CHAPTER -1

INTRODUCTION

INTRODUCTION
There are several common approaches to make the work place better, but it's all up to
the employees to put in good quality day of work. There are these three ways to make the
employees happier and that is job enlargement, job rotation, and job enrichment. They are
different in some ways but alike in many.
The first way is job enlargement. This way is to expand in several tasks than just to do
one single task. It is also the horizontal expansion of a job. It involves the addition of tasks at
the same level of skill and responsibility. It is done to keep workers from getting bored. This
would also be considered multi tasking by which one person would do several persons jobs,
saving the company money and man hours that normally would be paid to additional
workers. Small companies may not have as many opportunities for promotions, so they try
to motivate employees through job enlargement

There are thousands of different job enrichment systems now in use. Each entirely or
mainly uses one of about a dozen primary technical approaches, such as the factor
comparison, point-factor, job component, definition, ranking and slotting methods. Each
method, and thus each system, is either quantitative or non-quantitative. Three important, but
quite different quantitative systems are the PAQ, the FES and the Hay system.

Though not widely used, the PAQ is renowned in the field of industrial/organizational

psychology for its technical excellence and usefulness in job enrichment, selection and
related HR program areas. The FES, used by the Federal government to evaluate its whitecollar jobs, extended early point-factor methodology and is widely copied, in technique or
actual content, by many other systems used in the public and private sectors. The modern Hay
system, properly called the Hay Guide Chart-Profile Method of Job Enrichment, is
extensively used in the private sector to evaluate executive, managerial, supervisory,
professional and/or nonexempt white- and blue-collar jobs. Its use in the public sector is
growing. The 187 job elements of the PAQ are standardized.

System Development, Implementation and Operation

Some steps in the system design-development-test/enrichment-implementation cycle are tied

to the methodology and/or the specific system to be used; others are nearly universal. For
example, a typical system implementation project has these common steps:
1. Specify parameters of the project, and gain approvals and support.
2. Determine enrichment method/system to be used.
3. Collect job data consistent with the method/system (what content is valued?).
- Specify data collection techniques and design or adapt data collection instruments.
-Collect data, ensuring adequacy and accuracy.
4. Analyze data, document job content and evaluate jobs.
5. Develop job worth hierarchy: use points to establish exact position in hierarchy, group jobs
into grades based on appropriate breaks or take another approach that is fair, understandable,
defensible and practical.
6. Allocate jobs (via grades, for example) to the existing pay structure or develop a new one.
7. Document system development (for use if challenged) and establish operating procedures,
including process(es) for reconsidering decisions and/or a formal appeals procedure.
8. Gain final approvals.
9. Implement and administer system.

SCOPE OF THE STUDY

The managerial breadth or scope of the position.
The complexity and scope of work factors tend to be related to the education and experience
level required of a position. The calculation of points for each of these factors is based on the
application of a percentage rating of the sum of the points derived in the enrichment of
Education and Experience.
Problem Solving
The nature and complexity of problem solving expected of the job. Judgement exercised,
availability of rules and guidelines to assist in problem solving, the degree of analysis and
research required to arrive at a solution are all considered.
Supervision Received
The extent of supervision, direction or guidance imposed on the job holder and the freedom
the executive has to take action.
Results of Decisions

The level of decision making taken solely by the job holder and the risk or degree of damage
which may result if a wrong decision is taken.

LIMITATIONS OF THE STUDY

(1)

Exactness or precision is missing in the job-enrichment. There is no standard table for

all the activities. All jobs cannot be measured and compared accurately.

(2)

It does not account for many inter-related economic factors. For example, the law of
demand and supply of labor is a prime factor in determining wage rate in industry.
Due to high demand of software engineers in handling special problems (say, Y2K
problem), the temporary wage structure was quite high. This remains unattended to in
a generalized approach of job-enrichment.

(3)

No special attention is paid for exceptional merit, needed in the performance of the
job. Many a times, workers feel frustrated due to this. For example, many highly
talented scientists and professors feel frustrated in R & D activities, as their
counterparts in field and civil services are better compensated in terms of promotion,
power, perks and salary.

(4)

The basic assumption in job-enrichment is that a work of equal worth should be

equally paid as these are both equally attractive and equally demanding. In real life,
this contention is challengeable. In real life, there are numerous examples when the
job of same worth (say, a lecturer and an I.A.S.) are not equally attractive to the job
seekers.

(5)

The change in production technology (for example, conventional lathe to CNC lathe),
information system, subordination, etc., severely affect the job content. Therefore, a
job-enrichment conducted few days back may not be valid today. The job content of
an operation is a dynamic process and so should be the job-enrichment also. However,
generally job-enrichment is not a regular affair in industry. Therefore, the wagestructure on the basis of obsolete job-enrichment is a source of great irritant in
industrial relation.

RESEARCH METHODOLOGY
Under Research Methodology various steps that are generally adopted by a researcher
in studying his research problem along with logic
Behind them is discussed. The researcher methodology has many dimensions and research
methods to constitute a part of the research methodology. It is necessary for the researcher to
design the methodology for his problem as it may differ from problem to problem. In the
process of conduction the study, the researcher has followed the following methodology
Field Study:
The researcher has conducted the study among the executives and offices level
employees in HERITAGE FOODS (INDIA LIMITED). Since employees were operating,
study on the whole system could not be undertaken as a whole and is restricted to with in the
unit of the company.
Collection Of Data
Primary Data:
Primary data was collected within the employees of organization through survey and
personnel interview.
Secondary Data:
Secondary data was collected from various published books, companies web sites
and company old records.
Research Design
The research designs under taken for the study is in descriptive one. The methodology
involved in this design is mostly qualitative in a nature
Types of Study

The present study is partly exploratory, partly descriptive and partly causal.

It is exploratory because it is concerned with identifying the existence and non-existence

of stress.

It is descriptive as it aims to describe the various internal and external factors that
contribute to stress.

It is causal as it aims to analyze the causes for stress and the effect of stress in the
performance of the employees.
Sample Design
A sample of 80 employees is taken out of a total population of 250 employees (58%),
based on judgment sampling. The sample is selected in such a way that it includes the
employees of all ages, different designations from different educational streams with distinct
experience from various departments.
Hence the sample is a representative of the population and an unbiased mix of all factors.
Sample Size
Out of the total universe 250 employees a total of employees a total of 80 employees
belonging to different units of HFIL namely

CHAPTER-2
REVIEW OF LITERATURE

REVIEW OF LITERATURE
THE JOB ENRICHMENT CRITERIA
The system of job enrichment utilises a total of ten measurement factors. The various factors
analyse a position in relation to the skills and experience required for competent performance,
the demands made on the job and the overall structure and responsibility/accountability
involved. A points rating is derived for each factor and the sum of these point represents the
total points value of the job.
Basic Enrichment Rules
The basic rules followed when evaluating each position are:
The current position is evaluated without being influenced by what the job is likely to be in
the future or what it may have been in the past.
The position is evaluated and not the job holder. The assessment of each factor is based on
the job being performed competently. The assessment of the job holders own performance
against the standard required is a quite separate exercise which is outside the scope of the job
enrichment rating.
The Job Enrichment Factors
The job enrichment system comprises the following factors:
In some cases minor changes to the wording are used to define factors and levels made in
order to better align the methodology with the clients culture and environment. Where this is
done, great care is taken to ensure inter-organization consistency is not compromised.
1. Education
The level of formal education required to perform the functions required of a position. There
is often an overlap between education and experience, and for this reason it is often advisable

10

to consider the education level that would be expected of a new incumbent recruited
externally.
2. Experience
The length of practical experience and nature of technical/managerial familiarity required.
This experience is in addition to formal education.
3. Complexity measured in terms of:
The time taken to learn and adjust to specific job requirements.
The level to which the job functions are defined and follow established and predictable
patterns.
The thinking challenge required to adapt to rapidly changing circumstances and innovative
or conceptual thinking needed to initiate new corporate direction.

