learning. The HR practices discussed below are derived from HR best practices, human resource development and learning organization literature. These practices indicate how HR can drive organizational learning in the right direction. Recruitment and selection activities should focus on the capabilities that individuals show to create and share knowledge, their values and cultural fit. Instead of searching for applicants with the necessary skills for the job, the focus should be on social background and character references (DiBella et al., 1996; Williams, 2001). A great deal of research provides evidence that the degree of cultural fit and value congruence between job applicants and organizations significantly predicts both subsequent turnover and job performance. Furthermore, the use of employment security policies helps to retain the most valued employees and to create trust in the
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workplace, which can lead to more cooperation (Pfeffer, 1998). HR Practices, Organizational Learning and Business Performance 149 For their part, training programs and performance appraisal must set long-term objectives in order to judge results in terms of knowledge generation and transfer. Moreover, individuals must play an active role in the definition of their own training objectives. A greater emphasis on motivational programs to the detriment of traditional programs focusing on technical abilities reveals the fact that firms aim to adapt their personnel to the changes taking place in the organization, encouraging cooperative behavior from the employees (Kamoche and Mueller, 1998). The use of job rotation and multifunctional teams constitute knowledge transfer processes with a strong tacit component, which is difficult for competitors to imitate (LeonardBarton, 1992; Garvin, 1993; Nonaka and Takeuchi, 1995). In relation to compensation systems, first, it is considered that these must promote equality among employees. Organizations must set up incentive schemes linked to the achievement of goals, also encouraging flexibility, risk assumptions, team working and knowledge creation among employees (McGill and Slocum, 1993; Lei et al., 1999). Moreover, in order to encourage individuals to share their knowledge and discourage them from using it to their own benefit, it is necessary to set up incentive schemes linked to global organizational objectives (Pil and MacDuffie, 1996). Finally, the organization must provide individuals with enough incentives for them to use and develop knowledge effectively. Employee participation, through greater implication of the employee in the decision-making process, will improve performance for two reasons. First, if employees possess more information about the procedures performed by the organizations, they will be better able to identify and solve problems as soon as they arise. This will lead to an improvement in their own
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performance and the global performance of the firm (Pfeffer, 1998; Wright et al., 1999). Second, the sharing of information on questions such as financial performance, strategy and operational measures conveys to the organizations members that they are trusted (Pfeffer, 1998). Therefore, given the potential impact that high performance human resource practices have on the organizational learning processes, the following hypothesis is advanced: Hypothesis 2: High performance human resource systems are positively related to organizational learning. Organizational Learning and Business Performance Financial performance (i.e. profitability, ROI) is said to be enhanced by an organizations ability to learn (Day, 1994; Slater and Narver, 1995). Ellinger et al. (2002) report an empirical study whose results suggest a positive association between the learning organization concept and the firms financial performance. Firms that are able to learn about customers, competitors and regulators stand a better chance of detecting and acting upon events and trends in the marketplace (Day, 1994). Also, learning organizations are better versed in strategies for dealing with customers and competitors alike, which, in turn, should lead to superior profitability (Slater and Narver, 1995; Tippins and Sohi, 2003). Sales growth is another performance indicator that is said to be enhanced by a firms ability to learn. A firm that actively 150 S. P. Lopez et al. learns about its customers is in a position to offer more appropriate and finely targeted products. This should result in a higher level of sales growth (Slater and Narver, 1995; Tippins and Sohi, 2003). And, finally, profit/sales margin can also be linked to organizational learning. Here again a firms ability to learn and target customer wants and needs more precisely is thought to result in higher levels of
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customer satisfaction, which should lead to superior profit/sales margin (Slater and Narver, 1995). Together the three performance measures are summated to provide a global indicator of how well a firm is performing relative to direct competitors. The following hypothesis is proposed: Hypothesis 3: There is a positive relationship between organizational learning and business performance.

1.4: MILK PROCUREMENT

Dudhsagar has about 1238 member villages milk co-operative societies in Mehsana District from whom it procures milk. The Societies have over 4, 81,878 producer members. Working with Manpower (force) in the capacity of around 1400 The MEHSANA DISTRICT CO-OPERATIVE MILK PRODUCERS UNION LTD has its head Quarters & Dairy plant in Mehsana town. The union has five milk chilling centers at Vihar, Kheralu, Kadi, Hansapur, & Harij, these chilling centers helps to store milk for longer period and easier milk collection from all the societies. Milk Procurement Trends

Milk Procured - Type-Wise - Crores KG

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2004-05 2005-06 2006-07 Total Buffalo Cow Bulk Cooler 51.43 29.32 18.58 3.53 56.9 31.92 20.75 4.23 57.95 30.6 29.31 8.14

2007-08 62.51 31.5 20.54 10.47

2008-09 66.51 31.8 22.68 12.03

2009-10 64.85 27.41 19.67 17.68

1.5: HISTORY OF THE MDCMPU LTD.DUDHSAGAR DAIRY

In 1985 UNICEF had expected that they will garnered plenty of milk from the

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Mehsana region. The members of UNICEF were discussed with late SHREE MANSINHBHAI PRITVIRAJ PATEL about this matter. Mansinhbhai always kindly towards the farmers. He got the fact that the duties of the intermediaries will be eliminate, the producers will have the enormous benefits from the milk and eventually the customers will get superior quality of milk.

