1.

1 INTRODUCTION:

Human resource management is a field of research and practice that addresses the
evaluation, placement, development, compensation, and retention of employees. The goals of
any human resource program are defined at the organizational level as a component of the
strategic planning process. The process then moves to staffing, which includes recruiting, hiring,
and placing individuals in appropriate organizational roles. The training and development
function involves providing initial skills development to newcomers, along with evaluating
performance over time and providing appropriate ongoing developmental experiences. These
processes all work in tandem with compensation practices, incorporating base pay, incentives,
and nonmonetary benefits. Because human resources decisions influence many important
outcomes for workers, there is also an extensive legal framework regulating employment.

Human Resource Management (HRM) is a planned approach to managing people

effectively for performance. It aims to establish a more open, flexible and caring management
style so that staff will be motivated, developed and managed in a way that they can give of their
best to support departments missions. Good HRM practices are instrumental in helping achieve
departmental objectives and enhance productivity. For the purpose of sharing experience and
providing reference in launching HRM initiatives, we have gathered in this booklet some good
examples introduced by departments.

HR Practices:

Any practice that deals with enhancing competencies commitment and culture
building can be considered an HR practice. The practice can take the form of a system, a process,
an activity, a norm, a rule, an accepted or expected habit, or just a way of doing things.

 Recruitment and Selection

 Training and Development
 Compensation and Benefits
 Promotion and Transfers
 Welfare activities
 Performance appraisal
 Workers participation in management

1
  Quality circles
 Employee counseling
 Team work
 Role analysis

Recruitment and Selection:

The recruitment and selection process is one of the most important aspects of running
new and established businesses alike. The right employees can take your business to new
heights. The wrong ones can hurt business by missing sales, turning customers off and creating a
toxic workplace environment. Follow experts' advice on each step of the recruitment and
selection process to put together a team that fits with and enhances your business culture, goals
and objectives.

Training and Development:

Training and Development is one of the main functions of the human resource management
department. Training refers to a systematic setup where employees are instructed and taught matters
of technical knowledge related to their jobs. It focuses on teaching employees how to use particular
machines or how to do specific tasks to increase efficiency.

Whereas, Development refers to the overall holistic and educational growth and maturity of
people in managerial positions. The process of development is in relation to insights, attitudes,
adaptability, leadership and human relations.

Compensation and Benefits:

Compensation and benefits refers to the compensation/salary and other monetary and
non-monetary benefits passed on by a firm to its employees. Compensation and benefits is an
important aspect of HRM as it helps to keep the workforce motivated. It helps give benefits to
employees based on their performance and actions and brings the best out the employees at
workplace.

Promotion and Transfers:

2
 According to Pigours and Myers, ‘Promotion is advancement of an employee to a better
job – better in terms of greater responsibility, more prestige or status, greater skill and especially
increased rate of pay or salary”.

Transfer is defined as “… the moving of an employee from one job to another. It may
involve a promotion, demotion or no change in job status other than moving from one job to
another”.

Welfare Activities:

Welfare includes anything that is done for the comfort and improvement of employees
and is provided over and above the wages. Welfare helps in keeping the morale and motivation
of the employees high so as to retain the employees for longer duration. The welfare measures
need not be in monetary terms only but in any kind/forms. Employee welfare includes
monitoring of working conditions, creation of industrial harmony through infrastructure for
health, industrial relations and insurance against disease, accident and unemployment for the
workers and their families.

Labor welfare entails all those activities of employer which are directed towards
providing the employees with certain facilities and services in addition to wages or salaries.

Performance Appraisal:

Performance appraisal is a systematic process in which employee’s job performance is

evaluated in relation to the projects on which employee has worked and his contribution to the
organization. It is also known as an annual review or performance review.

It helps the managers place the right employees for the right jobs, depending on their
skills. Often, employees are often curious to know about their performance details and compare it
with their fellow colleagues and how they can improve upon it. So every company needs a good
performance appraisal system.

Workers Participation in Management:

3
 Like other behavioral terms, WPM means different things to different people depending
upon their objectives and expectations. Thus, WPM is an elastic concept. For example, for
management it is a joint consultation prior to decision making, for workers it means co-
determination, for trade unions It is the harbinger of a new order of social relationship and a new
set of power equation within organizations, while for government it is an association of labor
with management without the final authority or responsibility in decision making.

According to Keith Davis, “Workers’ participation refers to the mental and emotional
involvement of a person in a group situation which encourages him to contribute to group goals
and share in responsibility of achieving them”.

In the words of Mehtras “Applied to industry, the concept of participation means sharing
the decision-making power by the rank and file of an industrial organization through their
representatives, at all the appropriate levels of management in the entire range of managerial
action”.

Quality Circles:

Conceptually Quality Circles can be described as a small group of employees of the same
work area, doing similar work that meets voluntarily and regularly to identify, analyze and
resolve work related problems.

This small group with every member of the circle participating to the full carries on the
activities, utilizing problem solving techniques to achieve control or improvement in the work
area and also help self and mutual development in the process.

The concept of the Quality Circle is based on “respect for the human individual” as
against the traditional assumption based on suspicion and mistrust between management and its
employees.

Quality circles built mutual trust and create greater understanding between the manage-
ment and the workers. Cooperation and not confrontation is the key element in its operation.
Quality Circles aims at building people, developing them, arousing genuine interest and
dedication to their work to improve quality, productivity, cost reduction etc.