THEORY OF JOB ENRICHMENT

Factor plan
Experience working with EJE is limited. However, the experience does suggest consideration
of changes to the factors or the factor guidelines. Some of the changes are in factor wording,
refining factor concepts, or in the number of or, distinction between factor levels. Some of the
minor changes could be made in advance of any review because they provide greater clarity
for use, rather than any substantive change.
Comparisons with other systems
To date, EJE results have been compared with the outcomes of one other system Compers,
now owned by Mercer (previously by Watson Wyatt). This system is being phased out in
New Zealand.
In the special education support workers pay investigation the EJE data (completed EJE
questionnaire and agreed job description) was used by the Mercer consultant for their
Compers enrichment. Given the emphasis that the EJE system places on having complete
information about jobs, this was important and may have contributed to the similarity of the
job rankings between the two systems.

11

It is anticipated that EJE will be used as a gender neutrality check of other systems within
some organisations perhaps taking a small sample of the roles, evaluating them using EJE
and comparing rank order.
Where there are differences, it should be possible to isolate the job
characteristics that are being counted (or not) in one system relative to the other system.
Where these coincide with gender difference, further exploration will be warranted.
Becoming more efficient in implementation
EJE is in its beta release phase. It may be that some efficiencies in process can be achieved in
the light of further experience. However, in the testing phase it has been seen as important to
test all the elements that experience elsewhere and research and jurisprudence suggest
contribute to best practice gender neutral job enrichment.
The questions below illustrate some areas where experience (mainly of the two pay
investigations) would indicate the need for some efficiencies and further guidelines/advice on
making these.
Identifying comparator occupations
The general principle was to use male-dominated occupations that are largely public-sector
based and have their pay set in the public sector market, and that are the same ANZSCO skill
level. There was some anxiety about using occupations that were apparently dissimilar in the
nature of the work.
The use of male-dominated comparators has been seen as necessary in the early stages of
implementation of EJE, to support arguments that differences in remuneration among jobs
that are of similar job-evaluated size are gender-related. It would also be possible to use
female-dominated comparators where it could be demonstrated that enrichment of them was
free of gender bias.
A difficulty that arises in choosing appropriate comparators is that the more dissimilarities
there are in the work of the male- and female-dominated occupations, the more likely it is
that the differences in remuneration may be seen as appropriately and legitimately
attributable to differences in the nature of the work, irrespective of comparability of measured
12

job size. However, it is likely that there will be significant differences between female- and
male-dominated jobs because of the way occupational segregation has developed in the
labour market, and has been reflected in job enrichment and wage-fixing systems over time.
The use of specific male-dominated comparators to establish gender neutral job enrichment
may not be necessary since job enrichment systems themselves build in comparisons among
jobs of similar size irrespective of similarity of job content. Once there is confidence in the
job enrichment system, and it can be demonstrated to be gender neutral, it can be sufficient
that enrichments are carried out using the gender neutral job enrichment system. In the UK,
Canada, and the USA, among other countries, the use of a gender-neutral job enrichment
system on its own provides evidence about the relative value of jobs. In the equal
remuneration principles established in the Australian states New South Wales and
Queensland, comparators specifically were not required.
In operational terms, some delays were occasioned in seeking the participation of external
organizations in providing comparator occupations. This is probably related to concerns
about the possible industrial implications for the organization providing the comparators as
well as about the resources involved in participating.
The demands on comparator organisations were very similar to those on the target
organization provide contact people to locate jobholders, provide time for interviews (up to
2 hours), provide other people, managers and staff, to validate the job information and
provide details of remuneration setting and any factors that impact on this. Once comparator
sites were located, job holders themselves were extremely cooperative and helpful.
Choosing comparators at the national level could not recognise or take account of
organisational or local complexities such as (in the case of one DHB) the pressure on
orderlies to manage the move to the new hospital block or, the media attention to a series of
events at one prison that made staff wary of extra engagement.
The time projects have taken
The projects have had considerably more complex governance arrangements than job
enrichment generally does, partly in response to the perceived need to manage the risks of a

13

new tool and new process, and concerns about managing the possible resource implications.
This also meant that key decisions took considerable time.
The administrative support required for the projects was substantial for organising data
gathering interviews, negotiating participation of job holders and managers, and negotiating
participation of comparator organizations and job holders and their managers
In both pay investigations the working groups decided that the sample of target groups had to
meet particular criteria including geographic spread. That was because in some cases there
was a belief that the job was implemented differently in different locations. In other cases the
decision was to assure job holders that the process was inclusive. The result was that a
great deal of travel was necessary and sometimes for only one appointment. This increased
the time and cost of the projects.
An underlying principle of EJE is that gender neutrality in job enrichment requires a
significant level of participation of employees, in both data gathering and in enrichment.
Some job enrichment practitioners and/or systems rely on existing job descriptions which
may be incomplete, out-of-date and/or not endorsed as accurate by job holders and their
managers. Using the EJE job information questionnaire to collect job information is timeconsuming. Experience with the major UK job enrichment schemes aimed at improving
gender neutrality is that the quality of the enrichments depends heavily on the quality of the
job information, and endorsement of job information by job holders and their managers is a
critical element of that.
Some job enrichments are carried out solely by a single consultant. While that can be quick,
there is a potential for cutting corners and for bias. The Gender-inclusive Job Enrichment
Standard P8007/2006 advises that a committee is used, or if the project is a small one, that
there is a quality assurance process involving another evaluator1.

1
14

Using EJE without its own market data base of points and pay
EJE can be used without a data base of its own by drawing on a range of market information
for some jobs to provide anchor points for an EJE points to pay line. For example, some jobs
considered unlikely to be affected by the differences arising from specific features of EJE can
be used as reference points for one or more market surveys. Organizations often do refer to
more than one market survey in setting pay rates.
Concerns about how to use the results of EJE while its own market data base was being
developed, and also an interest in gathering data on how EJE enrichments compare with
enrichments using other systems has meant that EJE was used in conjunction with other
systems in most projects. The community support worker project involved use of EJE alone
and the results were for use in bargaining and in discussions with funding bodies.

Conclusion
There has been limited use of EJE to date. Experience in using the tool is that it can
contribute to full and fair description and analysis of jobs, especially in service sector
occupations. Participants in the job enrichment projects have valued the contribution of the
EJE language and concepts to capturing job elements in better ways. The extent of the
contribution will

15

Appendix 1 The Gender-inclusive Job Enrichment Standard, and Spotlight: A Skills

Recognition Tool
The Gender-inclusive Job Enrichment Standard was developed during 2006, adopted by the
New Zealand Standards Council, and published by Standards New Zealand in December
2006. The Standards development committee included representatives of employers and
unions, and experts in job enrichment and in gender issues, and the Human Resources
Institute of new Zealand. The job enrichment providers on the committee (Hay, Mercer and
Strategic Pay) included the major providers of job enrichment in New Zealand. They have all
undertaken to meet the Standard as have other providers. The companies have provided
statements on how their systems meet the Standard and where clients request it, statements on
how the processes for particular enrichment projects meet the Standard. These statements
provide valuable input for clients. As the Standard is a voluntary one, responsibility for
demonstrating how the Standard is met lies with those who claim to meet it, and
responsibility for assessing their claims with those to who they make the claim (most
commonly human resources managers). Some job enrichment providers have advised that
they now provide training and/or briefing on gender-neutral job enrichment for their own
consultants and for participants in job enrichment projects.

The Standard is presented in four sections:

A description of job enrichment and of the Standard

An outline of how gender bias can arise in job enrichment

Requirements and optional guidance for planning and preparing job enrichment
projects

Requirements and optional guidance for enrichment of jobs and reviewing

enrichments, including appeal and review procedures, and the issue of slotting.