Producers could receive their actual price. With the aid of his idea there was an establishment of MEHSANA DISTRICT CO-OPERATIVE DAIRY in 8-11-1960.In the beginning period 3000 liters milk procured from the vijapur region which comprised of 11 villages and delivered to the AHMEDABAD MUNICIPLE CORPORATION DAIRY. On 2-4-1963 SHREE MORARJIBHAI DESAI had inaugurated of dudhsagar dairy.

MILK CENTRES:

Due to large activities of dairy there are 5 centers (milk collection) established which are50 km away from Mehsana. (Vihar, Kheralu, Hansalpur, Harij and Kadi.)With the help of larger numbers of trucks, it collects milk from several dairy centers then put the stock of milk into the cold storage for pasteurized and then supply to main plant such as MEHSANA DUDHSAGAR DAIRY,DUDHMANSAGAR MANESAR

(HARYANA), DUDHMOTISAGAR DHARUHEDA as well as other various centers.

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1.6: STRUCTURE OF THE ORGANISATION

BOARD OF DIRECTOR

CHAIRMAN

MANAGING DIRECTOR

FUNCTIONAL DIVISIONS

Production Engineering

Commercial Co-operative Service

AH & TI

HR & Admin.

1.7: PRODUCT NAME

MILK Sagar Shakti milk Sagar Gold milk

BUTTER Amul pasteurized table butter (1) Boriavi CF Plant Boriavi, Dist. Mehsana (2) Ubkhal CF Plant Ubkhal, Vijapur, Dist. Mehsana.
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Amul pasteurized white butter

POWDER Amul spray Amulya (Amulya rich, Amulya pure) Sagar skim milk powder (non fat)

GHEE Sagar ghee Amul ghee

SFM (Sterilized flavored milk)

SCM (sweetened condense milk)

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CHAPTER 2 HR INFORMATION

2.1: HR PRACTICES

The success of any business depends as much on appropriate, effective, wellcommunicated, HR and business practices as it depends on meeting the requirements of mandated laws and regulations. In fact, good planning and the development of effective practices make regulatory compliance much easier.

HR practices helps in increasing the productivity and quality, and to gain the competitive advantage of a workforce strategically aligned with the organizations goals and objectives.

KPI's For HR PRACTICES

Some of the key performance indicators for Human Resources include but are not limited to the following.

Employees clarity on HR policies Employees clarity on roles, responsibilities and expectations Development of qualitative staff Number of HR issues arising for which there are no clear policies and guidelines
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 Competitiveness of compensation structure relative to industry benchmark Usefulness and accuracy of compensation survey Lead time to respond to staff welfare issues Employees assessment of promotion criteria and process (clarity, fairness) Measurement of HR policy violation Average time required to fill vacancies Proportion of training programs resulting in productivity improvement Staff attrition rate Understanding / Clarity of the Organizational philosophy

Human Resources Best Practices

The best practices in the Appraisal of human resources are the ones which optimize a workforce so that it can not only get work done, but also ensure a greater level of efficiency, timeliness and quality as it accomplishes increases productivity overall. Hence the job of the best practices human resources firm is to make sure that these benefits and pay scales meet the companys budget while remaining attractive and competitive enough to pull in the very best talent possible. We should know that these figures put the company in a good light while also presenting themselves as engaging and competitive for companys recruitment efforts.

OBJECTIVE OF HR PRACTICES:-

The main objective of HR Practices is to differentiate the organization from its competitors by effective and efficient HR Practices. By following this, the organization does its whole work process.
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The objective of HR Practices is to increase productivity and quality, and to gain the competitive advantage of a workforce strategically aligned with the organizations goals and objectives.

As all the employees Perks chart has been mentioned according to their designation in the HR practices, it helps the employees to know what their perks charts are. So it creates a transparency.

HR practices of DUDHSAGAR DAIRY

Effective and Efficient HR practices are very much important for every organization. So, DHUDHSAGAR DAIRY has also its HR Practices, which helps it a lot to achieve the targets.

Human Resource Appraisal initiatives in any Organization endeavor to change, redefine, revisit, renew, reinvent, revitalize & restructure the Organization architecture. This is effectively done with the help of alignment & integration of HR policies & strategies with business goal & objectives.

Definition of HRM

It is concerned with the people dimensions in Appraisal. Since every organization is made up of people, acquiring their services, developing their skills, motivating them to higher

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levels of performance and ensuring that they continue to maintain their commitment to the organization are essential for achieving organizational objectives.

HRM is planning, organizing, directing and controlling of the procurement, development, compensation, integration, maintenance and separation of human resources to the end so that individual, organizational and social objectives are accomplished.

2.2: Recruitment and Selection:

RECRUITMENT

It is a process to discover the sources of manpower to meet the requirements of the staffing schedules and to employ the effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient workforce.

Edwin B. Flippo has defined it as the process of searching for prospective employees and stimulating them to apply for jobs in the organization.

OBJECTIVES of RECRUITMENT
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To attract people with multi-dimensional skills and experiences that suti the present and future organizational strategies,

To infuse fresh blood at all levels of the organization, To develop an organisational culture that attracts competent people to the company, To search for talent globally and not just within the company, To design entry pay that competes on quality but not on quantum, To anticipate and find people for positions that do not exists yet.

