PROJECT SYNOPSIS

Student Name : Kritika Yadav

Roll Number : 1205004319

Specialization : Human Resource Management

Contact Number :

E Mail :

“HR POLICIES AND ITS IMPLEMENTATION”

AT

“DEEPAK NITRITE LIMITED”

NAME AND DESIGNATION OF THE ORGANIZATION GUIDE:

GUIDE NAME:

GUIDE DESIGNATION:

NAME AND DESIGNATION OF THE ACADEMIC GUIDE:

GUIDE NAME:

GUIDE DESIGNATION:

1. 0 INTRODUCTION1.1 INDUSTRY PROFILE Headquartered in Gujarat - the chemical hub of India, Deepak Nitrite is a multi-division and multi-

product company with manufacturing facilities at Nandesari and Dahej in Gujarat, Roha and

Taloja in Maharashtra, and at Hyderabad in Andhra Pradesh.

Instituted as a fully indigenous sodium nitrite and sodium nitrate plant in 1970, Deepak Nitrite has

today grown into a 700 million US dollar global company.

A global supplier of choice, we build enduring relationships with leading chemical majors offering

a spectrum of ingredients used for multiple applications and in multiple geographies. Our

capabilities include manufacturing of high-value specialty products either based on our own end

products or developed especially for our users.

Deepak Nitrite aggressively works towards adopting the principles of responsible chemistry and

stands among 18 Indian companies to be accredited with Responsible Care certification - towards

global environment, safety and health management. Our objective is to responsibly leverage the

best of talent, best of technologies and our years of expertise to deliver superior products and

services that improve life.

With world-class infrastructure, R&D focus, custom manufacturing expertise and global quality

adherence, we are well poised to cater to the need of various types of chemicals for any quantity

ranging from kilos to tons.

1.2 COMPANY PROFILE

Deepak Nitrite began with a vision to support the country’s drive towards self sufficiency and

import substitution in 1970. What began as a fully indigenous sodium nitrite and sodium nitrate

plant in Nandesari, Gujarat, has now grown into a globally proactive company with a presence in

over 20 countries , including USA, European Union & East European nations, Japan, ASEAN

countries, South Korea and South America. This has led to a paradigm shift from low value bulk

chemicals and intermediates to high value fine and specialty chemicals based on our core

expertise as well as lateral and vertical integration of our existing products, exploring

downstream derivatives.

With a strong focus on customer satisfaction, the company has set up Custom Manufacturing

services to meet specific needs of end users. Our capabilities extend to the manufacture of high-

value, specialty products either based on our own end products or developed especially for our

users.

DNL has been ranked amongst the top 500 Body corporate by Dun and Bradstreet for the last

three years.

Deepak Nitrite is a leading manufacturer of organic, inorganic, fine and specialty chemicals and

a world leader in 2, 4 and 2, 6 Xylidine. Working with our partners, customers, we seek to find

better ways to meet market demands, using innovative processes and methods. Our people, our

technologies and our years of expertise unite to deliver superior products and services that

improve life.

Deepak Nitrite is the preferred business partner of chemical majors worldwide in Pharma,

Rubber, Colorants and Imaging chemicals. Headquartered at Pune, we are a multi-division and

multi-product company that has manufacturing facilities at Nandesari, in Gujarat and at Pune,

Roha and Taloja in Maharashtra and Hyderabad in Andhra Pradesh, all of them complying with

ISO 9001:2000 standards.

We are poised to take on the opportunities offered by globalization, increasing shareholder value,

improving opportunities for our employees, driving greater innovation and seeking sustainable

solutions for the world. We are a signatory to the Responsible Care initiative and are committed

to ethical business practices.

2. RESEARCH METHODOLOGY2.1 RESEARCH PROBLEM

Teamwork has a dramatic affect on organizational performance.

An effective team can help an organization achieve incredible results.

A team that is not working can cause unnecessary disruption, failed delivery and strategic

failure.  

Nowadays it is almost impossible to avoid being a member of team. If you're not on an

official team at work, chances are you function within one in one way or another. So it's

important for your personal and career development to know your team working

strengths and weaknesses.

This assessment helps you uncover common team working problems that you might be

experiencing. Once you've completed the assessment, we direct you towards team tools

that will help you to improve and develop these important skills.

2.2. WHY IS THIS PROBLEM SIGNIFICANT / NEED FOR THE STUDY

My team is knowledgeable about the stages of development teams can be expected to go

through.

Team members are provided with a great deal of feedback regarding their performance.

Team members are encouraged to work for the common good of the organization.

There are many complaints, and morale is low on my team.

Team members don't understand the decisions that are made, or don't agree with them.

People are encouraged to be good team members, and build good relationships.

Team members are provided with development opportunities.

Meetings are inefficient and there is a lot of role overlap.

Team members are encouraged to commit to the team vision, and leaders help them

understand how their role fits into the big picture.

Team members are often given a chance to work on interesting tasks and stretch their

knowledge and capabilities.

The team understands what it needs to accomplish and has the resources needed to be

successful.

Conflict and hostility between members is a pervasive issue that doesn't seem to get

better.

People feel that good work is not rewarded and they are not sure what is expected of

them.

Team members balance their individual needs for autonomy with the benefits of mutual

interdependence.

Working relationships across units or functions is poor, and there is a lack of

coordination.

2.3. RESEARCH METHODOLOGYType of Research: Exploratory Research

Data sources: The research is based on secondary data and the data is collected from

various websites, Journals, Magazines, Articles and Research Paper.