Spotlight: A Skills Recognition Tool was developed and tested in New Zealand public sector
workplaces by an Australian and New Zealand team led by Dr Anne Junor, University of
New South Wales. The tool is to improve recognition of skills, especially those in service
sector occupations, and to inform a range of human resources management processes
including recruitment, writing position descriptions, learning and development, and job
16

enrichment. It complements other skills and job description and job analysis instruments, and
focuses specifically on the types of skills that are often overlooked, especially in human
services work and in jobs in the lower levels of organisational hierarchies. The main types of
skills often overlooked are the skills of combining activities in work streams, and those
involved in the sensitive, responsive and integrated delivery of appropriate services to people.

Spotlight provides a taxonomy of three sets of under-recognised tacit work skills, each
divided into three skill elements, and five experience-based skill levels at which each skill
element can be used. It can be used to describe the performance of work in any job at any
functional level. It has a set of pre-classified empirically-derived work activity descriptors
through which the skill elements and levels can be recognised. Based on this set of
descriptors, it provides a job analysis questionnaire for use in identifying the implicit demand
for those skills in any job and a skills audit questionnaire for use by individuals and teams to
identify their level of proficiency in using these skills, It includes a cross-referencing system
whereby personal attributes and employability skills can be defined more precisely and at
different levels of workplace learning (the skills of experience), specifically focusing on
attributes, customer focus, problem-solving, teamwork and leadership. It also incorporates
a succinct graphical technique for representing the combination of tacit work process skills
and levels required by a job and/or within an individuals capabilities at a point in time.
Several briefings on the tool have been provided and its application is being explored in some
community sector settings.

17

CHAPTER -3
COMPANY PROFILE

18

Heritage at a Glance:
The Heritage Group, founded in 1992 by Sri Nara Chandra Babu Naidu, is one
of the fastest growing Private Sector Enterprises in India, with three-business divisions viz.,
Dairy, Retail and Agri under its flagship Company Heritage Foods (India) Limited (HFIL),
one infrastructure subsidiary - Heritage Infra Developers Limited and other associate
Companies viz., Heritage Finlease Limited, Heritage International Limited and Heritage Agro
Merine Private Limited. The annual turnover of Heritage Foods crossed Rs.347 crores in
2006-07 and is aiming for Rs.700 crores during 2007-08.
Presently Heritages milk products have market presence in Andhra Pradesh,
Karnataka, Kerala, Tamil Nadu and Maharastra and its retail stores across Bangalore,
Chennai and Hyderabad. Integrated agri operations are in Chittoor and Medak Districts and
these are backbone to retail operations.
In the year 1994, HFIL went to Public Issue to raise resources, which was
oversubscribed 54 times and its shares are listed under B1 Category on BSE (Stock Code:
519552) and NSE (Stock Code: HERITGFOOD)
About the founder:
Sri Chandra Babu Naidu is one of the greatest Dynamic, Pragmatic,
Progressive and Visionary Leaders of the 21st Century. With an objective of bringing
prosperity in to the rural families through co-operative efforts, he along with his relatives,
friends and associates promoted Heritage Foods in the year 1992 taking opportunity from the
Industrial Policy, 1991 of the Government of India and he has been successful in his
endeavour.
At present, Heritage has market presence in all the states of South India. More
than three thousand villages and five lakh farmers are being benefited in these states. On the
other side, Heritage is serving more than 6 lakh customers needs, employing more than 700
employees and generating indirectly employment opportunity to more than 5000 people.
Beginning with a humble annual turnover of just Rs.4.38 crores in 1993-94, the sales
turnover has reached close to Rs.300 crores during the financial year 2005-2006.
19

Sri Naidu held various coveted and honorable positions including Chief
Minister of Andhra Pradesh, Minister for Finance & Revenue, Minister for Archives &
Cinematography, Member of the A.P. Legislative Assembly, Director of A.P. Small Industries
Development Corporation, and Chairman of Karshaka Parishad.
Sri Naidu has won numerous awards including " Member of the World
Economic Forum's Dream Cabinet" (Time Asia ), "South Asian of the Year " (Time Asia ), "
Business Person of the Year " (Economic Times), and " IT Indian of the Millennium " ( India
Today).
Sri Naidu was chosen as one of 50 leaders at the forefront of change in the
year 2000 by the Business Week magazine for being an unflinching proponent of technology
and for his drive to transform the State of Andhra Pradesh .
Forward looking statements:
We have grown, and intended to grow, focusing on harnessing our
willingness to experiment and innovate our ability to transform our drive towards excellence
in quality, our people first attitude and our strategic direction.
Mission:
Bringing prosperity into rural families of India through co-operative efforts
and providing customers with hygienic, affordable and convenient supply of " Fresh and
Healthy " food products.
Vision:
To be a progressive billion dollar organization with a pan India foot print by
2012.To achieve this by delighting customers with "Fresh and Healthy" food products, those
are a benchmark for quality in the industry.
We are committed to enhanced prosperity and the empowerment of the
farming community through our unique "Relationship Farming" Model.
To be a preferred employer by nurturing entrepreneurship, managing career
aspirations and providing innovative avenues for enhanced employee prosperity.
20

Heritage Slogan:
When you are healthy, we are healthy
When you are happy, we are happy
We live for your "HEALTH & HAPPINESS"
Quality policy of HFIL:
We are committed to achieve customer satisfaction through hygienically processed
and packed Milk and Milk Products. We strive to continually improve the quality of our
products and services through upgradation of technologies and systems.
Heritage's soul has always been imbibed with an unwritten perpetual commitment to
itself, to always produce and provide quality products with continuous efforts to improve the
process and environment.
Adhering to its moral commitment and its continuous drive to achieve
excellence in quality of Milk, Milk products & Systems, Heritage has always been laying
emphasis on not only reviewing & re-defining quality standards, but also in implementing
them successfully. All activities of Processing, Quality control, Purchase, Stores, Marketing
and Training have been documented with detailed quality plans in each of the departments.
Today Heritage feels that the ISO certificate is not only an epitome of
achieved targets, but also a scale to identify & reckon, what is yet to be achieved on a
continuous basis. Though, it is a beginning, Heritage has initiated the process of
standardizing and adopting similar quality systems at most of its other plants.
Commitments:
Milk Producers:
Change in life styles of rural families in terms of:

Regular high income through co-operative efforts.

Women participation in income generation .

21

Saved from price exploitation by un-organized sector .

Remunerative prices for milk .

Increase of milk productivity through input and extension activities

Shift from risky agriculture to dairy farming

Heritage

Financial support for purchase of cattle; insuring cattle

Establishment of Cattle Health Care Centers

Supplying high quality Cattle feed

Organizing "Rythu Sadasu" and Video programmes for educating the farmers in dairy
farming

Customers:

Timely Supply of Quality & Healthy Products

Supply high quality milk and milk products at affordable prices

Focused on Nutritional Foods

More than 4 lakh happy customers

High customer satisfaction

24 hours help lines ( <10 complaints a day)

Employees:

Enhancing the Technical and Managerial skills of Employees through continuous

training and development
22

Best appraisal systems to motivate employees

Incentive, bonus and reward systems to encourage employees

Heritage forges ahead with a motto "add value to everything you do"

Shareholders:
Returns:
Consistent Dividend Payment since Public Issue (January 1995)

Service:

Highest impotence to investor service; no notice from any regulatory authority since
2001 in respect of investor service

Very transparent disclosures

Suppliers:
Doehlar: technical collaboration in Milk drinks, yogurts drinks and fruit flavoured
drinks Alfa-Laval: supplier of high-end machinery and technical support Focusing on Tetra
pack association for products package.
Society:

Potential Employment Generation

more than 3500 employees are working with heritage
more than 9500 procurement agents got self employment in rural areas
more than 5000 sales agents associated with the company

23

Employment for the youth by providing financial and animal husbandry support for
establishing MINI DAIRIES

Producing highly health conscious products for the society

Qualities of management principles:

1.

Customer focus to understand and meet the changing needs and expectations
of customers.

2.

People involvement to promote team work and tap the potential of people.

3.

Leadership to set constancy of purpose and promote quality culture trough out
the organization.