PROCESS

Finding out the requirement (hiring vs. exit), upcoming vacancies, kind of employees needed.

Developing suitable techniques to attract suitable candidates. Stimulating as many candidates as possible.

FACTORS affecting RECRUITMENT

INTERNAL FACTORS

EXTERNAL FACTORS

Employers brand Companys pay package Quality of work life Organisation culture Career planning & growth Companys size
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Socio-economic factors Supply & Demand factors Employment Rate Labour market conditions Political, Legal, Governmental factors

Companys products, services Role of trade unions Cost of recruitment Companys name & fame.

SOURCES of RECRUITMENT

INTERNAL SOURCES

EXTERNAL SOURCES

Present employees Retired employees Dependent of present Employee Referrals Trade Unions Walk-ins Head Hunting Mergers & Acquisitions E-Recruitment

Campus Recruitment Data bank Casual banks

It helps in translating Business Strategy into people requirements. A combination of internal recruitment, campus recruitment, and executive search is leveraged to meet up to the changing needs of the organization

In todays rapidly changing business environment, organizations have to respond quickly to requirements for people. Hence, it is important to have a well-defined recruitment policy in place, which can be executed effectively to get the best fits for the vacant positions. Selecting the wrong candidate or rejecting the right candidate could turn out to be costly mistakes for the organization.
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In the organization, they use internal and external source of recruitment. Workers are recruited from local labour market and employment exchange. Technical officer recruited from campus interview. Managers recruitment for that dairy gave advertisement on new paper. From this sources collect information, Scrutinize it, Match criteria and select Required Qualified Person.

Selection

It is one area where the interference of external factors is minimal. Hence the HR department can use its discretion in framing its selection policy and using various selection tools for the best result.

Recruitment of staff should be preceded by:

An analysis of the job to be done (i.e. an analytical study of the tasks to be performed to determine their essential factors) written into a job description so that the selectors know what physical and mental characteristics applicants must possess, what qualities and attitudes are desirable and what characteristics are a decided disadvantage. Effectively, selection is 'buying' an employee (the price being the wage or salary multiplied by probable years of service) hence bad buys can be very expensive. For that reason some firms (and some firms for particular jobs) use external expert consultants for recruitment and selection.

Equally some small organizations exist to 'head hunt', i.e. to attract staff with high reputations from existing employers to the recruiting employer. However, the 'cost' of poor selection is such that, even for the mundane day-to-day jobs, those who recruit and select should be well trained to judge the suitability of applicants.

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Outsourcing is also done through consultancies by mentioning the requirement, number and time. Where the organization does its own printed advertising it is useful if it has some identifying logo as its trade mark for rapid attraction and it must take care not to offend the sex, race, etc. Antidiscrimination legislation either directly or indirectly. The form on which the applicant is to apply (personal appearance, letter of application, completion of a form) will vary according to the posts vacant and numbers to be recruited.

Interviewing can be carried out by individuals (e.g. supervisor or departmental manager), by panels of interviewers or in the form of sequential interviews by different experts and can vary from a five minute 'chat' to a process of several days. Ultimately personal skills in judgment are probably the most important.

Training in interviewing and in appraising candidates is clearly essential to good recruitment. Largely the former consists of teaching interviewers how to draw out the interviewee and the latter how to rate the candidates. For consistency (and as an aid to checking that) rating often consists of scoring candidates for experience, knowledge, physical/mental capabilities, intellectual levels, motivation, prospective potential, leadership abilities etc. (according to the needs of the post).

The recruitment process of DHUDHSAGAR DAIRY starts from the requirement of different departments as per to the org chart. Then they tell to the HR Department. HR Department takes the candidates from Data bank of company, then does the short-listing, then does the scheduling for the interview. After this the selection and negotiation process occurs. Then offer letter is been given to the selected candidate. The employee then joins in the organization. Then the company arranges the Induction Program for the employee. After this the recruitment process ends with this.

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2.3: Performance Appraisal System

It is a structured method of formally and objectively evaluating employees performance with respect to their objectives. It addresses the issue of an employees development by providing them with structured and in-depth analysis of strengths and areas of improvement. It provides with input for annual increments, training and development. For an organization the aim should not be just to have the best people, but also to retain them and get best out of them.

Employee Performance Appraisal includes planning work and setting expectations, developing the capacity to perform, continuously monitoring performance and evaluating it. Most organizations focus on an annual evaluation process for employees and call that Performance Appraisal. However, annual evaluations are often subjective and can lack specific measurements and supportive data to help the employee truly improve their behavior.
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Simply putting, a Performance Appraisal System is essential to the success of any organization because it influences the effort expended by employees, which in turn, drives bottom-line business results. Furthermore, the Performance Appraisal System helps an organization identify, recruit, motivate, and retain key employees.

Mainly the performance management of Dhudhsagar is done by survey of employees performance, system includes the following basic processes

Here at Dhudhsagar dairy, performance evaluation is highly based on review of senior officers, managers, and executive of department, at dairy they fill up feedback form which measure each and every levels workers performance with different skills.