3. TOOLS / TECHNIQUES TO BE USED FOR DATA ANALYSIS

Team effectiveness scale Statistical tools

Descriptive statistics Charts and graphs

4. EXPECTED RESULTS OF THE STUDY

Employees identified these factors as their top 10 most important contributors to their job

satisfaction.

Job security: 63%, for the fourth consecutive year, as the top most important determinant

of job satisfaction. (67% of employees are very satisfied or satisfied with their job

security.)

Opportunities to Use Skills and Abilities: 62%. (74% are satisfied or very satisfied in

their workplace.)

Organization’s Financial Stability: 55%. (63% are satisfied or very satisfied.)

Relationship with Immediate Supervisor: 55%. (73% are satisfied or very satisfied.)

Compensation: 54%. (61% are satisfied or very satisfied.)

Benefits: 53%. (65% are satisfied or very satisfied.)

Communication between Employees and Senior Management: 53% (54% are satisfied or

very satisfied.)

The Work Itself: 53%. (76% are satisfied or very satisfied.)

Autonomy and independence: 52%. (69% are satisfied or very satisfied.)

Management’s Recognition of Employee Performance: 49%. (57% are satisfied or very

satisfied.)

Feeling Safe at Work: 48%. (78% are satisfied or very satisfied.)

Overall Corporate Culture: 46%. (60% are satisfied or very satisfied.)

Flexibility for Work-Life Balance: 38%. (65% are satisfied or very satisfied.)

Relationships with Coworkers: 38%. (76% are satisfied or very satisfied.)

5. LITERATURE REVIEW / RELATED RESEARCH OUTCOMES

Planning and implementation of suitable HRP practices lead to higher levels of HR Outcomes

(Boselie et al., 2001; Fey et al., 2000; Guest, 2001; Park et al., 2003; Paul and Anantharaman,

2003). There is a general consensus that HRP contribute to organizational performance that is

mediated through the development of HR outcomes (Katou and Budhwar, 2006).

Beer et al. (1984) identified ‘competence, commit- ment, congruence and cost-effectiveness’ as

the HR Outcome related variables. Referring to HR Outcome, Becker and Huselid (1998)

proposed that intervening variables such as ‘employee skills, employee motivation, job design

and work structure link to operating performance’, which in turn influences profits and market

value. Wright and McMahan (1992) concluded that effective HRM helps to create a ‘skilled

(based on HRM policies such as careful recruitment, selection, training and development),

motivated, committed and satisfied (based on HRM policies such as employee involvement,

communication, performance related pay) workforce’. Guest and Peccei (1994) focused on HR

Outcomes such as ‘competency, motivation, satisfaction, commitment, cooperation, retention

and absenteeism’.

6. WORK DONE

Documents received from company websites; Registers and files seen through online; Observations made; Number of samples collected/questionnaires filled

7. BOOKS, SITES, JOURNALS, MAGAZINES REFERRED

[1]Aryee, S., & Law, K. S. (2007). High-performance human resource practices, citizenship behavior, and orga- nizational performance: A relational perspective. Academy of Management Journal, 50(3), 558-577.

[2]Baird, L., & Meshoulam, I. (1988). Managing two fits of strategic human resource management. Academy of Management Review, Vol.13, pp. 116-128.

[3]Becker, B.E. and Huselid, M.A. (1998). High Performance Work Systems and Firm Performance: A Synthesis of Research and Managerial Implications’. In Ferris, G.R. (ed.) Research in Personnel and Human Resources. Stamford, CT: JAI Press.

[4]Becker, B., & Gerhart, B. (1996). The impact of human resource management on organizational performance: progress and prospects. Academy of Management Journal, Vol.39, No.4, pp. 779-802.

[5]Beer, M., Spector, B., Lawrence, P., Mills, D. and Walton, R.E. (1984). Managing Human Assets. New York: Free Press.

[6]Bird, A., and Beechler, S. (1995). Links between Business Strategy and Human Resource Management Strategy in US-based Japanese Subsidiaries: An Empirical Investigation. Journal of International Business Studies, Vol.26, No.1, pp.23–46.

[7]Boselie, P., Paauwe, J. and Jansen, P. (2001). Human Resource Management and Performance: Lessons from the Netherlands, International Journal of Human Resource Management, Vol. 12, pp.1107–25.

[8]Bjorkman, I. and Xiucheng, F. (2002). Human Resource Management and Performance of Western Firms in China. International Journal of Human Resource Management, Vol. 13, pp.853–64.

[9]Cascio, W. (2003). Performance Management. Managing Human Resources (5th Int. Edi.) Irwin/McGraw-Hill Publishers, p-300

[10]Chand, Mahindra & Katou, Anastasia. A.,(2007).The impact of HRM practices on organisational performance in the Indian hotel industry. Employee Relations, Vol. 29, No. 6, pp. 576-594.

[11]Chow, H.S. (2006). The Linkage of HRM and Knowledge-related Performance in China’s Technology-intensive Industries, Hong Kong: The Chinese University of Hong Kong.

[12]Collins, C. J., & Smith, K. G. (2006). Knowledge exchange and combination: The role of human resource practices in the performance of high-technology firms. Academy of Management Journal, Vol.49, pp. 544–560.

[13] Datta, D. K., Guthrie, J. P., & Wright, P. M. (2005). Human Resource Management And

Labor Productivity: Does Industry Matter. Academy of Management Journal, Vol.48, pp. 135–145.. 16, pp. 882-906.