4.

Process approach to assess the efficiency and effectiveness of each process.

5.

Systems approach to understand the sequence and interaction of process.

6.

Factual approach to decision making to ensure its accuracy.

7.

Continual improvement processes for improved business results.

8.

Development of suppliers to get right product and services in right time at

right place.

Product/Market wise performance:

The total turnover is Rs 341 Crores during the financial year 2006-07 against
the turnover of 292.02 Crores in 2005-06. Today Heritage distributes quality milk & milk
products in the states of A.P, Karnataka, Kerala & Tamil nadu.
During the year 2006-07 liquid milk sales was Rs.28329.79 lakhs against
Rs.24525.23 lakhs in the previous year. The sales of miik products including bulk sales of
cream, ghee and butter were recorded Rs 5781.59 lakhs against Rs 4677.21 lakhs.
Milk sales:

24

23% growth was recorded in AP 2.38 lakhs litres per day(LLPD) in 2006-07 against
1.93 LLPD in 2005-06. 13% growth was recorded in Tamilnadu-1.53 LLPD in 2006-07
against 1.35 LLPD in 2005-06. Over all growth of 6% was recorded- 5.49 LLPD in 2006-07
against 5.16 LLPD. Flavoured milk sales recorded a growth rate of 77% over 2005-06. Butter
milk sales have gone up by 45% over 2005-06.
Outlook:
Considering the growth potential in the liquid milk market, the company has
drawn plans to increase its market share in the existing markets and to enter into new markets
there by doubling revenues in dairy business in the next 3 years. To achieve this object,
company is undertaking major expansion in dairy business by inverting over Rs20 crores
during 2006-07 and over Rs10 crores during the current year to strengthen the milk
procurement.

BRANCHES OF HFIL:
HFIL has 3 wings. They are
1. Dairy
2. Retail
3. Agribusiness
1. Dairy:
It is the major wing among all. The dairy products manufactured by HFIL are
Milk, curd, butter, ghee, flavoured milk, paneer, doodhpeda, ice cream.
25

2. Retail:
In the retail sector HFIL has outlets namely Fresh@. In those stores the products
sold are vegetables, milk& milk products, grocery, pulses, fruits etc.
In Hyderabad 19 retail shops are there. In Bangalore& Chennai, 3&4
respectively are there. Totally there are 26 retail shops are there.
Fresh@ is a unique chain of retail stores, designed to meet the needs of the
modern Indian consumer. The store rediscovers the taste of nature every day making grocery
shopping a never before experience.
The unique& distinctive feature of Fresh@ is that it offers the widest range of
fresh fruits and vegetables which are directly hand picked from the farms. Freshness lies in
their merchandise and the customers are always welcomed with fresh fruits and vegetables no
matter what what time they walk in.
3. Agri Business:
In this business HFIL employees will go to farmers and have a deal with them.
Those farmers will sell their goods like vegetables, pulses to HFIL only. And HFIL will
transport the goods to retail outlets.
The agricultural professors will examine which area is suitable to import
vegetables from and also examine the vegetables, pulses and fruits in the lab. And finally they
report to the Head-Agribusiness. Representatives as per the instructions given by the agri
professors will approach the farmers directly and make a deal with them. It is the process of
registering the farmers.

26

ORGANIZATION PROFILE
India is the world's second largest producer of food next to China, and has the potential of
being the biggest with the food and agricultural sector. The total food production in India is
likely to double in the next ten years and there is an opportunity for large investments in food
and food processing technologies, skills and equipment, especially in areas of Canning, Dairy
and Food Processing, Specialty Processing, Packaging, Frozen Food/Refrigeration and Thermo
Processing. Fruits & Vegetables, Fisheries, Milk & Milk Products, Meat & Poultry,
Packaged/Convenience Foods, Alcoholic Beverages & Soft Drinks and Grains are important
sub-sectors of the food processing industry. Health food and health food supplements is another
rapidly rising segment of this industry which is gaining vast popularity amongst the health
conscious.
27

India is one of the worlds major food producers but accounts for less than 1.5 per cent of
international food trade. This indicates vast scope for both investors and exporters. Food exports
in 1998 stood at US $5.8 billion whereas the world total was US $438 billion. The Indian food
industries sales turnover is Rs 140,000 crore (1 crore = 10 million) annually as at the start of
year 2000. The industry has the highest number of plants approved by the US Food and Drug
Administration (FDA) outside the USA.
India's food processing sector covers fruit and vegetables; meat and poultry; milk and milk
products, alcoholic beverages, fisheries, plantation, grain processing and other consumer product
groups like confectionery, chocolates and cocoa products, Soya-based products, mineral water,
high protein foods etc. We cover an exhaustive database of an array of suppliers, manufacturers,
exporters and importers widely dealing in sectors like the -Food Industry, Dairy processing,
Indian beverage industry etc. We also cover sectors like dairy plants, canning, bottling plants,
packaging industries, process machinery etc.
The most promising sub-sectors includes -Soft-drink bottling, Confectionery manufacture,
Fishing, aquaculture, Grain-milling and grain-based products, Meat and poultry processing,
Alcoholic beverages, Milk processing, Tomato paste, Fast-food, Ready-to-eat breakfast cereals,
Food additives, flavors etc.
The food industry is the complex, global collective of diverse businesses that together supply
much of the food energy consumed by the world population. Only subsistence farmers, those
who survive on what they grow, can be considered outside of the scope of the modern food
industry.
The food industry includes:

Regulation: local, regional, national and international rules and regulations for food
production and sale, including food quality and food safety, and industry lobbying
activities

Education: academic, vocational, consultancy

Research and development: food technology

28

Financial services insurance, credit

Manufacturing: agrichemicals, seed, farm machinery and supplies, agricultural

construction, etc.

Agriculture: raising of crops and livestock, seafood

Food processing: preparation of fresh products for market, manufacture of prepared

food products

Marketing: promotion of generic products (e.g. milk board), new products, public
opinion, through advertising, packaging, public relations, etc

Wholesale and distribution: warehousing, transportation, logistics

Retail: supermarket chains and independent food stores, direct-to-consumer,

restaurant, food services

Consumer: End user has one of the highest influences on the food industry through
things like preference

Definitions
It is challenging to find an inclusive way to cover all aspects of food production and sale. The
Food Standards Agency, a government body in the UK, describes it thus:
"...the whole food industry from farming and food production, packaging and
distribution, to retail and catering."[1]

29

The Economic Research Service of the USDA uses the term food system to describe the same
thing:
"The U.S. food system is a complex network of farmers and the industries that link to
them. Those links include makers of farm equipment and chemicals as well as firms
that provide services to agribusinesses, such as providers of transportation and
financial services. The system also includes the food marketing industries that link
farms to consumers, and which include food and fiber processors, wholesalers,
retailers, and foodservice establishments."[2].
Industry size
Processed food sales worldwide are approximately US$3.2 trillion (2004).[citation needed]
In the U.S., consumers spend approximately US$1 trillion annually on food,

[3]

or nearly 10

percent of the Gross Domestic Product (GDP). Over 16.5 million people are employed in the
food industry.
Agriculture
Main article: Agriculture
Agriculture is the process of producing food, feed, fiber and other desired products by the
cultivation of certain plants and the raising of domesticated animals (livestock). The practice
of agriculture is also known as "farming", while scientists, inventors and others devoted to
improving farming methods and implements are also said to be engaged in agriculture. More
people in the world are involved in agriculture as their primary economic activity than in any
other, yet it only accounts for four percent of the world's GDP.
Food processing
Main article: Food processing
Food processing is the methods and techniques used to transform raw ingredients into food
for human consumption.Food processing takes clean, harvested or slaughtered and butchered
components and uses them to produce marketable food products.there are several different
ways in which food can be produced.
One Off Production This method is used when customers make an order for something to be
made to their own specifications, for example a wedding cake. The making of One Off