2.4: Training and Development

The needs of individual are objectively identified & necessary interventions are planned for identified groups, which get rolled out in a phased manner through training calendar. The training and development program is charted out to cover the number of trainees, existing staff etc. The programs also cover the identification of resource personnel for conducting development program, frequency of training and development programs and budget allocation. Training and development programs can also be designed depending upon job requirement and analysis.

Selection of trainees is also facilitated by job analysis. The company has a strong focus on manpower training according to their requirements. The internal training department aims at improving the skill sets relevant to the work profile of employees. This includes improving communication
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Different skills E-mail programming Operation systems.

The design of the training program can be undertaken only when a clear training objective has been produced. The training objective clears what goal has to be achieved by the end of training program i.e. what the trainees are expected to be able to do at the end of their training. Training objectives assist trainers to design the training program.

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MEANING OF TRAINING & DEVELOPMENT ACCORDING TO DUDHSAGAR: -

The need for Training and Development is determined by the employees performance deficiency, computed as follows.

Training & Development Need = Standard Performance Actual Performance

Training: Training refers to the process of imparting specific skills. An employee undergoing training is presumed to have had some formal education. No training program is complete without an element of education. Hence we can say that Training is offered to operatives, technical staff, and workers.

Development: Development means those learning opportunities designed to help employees to grow. Development is not primarily skills oriented. Instead it provides the general knowledge and attitudes, which will be helpful to employers in higher positions. Efforts towards development often depend on personal drive and ambition. Development activities such as those supplied by management development programs are generally voluntary in nature. Development provides knowledge about business environment, management principles and techniques, human relations, specific industry analysis and the like is useful for better management of a company.

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For each and every newly hire employee at dairy must given training as per their section, and that also measure training by feedback form. If training is given for it test than it measure in 1 weak after it finish.

2.5: Job Analysis & Evaluation

It is broadly categorized in two parts. Job Analysis is a process to understand the job, identify and disaggregate the activities, competencies and accountabilities associated with the job. It defines and clusters the task required to perform the job. It also clarifies boundaries between jobs. The output of Job Analysis exercise is referred to as job description.

. STEPS
(Process of Collecting Information) Job Analysis is a process of studying and collecting information relating to operations and responsibilities of a specific job. The immediate products of this analysis are Job Description and Job Specifications.

(Systematic Exploration of Activities) Job Analysis is a systematic exploration of activities within a job. It is a basic technical procedure that is used to define duties and responsibilities and accountabilities of the job. (Identifying Job Requirements) Job is a collection of tasks that can be performed by a single employee to contribute to the production of some product or service, provided by the organization. Each job has certain ability requirements (as well as certain rewards) associated with it. Job Analysis is a process used to identify these requirements.

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Each job is a unique description of a role that a person can hold in an organization or required to be performed for the business benefit of that organization. When jobs are created, their tasks and requirements are taken into consideration. Jobs are used in the following components: Note: Job descriptions should be as general as possible and as detailed as necessary. Job and Position Description Shift Planning Personnel Cost Planning Career and Succession Planning

2.6: SERVICEEMPLOYEE S AT DUDHSAGAR

Cottage facility:

In Dudhsagar, they provide cottage facility to their employee i.e. executive, technical officer, assistant manager, manager who are outsider, the cottage facility available at work behind plant Medical facility:

In Dudhsagar, they provide medical facility to all employees. For that, doctor visit every day in a week as a part time bases. In addition to this, they keep first aid services with, Rest room, Fire guard, water facility; help line no. etc available at a work for their employee safety & security. Canteen facility:

In Dudhsagar, canteen facility providing. Uniform facility:

In Dudhsagar, they provide 2 uniforms every year to each employee. Diwali bonus:
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In Dudhsagar they provide bonus at diwali. Insurance facility:

In Dudhsagar, they provide Insurance Facility to the all employees. Leave facility:

In Dudhsagar, they provide leave i.e. casual. Prev. & 9 leave with salary.

Wage and salary administration:

In Dudhsagar, they decide the wage on the basis of employees Qualification, Experience, Performance and Quality of work of each employee. They pay salary on 4th of every month. However D.A, and other fixed allowances is fixed depend upon the grade of the employee.

Promotion policy:
In Dudhsagar, there is no fix & formal structure for Promotion calculation.

Time bound promotion:

The time bound promotion is due after 8th year of employee joining & working and 2nd promotion will be after 10th year and as on the 3rd promotion also at the 10th year of working at organization.

Merit base promotion:

It is on the basis of recommendation of department head for employees extra effort.

Provident fund
In Dudhsagar Dairy, employee provident fund scheme available as per rules. 12% of salary they deduct from salary for provident fund. Here, one time from company contribution and one time from employee salary it is deducted. Bifurcation of 24% PF: 12 % contribution for Provident fund by employee. 08.33 % contribution for Family Pension Plan, by employee. 3.67 % total Contribution of provident fund by employee.

Time keeping system

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Normally, there are three shifts in the Dudhsagar dairy, detail given below. However as per need some other shift also existing. Shifts Timing

First Second Third

12.00AM to 08.00 AM 08.00 AM to 04.00 PM 04.00 PM to 12.00 AM

Individual record
In Dudhsagar, for the legal purpose and data collection purpose, they keep record of following things: - Full name of each employee with ID proof, -Full Address (permanent and temporary) with address proof, -Qualification certificates photo copy -Salary & wage register for each employee -Provident fund register -Date of Joining and leaving with reason and concern employees sign

Industrial relations
The company has maintained its record of cordial industrial relations with its workforce and employees in all its divisions. Dudhsagar dairys management believe that a high level of employees involvement in the organizations growth plan will prepare the way for new landmark in productivity.