30

Products could take days depending on how intricate the design is and also the ability of the
chef making the product.
Batch Production This method is used when the size of the market for a product is not clear,
and where there is a range within a product line. A certain number of the same goods will be
produced to make up a batch or run, for example at Greggs Bakery they will bake a certain
number of chicken bakes. This method involves estimating the amount of customers that will
want to buy that product.
Mass production This method is used when there is a mass market for a large number of
identical products, for example, chocolate bars, ready meals and canned food. The product
passes from one stage of production to another along a production line.
Just In Time This method of production is mainly used in sandwich bars such as Subway, it is
when all the components of the product are there and the customer chooses what they want in
their product and it is made for them fresh in front of them.
Wholesale and distribution
A vast global transportation network is required by the food industry in order to connect its
numerous parts. These include suppliers, manufacturers, warehousing, retailers and the end
consumers. There are also those companies that, during the food processing process, add
vitamins, minerals, and other necessary requrements usually lost during preparation.
Wholesale markets for fresh food products have tended to decline in importance in OECD
countries as well as in Latin America and some Asian countries as a result of the growth of
supermarkets, which procure directly from farmers or through preferred suppliers, rather than
going through markets.
The constant and uninterrupted flow of product from distribution centers to store locations is
a critical link in food industry operations. Distribution centers run more efficiently,
throughput can be increased, costs can be lowered, and manpower better utilized if the proper
steps are taken when setting up a material handling system in a warehouse. (1)
Retail
With populations around the world concentrating in urban areas,[4] food buying is increasingly
removed from all aspects food production. This is a relatively recent development, taking
31

place mainly over the last 50 years. The supermarket is a defining retail element of the food
industry, where tens of thousands of products are gathered in one location, in continuous,
year-round supply.
Food preparation is another area where change in recent decades has been dramatic. Today,
two food industry sectors are in apparent competition for the retail food dollar. The grocery
industry sell fresh and largely raw products for consumers to use as ingredients in home
cooking. The food service industry offers prepared food, either as finished products, or as
partially prepared components for final "assembly".
Foodservice
Main article: Foodservice
Food industry technologies
Sophisticated technologies define modern food production. They include many areas.
Agricultural machinery, originally led by the tractor, has practically eliminated human labor
in many areas of production. Biotechnology is driving much change, in areas as diverse as
agrochemicals, plant breeding and food processing. Many other areas of technology are also
involved, to the point where it is hard to find an area that does not have a direct impact on the
food industry. Computer technology is also a central force, with computer networks and
specialized software providing the support infrastructure to allow global movement of the
myriad components involved.
Marketing
As consumers grow increasingly removed from food production, the role of product creation,
advertising, publicity become the primary vehicles for information about food. With
processed food as the dominant category, marketers have almost infinite possibilities in
product creation.
Media & Marketing
A key tool for FMCG marketing managers targeting the supermarket indusrty includes
national titles like The Grocer in the U.K., Checkout in Ireland, Progressive Grocer in the
U.S. and Private Label Europe for the entire of the European Union.

32

Food processing is the set of methods and techniques used to transform raw ingredients into
food or to transform food into other forms for consumption by humans or animals either in
the home or by the food processing industry. Food processing typically takes clean, harvested
crops or slaughtered and butchered animal products and uses these to produce attractive,
marketable and often long shelf-life food products. Similar processes are used to produce
animal feed.
Extreme examples of food processing include the delicate preparation of deadly fugu fish or
preparing space food for consumption under zero gravity.
History
Food processing dates back to the prehistoric ages when crude processing incorporated
slaughtering, fermenting, sun drying, preserving with salt, and various types of cooking (such
as roasting, smoking, steaming, and oven baking). Salt-preservation was especially common
for foods that constituted warrior and sailors' diets, up until the introduction of canning
methods. Evidence for the existence of these methods exists in the writings of the ancient
Greek , Chaldean, Egyptian and Roman civilizations as well as archaeological evidence from
Europe, North and South America and Asia. These tried and tested processing techniques
remained essentially the same until the advent of the industrial revolution. Examples of
ready-meals also exist from pre industrial revolution times such as the Cornish pasty and the
Haggis
Modern food processing technology in the 19th and 20th century was largely developed to
serve military needs. In 1809 Nicolas Appert invented a vacuum bottling technique that
would supply food for French troops, and this contributed to the development of tinning and
then canning by Peter Durand in 1810. Although initially expensive and somewhat hazardous
due to the lead used in cans, canned goods would later become a staple around the world.
Pasteurization, discovered by Louis Pasteur in 1862, was a significant advance in ensuring
the micro-biological safety of food.
In the 20th century, World War II, the space race and the rising consumer society in
developed countries (including the United States) contributed to the growth of food
processing with such advances as spray drying, juice concentrates, freeze drying and the
introduction of artificial sweeteners, colouring agents, and preservatives such as sodium

33

benzoate. In the late 20th century products such as dried instant soups, reconstituted fruits
and juices, and self cooking meals such as MRE food ration were developed.
In western Europe and North America, the second half of the 20th century witnessed a rise in
the pursuit of convenience, food processors especially marketed their products to middleclass working wives and mothers. Frozen foods (often credited to Clarence Birdseye) found
their success in sales of juice concentrates and "TV dinners".

[1]

Processors utilised the

perceived value of time to appeal to the postwar population, and this same appeal contributes
to the success of convenience foods today.
Benefits
Mass production of food is much cheaper overall than individual production of meals from
raw ingredients. Therefore, a large profit potential exists for the manufacturers and suppliers
of processed food products. Individuals may see a benefit in convenience, but rarely see any
direct financial cost benefit in using processed food as compared to home preparation. Poor
quality ingredients and sometimes questionable processing and preservation methods detract
greatly from the overall benefit gained by individual consumers.
More and more people live in the cities far away from where food is grown and produced. In
many families the adults are working away from home and therefore there is little time for the
preparation of food based on fresh ingredients. The food industry offers products that fulfil
many different needs: From peeled potatoes that only have to be boiled at home to fully
prepared ready meals that can be heated up in the microwave oven within a few minutes.
Benefits of food processing include toxin removal, preservation, easing marketing and
distribution tasks, and increasing food consistency. In addition, it increases seasonal
availability of many foods, enables transportation of delicate perishable foods across long
distances, and makes many kinds of foods safe to eat by de-activating spoilage and
pathogenic micro-organisms. Modern supermarkets would not be feasible without modern
food processing techniques, long voyages would not be possible, and military campaigns
would be significantly more difficult and costly to execute.
Modern food processing also improves the quality of life for people with allergies, diabetics,
and other people who cannot consume some common food elements. Food processing can
also add extra nutrients such as vitamins.
34

Processed foods are often less susceptible to early spoilage than fresh foods, and are better
suited for long distance transportation from the source to the consumer. Fresh materials, such
as fresh produce and raw meats, are more likely to harbour pathogenic micro-organisms (e.g.
Salmonella) capable of causing serious illnesses.
Drawbacks
In general, fresh food that has not been processed other than by washing and simple kitchen
preparation, may be expected to contain a higher proportion of naturally-occurring vitamins,
fiber and minerals than an equivalent product processed by the food industry. Vitamin C, for
example, is destroyed by heat and therefore canned fruits have a lower content of vitamin C
than fresh ones.
Food processing can lower the nutritional value of foods, and introduce hazards not
encountered with naturally-occurring products. Processed foods often include food additives,
such as flavourings and texture-enhancing agents, which may have little or no nutritive value,
or be unhealthy. Preservatives added or created during processing to extend the 'shelf-life' of
commercially-available products, such as nitrites or sulphites, may cause adverse health
effects. Use of low-cost ingredients that mimic the properties of natural ingredients (e.g.
cheap chemically-hardened vegetable oils in place of more-expensive natural saturated fats or
cold-pressed oils) have been shown to cause severe health problems, but are still in
widespread use because of cost concerns and lack of consumer knowledge about the effects
of substitute ingredients.
Processed foods often have a higher ratio of calories to other essential nutrients than
unprocessed foods, a phenomenon referred to as "empty calories". So-called junk food,
produced to satisfy consumer demand for convenience and low cost, are most often massproduced processed food products.
Because processed food ingredients are often produced in high quantities and distributed
widely amongst value-added food manufacturers, failures in hygiene standards in 'low-level'
manufacturing facilities that produce a widely-distributed basic ingredient can have serious
consequences for many final products.
The addition of these many chemicals for preservation and flavor have been known to cause
human and animal cells to grow rapidly, without going into Apoptosis.
35