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Research methodology

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RESEARCH METHODOLOGY 3.1] Problem Definition

In the Dudhsagar, I wanted to do project report on Change management in the organization. Because after knowing all information regarding any change, I didnt find any one particular mysterious area of change management. Also ask to manager about the problem than he gives me advice that carries out total research on HR practices. So know about is there any problem available or not in the organization.

3.2] Research Objective 3.2.1] Prime Objective:

To find out the HR practices of the Dudhsagar dairy Intermediates at works in Mehsana

3.2.2] Secondary Objective:

In the research of the HR practices of the Dudhsagar Intermediates, I also wanted to find out employees motivation and growth opportunity. 3.3] Research Design In HR practises of the Dudhsagar Intermediates, I have to use conclusive, descriptive research design; I have selected more than one respondent as a sample and take only one time interview. Using this data I find out conclusion by the descriptive study of that sample. So, it shows that, I have to use multiple-cross sectional-descriptive research design.

3.4] Data Sources

Once I have decided the Research Design, the next task is data collection for further study; I have used these two types of data sources. 3.4.1] Primary Data Source:As a primary data source, I have used personal survey of sample, I personally met the respondents and got the answer of questions, and also collect information from companys Human Resource Manager.

3.4.2] Secondary Data Source:-

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As a secondary data source, I have used website, magazines, books and other newspapers detail.

3.5] Research Approach

I have used survey research approach for the primary data collection regarding HR practises of the Dudhsagar Intermediates. For that I have used personal interview survey of the respondents, and directly met to respondents and got the required information related of HR practises for my project. So, I have used personal survey approach for primary data collection.

3.6] Research Instrument

I have used set of predefined list of question framed so as to get the facts. I have asked the question in accordance with a pre arranged order. I have used non disguised questionnaire because purpose of the survey is reveal to the respondent. So I have used structured-non-disguised questionnaire as an instrument for research of HR practises of the Dudhsagar Intermediates.

SAMPLING DECISION 4.1] Population:It is the aggregate of all the elements defined prior to selection of the sample, it is necessary to define the population in terms of elements, sampling units, extent and time. I have conducted the survey of HR practises of the Dudhsagar Intermediates at Mehsana. The specification is as under. Elements: - Employees of DUDHSAGAR DAIRY. Units:- Executive employees of DUDHSAGAR DAIRY. Extent:- MEHSANA Time:- 40 days (09 June to 18 July, 2010)

So, Executive Employees in Dudhsagar intermediates is my population.

4.2] Sampling unit

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The sampling unit is the basic unit containing the elements of the target population. I have used Executive employees of the Dudhsagar Intermediates at mehsana.

4.3] Sampling element

I have used Employees of Dudhsagar Intermediates as my Sampling element for the survey of HR practises because I have time limit and also this survey for the employees of the Dudhsagar Intermediates Organization only.

4.4] Sample size

I have selected 50 employees of the Dudhsagar as my Sample. 4.5] Sampling Techniques In this Research, I have to select the sample on the basis of certain basic parameter. I have used non random convenience sampling technique for selecting respondent because keeps in mind about availability of respondent at work. So here place, time duration & availability affecting. It is not randomly selected thus It may shows error effect or biasness. I take respondent, which are convenient to me.

4.6] Contact Method

I have used personal interview for the contact of my Respondent because here, Telephone or Mail interview is not as convenient as direct interview. And also all the information which is, I required is not available easily by the use of other means. So, I have used Personal interview for contact my Respondents. 4.7] Sampling Frame I have selected all executive employees at Work in mehsana Dudhsagar dairy as sampling frame, because they are only sample for research of HR practices at Dudhsagar dairy.

5 - Assumption of the Research Project

While preparing for this research Project report, I have assumed quite a number of things which are as under. The respondents are the perfect sample of the population. All the employees of the Dudhsagar dairy Intermediates are research respondents.

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The respondents, which were selected is represent the real picture of the research project.

The respondent gives correct answers of all the questions without any biases. There are no other external factors affecting to the employees of the Dudhsagar dairy Intermediate like Organizational Culture, Environmental and Situational effects.

CHAPTER -6 Analysis of the questionnaire. 1-orientation program

95% Confidence Interval for Mean Std. N Male 40 Mean 4.2500 3.9000 Deviation .80861 .73786 Std. Error .12785 .23333 Lower Bound 3.9914 3.3722 Upper Bound 4.5086 4.4278 Minimu Maximu m 2.00 3.00 m 5.00 5.00

Femal 10 e Total 50

4.1800

.80026

.11317

3.9526

4.4074

2.00

5.00

ANOVA orientation program

Sum Squares

of Df Mean Square F Sig.

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Between Groups Within Groups Total

.980

.980

1.547

.220

30.400 31.380

48 49

.633

Interpretation: The answer is 0.220, which clearly indicate the acceptance of hypothesis. It shows Dhudhsagar dairys HR practices have impact on orientation program. 2-opinion or suggestion of employee H0: employee opinion & suggestion have not any significant impact on their performance H1: employee opinion & suggestion have significant impact on their Performance 95% Confidence Interval for Mean Std. N Male 40 Mean 3.6000 3.5000 Deviation 1.15025 1.35401 Std. Error .18187 .42817 Lower Bound 3.2321 2.5314 Upper Bound 3.9679 4.4686 Minimu Maximu m 1.00 1.00 m 5.00 5.00

Femal 10 e Total 50

3.5800

1.17959

.16682

3.2448

3.9152

1.00

5.00

ANOVA opinion or suggestion of employee

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Sum Squares Between Groups Within Groups Total 68.100 68.180 .080

of Df 1 Mean Square F .080 .056 Sig. .813

48 49

1.419

Hypothesis of Variable Opinion or Suggestion of employee affects the HR practices is accepted due to we get answer 0.813 which is greater than 0.005.It indicates that it is higher than significant level.

3- Compensation policy compare H0: Survey to compare organization compensation policies against competitors not helping the organization. H1: Survey to compare organization compensation policies against competitors helping the organization. 95% Confidence Interval for Mean Std. N Male Female 40 10 Mean 3.6000 3.3000 Deviation 1.25678 1.15950 Std. Error .19871 .36667 Lower Bound 3.1981 2.4705 Upper Bound 4.0019 4.1295 Minimu m 1.00 1.00 Maximu m 5.00 5.00

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Total

50

3.5400

1.23239

.17429

3.1898

3.8902

1.00

5.00

ANOVA Compensation policy compare

Sum Squares Between Groups Within Groups Total 73.700 74.420 .720

of df 1 Mean Square F .720 .469 Sig. .497

48 49

1.535

The hypothesis Compensation policy affects the HR Practices is rejected because of we get answer .497 which is above 0.05.

4- unskilled employee training H0:Training has not any significant impact on the performance of unskilled employee. H1: Training has significant impact on the performance of unskilled employee. 95% Confidence Interval for Mean Std. N Male 40 Mean 4.0000 Deviation .98710 Std. Error .15607
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Lower Bound 3.6843

Upper Bound 4.3157

Minimu Maximu m 1.00 m 5.00

Femal 10 e Total 50

2.9000

1.10050

.34801

2.1127

3.6873

1.00

4.00

3.7800

1.09339

.15463

3.4693

4.0907

1.00

5.00

ANOVA unskilled employee training

Sum Squares Between Groups Within Groups Total 48.900 58.580 9.680

of df 1 Mean Square F 9.680 9.502 Sig. .003

48 49

1.019

The hypothesis is rejected because of the value generates by the software is .003 which is less than .005 so there is no relation between the HR practices and unskilled employee training.

5- evaluate field employee

95% Confidence Interval Std. N Mean Deviation Std. Error

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for Mean Lower Upper

Minimu Maximu m m

Bound Male 40 3.7750 3.7000 1.02501 .48305 .16207 .15275 3.4472 3.3544

Bound 4.1028 4.0456 1.00 3.00 5.00 4.00

Femal 10 e Total 50

3.7600

.93808

.13266

3.4934

4.0266

1.00

5.00

ANOVA evaluate field employee

Sum Squares Between Groups Within Groups Total 43.075 43.120 .045

of df 1 Mean Square F .045 .050 Sig. .824

48 49

.897

The variable Field Employee has impact on the HR Practices because of we get answer more than 0.005. The answer is .824 which clearly indicates positive effect of the variable.

6- personal issue H0: Assisting on personal issue has not any significant impact on employee performance. H1: Assisting on personal issue has significant impact on employee
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performance .

95% Confidence Interval for Mean Std. N Male 40 Mean 3.4000 2.8000 Deviation 1.08131 1.31656 Std. Error .17097 .41633 Lower Bound 3.0542 1.8582 Upper Bound 3.7458 3.7418 Minimu Maximu m 1.00 2.00 m 5.00 5.00

Femal 10 e Total 50

3.2800

1.14357

.16173

2.9550

3.6050

1.00

5.00

ANOVA personal issue

Sum Squares Between Groups Within Groups Total 61.200 64.080 2.880

of Df 1 Mean Square F 2.880 2.259 Sig. .139

48 49

1.275

The variable Personal Issue is affect the HR Practices because we get answer more than 0.005
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7- communication H0: Open line of communication has not any significant impact on performance of employee. H1: Open line of communication has significant impact on performance of employee. 95% Confidence Interval for Mean Std. N Male 40 Mean 3.4000 2.9000 Deviation 1.19400 1.19722 Std. Error .18879 .37859 Lower Bound 3.0181 2.0436 Upper Bound 3.7819 3.7564 Minimu Maximu m 1.00 1.00 m 5.00 4.00

Femal 10 e Total 50

3.3000

1.19949

.16963

2.9591

3.6409

1.00

5.00

Communication Sum Squares Between Groups Within Groups Total 68.500 70.500 48 49
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of df 1 Mean Square F 2.000 1.401 Sig. .242

2.000

1.427

The communication is affect the HR Practices because we get answer 0 .242 which is greater than 0.05 . But this variable is affected less than the other.