Performance parameters for food processing

When designing processes for the food industry the following performance parameters may
be taken into account:

Hygiene, e.g. measured by number of micro-organisms per ml of finished product

Energy consumption, measured e.g. by ton of steam per ton of sugar produced

Minimization of waste, measured e.g. by percentage of peeling loss during the

peeling of potatoes'

Labour used, measured e.g. by number of working hours per ton of finished product

Minimization of cleaning stops measured e.g. by number of hours between cleaning

stops

The Indian food market is estimated at over US$ 182 billion, and accounts for about two
thirds of the total Indian retail market. Further, according to consultancy firm McKinsey &
Co, the retail food sector in India is likely to grow from around US$ 70 billion in 2008 to
US$ 150 billion by 2025, accounting for a large chunk of the world food industry, which
would grow to US$ 400 billion from US$ 175 billion by 2025.
Exports
Exports of agricultural products from India are expected to more than double to top US$ 20.6
billion in the next five years, according to the commerce ministry.
According to estimates by the Agricultural and Processed Food Products Export
Development Authority (APEDA), the share of India's farm product exports in the global
trade will grow from 2 per cent now to over 5 per cent.
Exports of fresh and processed vegetables, fruits, livestock and cereals rose 10 per cent to
US$ 8.67 billion in 2008-09.
Spices

36

Despite a global slowdown, Indian spice exports are growing. India exported 470,520 tonnes
of spices valued at US$ 11.68 billionan all-time highin 2008-09.
During the 2007-08, 444,250 tonnes valued at US$ 11.01 billion were exported. Compared
with 2007-08, exports had shown an increase of 19 per cent in rupee value and six per cent in
dollar terms.
Food Processing
The Indian packaged processed foods industry is estimated at US$ 10.87 billion US$ 13.05
billion, including biscuits, chocolates, ice-cream, confectionery, snacks, cheese and butter.
Growing at a healthy 14-15 per cent over the past two-three years, major players in the sector
include Britannia, Nestle, Amul, ITC Foods, Parle, Kelloggs, GlaxoSmithKline, Wrigley and
Frito-Lay, among others.
The industry received foreign direct investments (FDI) totalling US$ 143.80 million in 200708 against US$ 5.70 million in the previous fiscal. The cumulative FDI received by the
industry from April 2000-August 2009 stood at US$ 878.32 million.
However, Indias share in exports of processed food in global trade is only 1.5 per cent;
whereas the size of the global processed-food market is estimated at US$ 3.2 trillion and
nearly 80 per cent of agricultural products in the developed countries get processed and
packaged.
In order to further grow the food processing industry, the government has formulated a
Vision-2015 action plan under which specific targets have been set. This includes tripling the
size of the food processing industry from around US$ 70 billion to about US$ 210 billion,
raising the level of processing of perishables from 6 per cent to 20 per cent, increasing value
addition from 20 per cent to 35 per cent, and enhancing Indias share in global food trade
from 1.5 per cent to 3 per cent. This would require an investment of US$ 20.6 billion.
According to an Ernst and Young (E&Y) presentation, the food processing industry in India
will grow 30-40 per cent as against the present 15 per cent in the next 10-years.
Prime Minister Dr Manmohan Singh on October 6, 2009 laid out a blueprint for rapid growth
in the countrys food processing sector. The Prime Minister said that this can be achieved by
37

simplifying the tax structure, formulating a National Food Processing Policy and improving
rural infrastructure.
Moreover, according to Union Minister for Food Processing Industries, Subodh Kant Sahai
the central government is envisaging an investment of US$ 21.50 billion in the food
processing industry over the next five years, a major chunk of which it plans to attract from
the private sector and financial institutions.
Snacks and Confectionery
The Indian market holds enormous growth potential for snack food, which is estimated to be
worth US$ 3 billion, with the branded snack market estimated to be around US$ 1.34 billion,
growing at 15-20 per cent a year. While the growth rate of the US$ 1.56 billion unorganised
sector is 7-8 per cent.
Health Food
Recognising the growth potential of the branded health food sector in India, fast moving
consumer goods (FMCG) majors are foraying into this sector in a big way. As Hindustan
Lever Ltd (HUL) is test marketing its health food brand, Kissan Amaze, in three southern
states in India, Godrej Hershey Foods & Beverages Ltd (GHFBL), a joint venture between
Godrej Beverages & Foods Ltd and Hershey Company, is planning to introduce select brands
from its international portfolio in the domestic market.
The modules cover a lot of material and have relied on participants doing some substantial
home work prior to the course such as reading the factor plan and/or completing the EJE
questionnaire for their own job. This home work did not happen. The modules may need to
be revised to allow for this reality perhaps by spending more time on the meanings of the
factors or going through the questionnaire to demonstrate why particular questions are being
asked.
The success of the data gatherer and the enrichment training depends on having sufficient
time for practice. In any revision or adaptation this should not be compromised.

38

Process
In the completed EJE projects from data gathering to enrichments the process as specified
in the EJE Users Guide generally worked well.
Some particular processes worked well and could be emphasized or added to the Guide as
tips. These were:

Staring the data gathering interview by asking the job holder for a general overview of
their job perhaps by asking about a typical day provides the interviewer with some
useful vocabulary and a slightly wider knowledge base from which to probe

Having the job information validated and signed off meant that there was confidence
that it was complete and accurate. This supported the practice of using only the
validated information in decision-making. It also meant that it was not necessary to
ask the job holder to answer questions from the committee

The chair of the committee was one of the consultants. They did not have voting
rights but provided independent clarification of factors and factor level distinction
when required

The committee adopted a practice of parking a decision on a particular factor when

there was not sufficient agreement. Often, in discussion of other factors or on further
reading of the questionnaire or job descriptions, agreement was possible

On the initial reading of the questionnaire committee members were encouraged to

use post it notes to mark text where the information provided in one factor was
pertinent to another factor

While the knowledge factor is the first one in the questionnaire, it is also one of the
more conceptually complex factors. The committee decided to score this factor after
the other skills factors had been scored

39

It is important to read and re-read the guidance notes for the factors this allows
correction of any misunderstanding or group think about what the factor really
means

The committee confirmed that it is essential to take the time to develop the scoring
rationale once the factor has been evaluated. It is impossible to re-create this later. The
committee articulated its reasons and one person wordsmithed the final text which
was read to the committee for agreement or modification.

EJE is a new system and it took the committee some time to come to grips with the factors
and their meaning. To ensure that everyone understood the factors it was decided that the
initial reading of the job information would occur at the committee. Members became more
confident during the process. At this point in a committees development it becomes possible
to read the material independently prior to the meeting and even begin scoring as long as
clear rationales are kept at the point of scoring. This would substantially reduce the time it
takes to evaluate the jobs. Independent scoring does increase the requirement of the chair to
be alert to bias in individual decision-making by observing patterns of scoring and rationales.

40

CHAPTER IV
DATA ANALYSIS AND
INTERPRETATION

DATA ANALYSIS

1. The job Enrichment system helps in fast and better decision making.

Strongly agree

Agree

Neither agree nor Disagree

disagree

28

42

1
41

D
is
ag
re
e

di
sa
gr
ee

ei
th
er

ag
re
e

no
r

St
ro
ng
ly

ag
re
e

Ag
re
e

45
40
35
30
25
20
15
10
5
0

1. By this question we can say that the employees in the organization participate in
decision making.
2. The employees in the organization agree that job Enrichment helps in better and fast
decision making.
3. The about 58% of the employees agree that job Enrichment helps in better decision
making.