8- performance policy

95% Confidence Interval for Mean Std. N Male 40 Mean 3.6000 3.6000 Deviation 1.12774 1.07497 Std. Error .17831 .33993 Lower Bound 3.2393 2.8310 Upper Bound 3.9607 4.3690 Minimu Maximu m 1.00 2.00 m 5.00 5.00

Femal 10 e Total 50

3.6000

1.10657

.15649

3.2855

3.9145

1.00

5.00

ANOVA performance policy

Sum Squares

of df

Mean Square
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Sig.

Between Groups

.000

.000

.000

1.000

Within Groups 60.000 Total 60.000

48 49

1.250

The performance policy of the company has impact on the hr practices so our null hypothesis is rejected and alternative hypothesis is accepted.

9- regular training

95% Confidence Interval for Mean Std. N Male 40 Mean 3.9250 4.4000 Deviation 1.04728 .69921 Std. Error .16559 .22111 Lower Bound 3.5901 3.8998 Upper Bound 4.2599 4.9002 Minimu Maximu m 2.00 3.00 m 5.00 5.00

Femal 10 e Total 50

4.0200

.99980

.14139

3.7359

4.3041

2.00

5.00

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ANOVA regular training Sum Squares Between Groups Within Groups Total 47.175 48.980 48 49 .983 1.805 of df 1 Mean Square F 1.805 1.837 Sig. .182

The null hypothesis is rejected and alternative hypothesis is accepted so there is significant effect on HR Practices of regular Training.

10- employee benefit

95% Confidence Interval for Mean Std. N Male 40 Mean 3.3000 2.9000 Deviation 1.15913 .99443 Std. Error .18328 .31447 Lower Bound 2.9293 2.1886 Upper Bound 3.6707 3.6114 Minimu Maximu m 1.00 2.00 m 5.00 4.00

Femal 10 e Total 50

3.2200

1.13011

.15982

2.8988

3.5412

1.00

5.00

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ANOVA employee benefit

Sum Squares Between Groups Within Groups Total 61.300 62.580 1.280

of df 1 Mean Square F 1.280 1.002 Sig. .322

48 49

1.277

Our null hypothesis is rejected because the answer is 0.05 so employee benefit significantly affect the HR Practices.

11- career advancement . 95% Confidence Interval for Mean Std. N Male 40 Mean 3.6000 3.9000 Deviation 1.12774 .73786 Std. Error .17831 .23333 Lower Bound 3.2393 3.3722 Upper Bound 3.9607 4.4278 Minimu Maximu m 1.00 3.00 m 5.00 5.00

Femal 10 e

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Total

50

3.6600

1.06157

.15013

3.3583

3.9617

1.00

5.00

ANOVA career advancement

Sum Squares Between Groups Within Groups Total 54.500 55.220 .720

of df 1 Mean Square F .720 .634 Sig. .430

48 49

1.135

From the above data collected are generated answered more than 0.05 so our null hypothesis is rejected and alternative Hypothesis is accepted

12- working condition

95% Confidence Interval for Mean Std. N Male 40 Mean 4.1250 Deviation 1.11373 Std. Error .17610
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Lower Bound 3.7688

Upper Bound 4.4812

Minimu Maximu m 1.00 m 5.00

Femal 10 e Total 50

4.2000

.78881

.24944

3.6357

4.7643

3.00

5.00

4.1400

1.04998

.14849

3.8416

4.4384

1.00

5.00

ANOVA working condition Sum Squares Between Groups Within Groups Total 53.975 54.020 48 49 1.124 .045 of df 1 Mean Square F .045 .040 Sig. .842

Working condition of the dairy is significantly affecting the HR Practices of the company. Conclusion: Majority of the Hypothesis is accepted. Majority of the variable of HR Practices are accepted so The HR Practices of dudhsagar dairy has great impact on working of the employee.

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Finding

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FINDINGS STRONG POINTS

In Dhudhsagar dairy, out of 50 respondents; all respondents highly satisfied with its fix timing shut down facility.

In Dhudhsagar dairy, all respondents agree with its flextime facility provided by the organization.

All respondents satisfied with its flextime facility during an emergency situation. Most of respondents satisfied with their salary structure. In case of all want pay hike, if changes will take place than productivity and employee motivation and Satisfaction also raise so healthy competition among employees also exist.

In Dhudhsagar dairy, most satisfied facility provided by them is time keeping, flextime facility and medical facility.

Most of respondents satisfied with all the policies and procedures of Dhudhsagar dairy Intermediates like, recruitment and selection procedure, etc.

Most of respondents agree with the friendly environment in the Dhudhsagar dairy. This is very strong point about this organization.

More than fifty percent employees get Opportunities to solve problems so that get change at work instead of frustration. Thats why Employee highly motivated in the organization.

More than half respondents agree that, they get involved in the decision making so they feel proud on himself and also satisfied.

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Most of respondent satisfied with its feel free environment among other employees in the organization means easy & expedite communication become possible.

Most of respondent ready to work as a team means in Dhudhsagar dairy, positive work environment is available.

WEAK POINTS

Some of respondents dissatisfied with their salary structure due to Responsibility & salary difference, Expected & On hand salary difference, Economic instability & adverse Market conditions.

All respondent wants pay hike in the form of incentives and perks. So company has chance to increases liability in future.