2. Job Enrichment helps in enhanced productivity or service quality.

Strongly agree

Agree

Neither agree nor Disagree

disagree

14

54

42

60
50
40
30
20
10
0
Strongly agree

Agree

Neither agree nor

disagree Disagree

INTERPRETATION
1. By this questionnaire we can say that the better usage of job Enrichment helps in
increase of productivity.
2. The better usage of knowledge helps increase in output of the company.
3. About 73% of employees agree that improve of productivity is done by the knowledge
management.

3. Implementing knowledge results in sharing best practices.

Strongly agree

Agree

Neither agree nor Disagree

disagree

24

42

43

45
40
35
30
25
20
15
10
5
0
Strongly agree

Agree

Neither agree nor

disagree Disagree

INTERPRETATION
1. By the implementation of job Enrichment the employees can have better options of
sharing their practices with all.
2. This job Enrichment enhances the employees in sharing their best practices.
3. About 58% of employees agree that they share their best practices with other
employees.

4. Job Enrichment makes it easy to enter into different market type.

Strongly agree
8

Agree

Neither

52

disagree
12

agree nor Disagree

0

44

60
50
40
30
20
10
0
Strongly agree

Agree

Neither agree nor

disagree Disagree

INTERPRETATION
1. By this question we can say that job Enrichment helps to enter into different market
types.
2. The employees in the organization say that by the implementation of job Enrichment
we can enter into the different market types easily.
3. About 72%of the employees on the organization agree with the job Enrichment there
is increase of the market types.

5. Job Enrichment increase innovation by the employee.

Strongly agree
10

Agree

Neither

50

disagree
8

agree nor Disagree

4

45

60
50
40
30
20
10
0
Strongly agree

Agree

Eneither agree nor disagree

Disagree

INTERPRETATION
1. By this question we can say that by the job Enrichment the innovations in the
organizations increase by the employees.
2. Job Enrichment helps in increase of the innovations in the organization.
3. About 70% of the employees in the organization agree that innovations increase by
knowledge management.

6. Application of job Enrichment system results in increased market shares.

Strongly agree
10

Agree

Neither

46

disagree
8

agree nor Disagree

8

46

50
45
40
35
30
25
20
15
10
5
0
Strongly agree

Agree

Neither agree nor

disagree Disagree

INTERPRETATION
1. By this question we can say that job Enrichment system helps in increase of the
market share of the organization
2. The employees in the organization say that implementation of job Enrichment results
in the improvement of the market share.
3.

About 63% of the employees in the organization agree that the job Enrichment
system increases the market share.

7. Job Enrichment increases the learning/adaption capability of employees.

Strongly agree
14

Agree

Neither

52

disagree
4

agree nor Disagree

2

47

60
50
40
30
20
10
0
Strongly agree

Agree

Neither agree nor

disagree Disagree

INTERPRETATION
1. By this question we can say that job Enrichment helps in increasing the learning/
adaption capability of the employee.
2. The employees in the increase there learning/ adaption capability by the knowledge
management.
3. About 72% of the employees agree that they increase their learning/ adaption
capabilities by the job Enrichment system.

8. Job Enrichment helps in better staff attraction/retention.

Strongly agree
8

Agree

Neither

54

disagree
6

agree nor Disagree

4

48

60
50
40
30
20
10
0
Strongly agree

Agree

Neither agree nor

disagree Disagree

INTERPRETATION
1. By this question we can say that job Enrichment helps in the employee attraction and
retention process.
2. The employees in the organization say that job Enrichment also helps in attraction
and retention of employees.
3. About 73% of employees agree that by the job Enrichment attraction and retention of
the employees is done.

9. Job Enrichment helps to decreases the communication gap in the organization.

Strongly agree
8

Agree

Neither

54

disagree
8

agree nor Disagree

2

49

60
50
40
30
20
10
0
Strongly agree

Agree

Neither agree nor

disagree Disagree

INTERPRETATION
1. By this question we can say that job Enrichment decreases the communication gap
between the employees in the organization.
2. The employees in the organization say that by job Enrichment the communication of
the employees increases.
3. About 73% of employees agree that job Enrichment decrease the communication gap.

10. Job Enrichment results in increased delegation of authority and accountability to

individuals.

Strongly agree
4

Agree

Neither

46

disagree
14

agree nor Disagree

8

50

50
45
40
35
30
25
20
15
10
5
0
D
is
ag
re
e

di
sa
gr
ee

Ag
re
e
N

ei
th
er

ag
re
e

no
r

St
ro
ng
ly

ag
re
e

Column2

INTERPRETATION
1. By this question we can say that job Enrichment increases the delegation of authority
and accountability of the employees.
2. The organization employees also agree that job Enrichment helps to increase the
delegation of authority and accountability of the employees.
3. About 64% employees agree that the delegation if authority and accountability
increases by knowledge management.

11. Job Enrichment helps in achieving better Returns on investment (ROI).

Strongly agree
8

Agree

Neither

54

disagree
6

agree nor Disagree

4

51

60
50
40
30
20
10
0
Strongly agree

Agree

Neither agree nor

disagree Disagree

INTERPRETATION
1. By this question we can say that the organization return on investment improves by
the knowledge management.
2. The employees in the organization agree that the return on investment increases by the
knowledge management.
3. About 75% of the employees in the organization agree that job Enrichment system
helps in improving the return on investment.

12. Information regarding process description can be uploaded in organizations database.

Strongly agree
8

Agree

Neither

42

disagree
10

agree nor Disagree

12

52

45
40
35
30
25
20
15
10
5
0
Strongly agree

Agree

Neither agree nor

disagree Disagree

INTERPRETATION
1. By this question we can say that all the information is uploaded in the database of the
organization.
2. The employees in the organization agree that all the information about the process
description and employees is uploaded in the database.
3. About 58% of the employees agree that all the information is uploaded in the database
of the organization.

13. Personal best practices can be shared with other employees.

Strongly agree
10

Agree

Neither

54

disagree
4

agree nor Disagree

4

53

60
50
40
30
20
10
0
Strongly agree

Agree

Neither agree nor

disagree Disagree

INTERPRETATION
1. By this question we can understand that by the job Enrichment persons best practices
can be shared with other employees.
2. The employees in the organization also agree that the employees best practices can be
shared with other employees in the knowledge management.
3.

About 75% of the employees in the organization agree that the job Enrichment helps
in sharing the personal best practices with other employees.

14. Enabling hardware and software technologies are available to support learning rather that
control it.

Strongly agree
8

Agree

Neither

32

disagree
24

agree nor Disagree

8

54

35
30
25
20
15
10
5
0
Strongly agree

Agree

Neither agree nor

disagree Disagree

INTERPRETATION
1. By this question we can say that enabling the hardware and software technologies are
available to support learning rather control it.
2. Most of the employees in the organization are confused to say either the hardware and
software technologies are available to support learning rather control it.
3. About 42% agree and 34% neither agree nor disagree of employee in the organization
are opinioned on this statement.

15. There are well defined processes for creation, capture and acquisition of knowledge.

Strongly agree
8

Agree

Neither

50

disagree
8

agree nor Disagree

6

55

60
50
40
30
20
10
0
Strongly agree

Agree

Neither agree nor

disagree Disagree

INTERPRETATION
1. By this statement we can say that there are some processes of creation capture and
acquisition of knowledge.
2. The employees in the organization also agree that there are some specified processes
for creation, capture and acquisition of knowledge.
3. About 70% of the employees agree that there are specified process for the creation,
capture and acquisition of knowledge.

16. Useful knowledge can be easily shared and acted upon.

Strongly agree
14

Agree

Neither

50

disagree
4

agree nor Disagree

4

56

60
50
40
30
20
10
0
Strongly agree

Agree

Neither agree nor

disagree Disagree

INTERPRETATION
1. By this question we can say that useful knowledge can be easily shared and acted up.
2. The employees in the organization also agree that knowledge can be shared and acted
up.
3. About 70% of the employee in the organization agrees that knowledge can be shared
and acted up.

17. There is enabling structure in terms of hierarchy and communication flow that facilitates
learning.

Strongly agree

Agree

Neither

agree nor Disagree

disagree
57

42

16

45
40
35
30
25
20
15
10
5
0
Strongly agree

Agree

Neither agree nor

disagree Disagree

INTERPRETATION
1. By this question we can say that there is an enabling structure of hierarchy and
communication flow that facilitates learning.
2. The employees about 65% agree that statement.
3. But about 23% of employees disagree this statement.

18. There are cohesive teams in organization which facilitates sharing of experiences and
information among employees.

Strongly agree
8

Agree

Neither

30

disagree
16

agree nor Disagree

18
58

35
30
25
20
15
10
5
0
Strongly agree

Agree

Neither agree nor

disagree Disagree

INTERPRETATION
1. By this question we can say that there are cohesive teams in the organization which
facilitates sharing of experience and information among the employees.
2. Most of the employees of the organization agree with this statement.
3. The employees about 42% agree and 24% disagree that cohesive teams in the
organization will facilitates sharing of experience and information among the
employees.

19. The organization provides incentives to motivate users to learn from experiences and use
job Enrichment system.

Strongly agree
6

Agree

Neither

42

disagree
6

agree nor Disagree

18
59

45
40
35
30
25
20
15
10
5
0
Strongly agree

Agree

Neither agree nor

disagree Disagree

INTERPRETATION
1. By this question we can say that employees in the organization are motivated to learn
from experiences and use job Enrichment system by providing incentives.
2. Most of the employees about 24% of employees disagree this statement.
3.

But about 65% of the employees in the organization agree with the statement.

20. The organization continuously strives for learning and re-learning for its employees.

Strongly agree
10

Agree

Neither

36

disagree
14

agree nor Disagree

12

60

40
35
30
25
20
15
10
5
0
Strongly agree

Agree

Neither agree nor

disagree Disagree

INTERPRETATION
1. By this question we can say that the organization will continuously strives to learn
and relearn from its employees.
2. About 50% of the employees agree with this statement.
3. But about 20% of the employees neither agree nor disagree with this statement.

21. Job Enrichment is responsibility of individual do you?

Strongly agree
12

Agree

Neither

40

disagree
8

agree nor Disagree

12

61

45
40
35
30
25
20
15
10
5
0
Strongly agree

Agree

Neither agree nor

disagree Disagree

INTERPRETATION
1. By this question we can say that job Enrichment is the individual employees
responsibility.
2. Most of the employee about 75% of the employees agree and strongly agree with this
statement.
3.

But about 17% of the employees in the organization feel that it is not the individual
responsibility.

22. Job Enrichment responsibility of employer does you?

Strongly agree
10

Agree

Neither

30

disagree
14

agree nor Disagree

18

62

35
30
25
20
15
10
5
0
Strongly agree

Agree

Neither agree nor

disagree Disagree

INTERPRETATION
1. This question states that job Enrichment is the employers responsibility.
2. About 56% of the employees in the organization agree with this statement.
3. But about 25% of the employee disagree and feels that it is the employee
responsibility.

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CHAPTER V
FINDINGS, SUGGESTIONS AND
CONCLUSION

CONCLUSIONS:
By the study of the job Enrichment and analysis of the questionnaires we can give some
conclusions:
1. Job Enrichment is the responsibility of the individual employee and the employers in
the organization.
64

2. Job Enrichment helps in improving communication and coordination among the

employees.

3. Job Enrichment helps in fast and better decision making in the organization problems.
4. Job Enrichment helps in increase of the productivity and service qualities in the
organization.

5. Job Enrichment increases the learning and adoption capabilities of the employees in
the organization.
6. Job Enrichment helps to enter into different market types and increase the share in the
market.
7. Job Enrichment helps in increasing the innovative skills of the employees.
8. Job Enrichment helps the employee in the organization to share their best practices
and experiences with their other employees which encourage the other employees.
9. Job Enrichment not only helps the employees but also it helps the organization in
learning and relearning.

SUGGESTIONS:
1. Organization should give encouragement to the entire employee in sharing their
opinions with the management.
2. Management should educate all the employees in the organization about the
knowledge management.

65

3. The organization should provide some interaction programs to the employees in the
organization.

4. Organization should motivate the employees in the organization in the usage of

knowledge management.

5. Organization should make the employees to feel accountable and responsible about
their work.

QUESTIONNAIRE

1. The job Enrichment system helps in fast and better decision making.
a) Strongly agree b) agree c) neither agree nor disagree d) disagree

2. Job Enrichment helps in enhanced productivity or service quality.

66

a)

Strongly agree b) agree c) neither agree nor disagree d) disagree

3. Implementing job Enrichment results in sharing best practices.

a) Strongly agree b) agree c) neither agree nor disagree d) disagree

4. Job Enrichment makes it easy to enter into different market types.

a) Strongly agree b) agree c) neither agree nor disagree d) disagree

5. Job Enrichment increase innovation by the employees.

a) Strongly agree b) agree c) neither agree nor disagree d) disagree

6. Application of job Enrichment system results in increased market share.

a) Strongly agree b) agree c) neither agree nor disagree d) disagree

7. Job Enrichment increases the learning/adaptation capability of employees.

a) Strongly agree b) agree c) neither agree nor disagree d) disagree

8. Job Enrichment helps in better staff attraction/retention.

a) Strongly agree b) agree c) neither agree nor disagree d) disagree

9. Job Enrichment helps to address the communication gap in the organization.

a) Strongly agree b) agree c) neither agree nor disagree d) disagree

10. Job Enrichment results in increased delegation of authority and accountability to

individuals.
a) Strongly agree b) agree c) neither agree nor disagree d) disagree
67

11. Job Enrichment helps in achieving better Return on investment (ROI).

a) Strongly agree b) agree c) neither agree nor disagree d) disagree

12. Information regarding process description can be uploaded in organizations database.

a) Strongly agree b) agree c) neither agree nor disagree d) disagree

13. Personal best practices can be shared with other employees.

a) Strongly agree b) agree c) neither agree nor disagree d) disagree.

14. Enabling hardware and software technologies are available to support learning rather than
control it.
a) Strongly agree b) agree c) neither agree nor disagree d) disagree

15. There are well defined processes for creation, capture and acquisition of knowledge.
a) Strongly agree b) agree c) neither agree nor disagree d) disagree

16. Useful knowledge can be easily shared and acted upon.

a) Strongly agree b) agree c) neither agree nor disagree d) disagree
17. There is enabling structure in terms of hierarchy and communication flow that facilitates
learning.
a) Strongly agree b) agree c) neither agree nor disagree d) disagree

18. There are cohesive teams in organization which facilitates sharing of experiences and
information among employees.
a) Strongly agree b) agree c) neither agree nor disagree d) disagree
68

19. The organization provides incentives to motivate users to learn from experiences and use job
Enrichment system.
a) Strongly agree b) agree c) neither agree nor disagree d) disagree

20. The organization continuously strives for learning and re-learning for its employees.
a) Strongly agree b) agree c) neither agree nor disagree d) disagree

21. Job Enrichment is responsibility of individual do you?

a) Strongly agree b) agree c) neither agree nor disagree d) disagree

22. Job Enrichment is responsibility of employer do you?

a) Strongly agree b) agree c) neither agree nor disagree d) disagree

BIBLIOGRAPHY
Books :
1. Managerial Competency Hay Group
2. Method logy Competency Vladimir Ilyich Lenin
3. Marketing Competency Nun Adm
69

4. Human Resource Management V.S.P. Rao

Other Sources: websites
www.wikepedia.com
www.encyclopedia.com
www.heritagefoods.co.in

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