Somewhat no. of respondent ready to work as an individual instead of team, here as per my opinion and observation in Dhudhsagar dairy is very positive but in case of new employee or introverted employee want to work as an individual.

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Recommendation

54

RECOMMENDATION

In case of dissatisfaction with the salary they got, Dhudhsagar dairy has to change their pay criteria on the basis of economic condition and market situation.

In case of few dissatisfied respondent with their current job responsibility and salary, company should make effective job analysis again and find out new pay criteria also.

After job analysis, if actual responsibility of the post is higher than pay they got than company can try to reduce the responsibility or increase pay for that post.

In case of over expectation of salary, company should try to arrange counseling with the dissatisfied employees for knowing main reason behind it.

After getting clue about that over expectation, company can take some positive action to remove dissatisfaction.

In case of pay hike expectation by the employees, company should try to change incentive policy and introduce varied rate of incentive for the Tough targets and difficult job.

It helps in increase productivity & motivation of employee and creates challenges for the employees.

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Due to healthy competition among employees after pay hike, profitability of company will also increase.

05 % respondents dissatisfied with the compensation and incentive policy and promotion policy, for that company can arrange counseling, get reason behind dissatisfaction and try to get creative suggestions by them and implement it if feasible.

In case of 40 % employee feel that they dont get chance to take part in decision making, for that company should try to involve all employee, ask about problems solution and discuss problem with them so they also feel satisfaction.

For 30% respondents who is come office by forcefully, for that company management try to create workaholic culture with enjoyment at work.

LIMITATIONS OF PROJECT

Any Things have its own limitations, so this time; this project has also little limitation which is given below.

I have done this research in limited time period, using minimum available resources and money so it is one the main limitation of this project.

I have assumed that all respondents give the correct & reliable answer of the questions asked to them but it might be wrong in some cases.

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I have chosen sample for the research, using non probability convenience sampling technique so, it is not possible to get equal chance for all population to be a sample, so this time it is be as a limitation of this research project.

One limitation of this research project is I have taken few numbers of respondents as a sample for the research.

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Conclusion

58

CONCLUSION
I am getting lots of experience and knowledge by this research project. By this research project of human resource, I got knowledge about DUDHSAGAR DAIRY. I am also able to know about the market situation of the milk industry in present time.

I am thankful to DUDHSAGAR DAIRY. because the main purpose of the human resource research is to develop my practical training of human resource management in the organization which may not be get by only through books. Thus I got lots of knowledge about human resource management by this research project training.

I have found out that DUDHSAGAR DAIRY. is provides the best quality services and facility to their employees so that it is beneficial to both employee and organization. If employees well contented than and than only company achieve its desired goal. The employee of DUDHSAGAR DAIRY. is highly satisfied with its positive work environment and motivated organizational culture. This type of company protects their employees by providing their best services.

I have found out that in the DUDHSAGAR DAIRY. Employee has beneficial opportunities and a bright future growth possibility for coming years

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Bibliography

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BIBLIOGRAPHY

BOOK REFERENCE:
Introduction to Management - Study Guide, Published by: ICFAI, Ref. No. ITM SG 03 2K5 08, page no- 85 to 98 (Unit 14 Human Resource Management and Staffing, unit 15 Performance Appraisal)

PROJECT REFERENCE:
Marketing Research on HR Practices at ULTRATECH CEMENT LTD

WEBSITE:
www.dudhsagar.com

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Annexure

62

ANNEXURE
Questionnaire I am a student of PGDHRM. As a part of our curriculum I have to do one research project. I request you to answer the following questions and try to coordinate me in the project. I ensure you that the answer given by you will be kept confidential and use for academic purpose only. Organization encourages new orientation program. Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree

Organization encourages their employee to give their opinion or suggestion on how their performance can be improved.

Strongly disagree Disagree Neither agree nor Disagree Agree Strongly agree
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Organizations conduct survey to compare their compensation policies against competitors. Strongly disagree Disagree Neither agree nor Disagree Agree Strongly agree

(4 ) Unskilled employees in organization are encouraged to take up training. Strongly disagree Disagree Neither agree nor Disagree Agree Strongly agree

(5)Organization has a policy to assist employee on personal issue which may affect their performance at work. Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree

(6) Evaluatation of field employee is done on a regular basis.

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Strongly disagree, Disagree Neither agree nor disagree Agree Strongly agree

(7) Open line of communication in regard to future work prospects, success & failure are maintain with the employee. Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree

(8) Organization practices pay for performance policy that rewards good performing employee Strongly disagree Disagree Neither agree nor agree Agree Strongly agree

(9)Supervisors in your organization have regular training. Strongly disagree Disagree Neither agree nor disagree Agree
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Strongly agree

(10) Employee benefit program more important than group benefit program.

Strongly disagree, Disagree Neither agree nor disagree Agree Strongly agree

(11) A healthy career advancement is conduct in this organization.

Strongly disagree, Disagree Neither agree nor disagree Agree Strongly agree

(12) The working condition in the organization is friendly & healthy.

Strongly disagree, Disagree Neither agree nor disagree Agree Strongly agree

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INDIVIDUAL DETAIL:
Name: __________________________________________ Designation: ________________________ Qualification _______________________ Gender______________________ Contact: _____________________ City: _____________ Age: _________

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