4
Employee Counseling:

Employee counseling is the process of assisting employees with help and support during
tough times. These times may be because of personal or workplace related.

The need can be based

1) Decreased work performance

2) Health Issues
3) Terminal Disease
4) Loss of a loved one
5) Life Event
6) Stress
The counseling sessions are conducted for employees who might need them. The sessions
can be helpful for employee to open up and solve the issues.

This can help in having happy employees and can increase the productivity.

Team Work:

Teamwork is often a crucial part of a business, as it is often necessary for colleagues

to work well together, trying their best in any circumstance. Teamwork means that people will
try to cooperate, using their individual skills and providing constructive feedback, despite any
personal conflict between individuals.

Role Analysis:

Role analysis is the process of defining a role in the context of its work system, interims
of expectation of important persons, detailing specific tasks under each function, and elaborating
the process, standards and critical attributes namely knowledge, attitude, skill, habits (KASH)
required for effective role.

1.2 OBJECTIVES OF THE STUDY:

 To examine the Human Resources Management Practices in sithammal matches.

5
  To analyze the factors which influencing the Human Resources Management Practices.
 To identify the effectiveness of Human Resources Management Practices in sithammal
matches.
 To know the satisfaction level towards the Human Resources Management Practices in
sithammal matches.

1.3 SCOPE OF THE STUDY:

Human Resource Management is the productive use of people in achieving the

organization’s strategic business objectives. It is a planned approach to managing people in a
effective manner. Good HRM Practices are instrumental in helping achieve departmental
objectives and enhance productivity. This study covers HRM Practices such as recruitment &
selection, performance appraisal, compensation, welfare activities, employee counseling, etc.
This study helps to analyze the factors such as insurance, maintaining pay structure, merit
increases, pay for performance, etc. The effectiveness towards HRM Practices are learning from
training, employee empowerment, rewards system, etc. The satisfaction level of HRM Practices
was to build the effective human resources, peaceful relation between labor and management.
1.4 NEED OF THE STUDY:

The Human Resources Management Practices of attracting, motivating & retaining

employees to ensure the survival of the organization. Human Resource Management Practices
are designed & implemented in such a way that human capital plays a significant role in
achieving the goals of the organization. Human Resource Management Practices such as
performance appraisal, training and development encourage the employees to work better in
order to increase the organizational performance. So this study is intended to know the human
resources management practices of Sithammal matches, sattur.

1.5 LIMITATION OF THE EMPLOYEES:

 This study covers only Permanent employees those who work in Sithammal Matches,
Sattur.

1.6 LITERATURE REVIEW:

6
 Subhash C. Kundu, Divyamalhan, et al(2007)1, this study entitled “Human Resource
Management Practices in Shipping Companies”. The Objectives of this study to assess
the practices regarding human resources in shipping companies, to assess the
compensation practices in shipping companies. The tools used for this study is
correlation, chi-square and etc. The major finding of the study is to identify the
contemporary HR practices (like workforce diversity). This study concluded that bring
out the human resources management practices in shipping companies.

 Subhash C. Kundu, Divyamalhan(2009)2, this study entitled “H R M Practices in

Insurance Companies: A study of Indian and Multinational companies”. The Objectives
of this study to assess the practices regarding human resources planning and recruitment,
to identify selection and socialization practices in insurance companies, to assess
practices of performance appraisal in insurance company. The tools used for this study is
correlation, means, standard deviation, Anova and etc. The major finding of the study is
to learn from the practices adopted by the multinational companies especially with regard
to workforce diversity practices, competitive compensation, and selection and
socialization of employees. This study concluded that organization can certainly make
significant improvements to their performance by emphasizing excellent HR practices.

---------------------------------------------------------------------------------------------------------------
1. [Link], Divyamalhn, et al(2007),”Human Resource Management Practices in
Shipping Companies”, Delhi Business Review, vol. 8 No.1, pp: 75-88.
2. Subhash C. Kundu, Divyamalhan(2009), “H R M Practices in Insurance Companies: A
study of Indian and Multinational companies”, Managing Global Transitions, Vol. 7, No.
2, pp. 191-215.
 RuchiGoyal and [Link](2011)3, this study entitled “ H.R. Practices:
Impact on Organizational Commitment”. The objectives of this study to retain not only

7
 ordinary employees but also top performers through their positive impact on organization
commitment which is a strong predictor of employee turnover. The major finding of this
study was in terms of the positive consequences for organizations of having committed
employees. This study concluded that the positive employee perception leads to improved
employee motivation, which in turn, leads to higher organizational commitment.

 RuchiGoyal and [Link](2011)4, this study entitled “ The Challenging HR

environment & the changing HR Practices in Indian Pharmaceutical industry”. The
objectives of this study to create the need for fundamental advances in human resource
management. The major finding of this study was company will have to regularly review
and re-evaluate their HR Policies. This study concluded that to thrive in an upbeat
competitive environment, it will also be essential for them to continuously update these
policies in line with industry trends and analysis.

-----------------------------------------------------------------------------------------------------------------
3. RuchiGoyal and DrMadhuShrivastava (2011),”H. R. Practices: Impact on Organizational
Commitment”, National Conference on Secure data Communication and Networks,
ISBN NO: 978-81-7906-2715, pp 80-83.
4. RuchiGoyal and DrMadhuShrivastava (2011),” The Challenging HR environment & the
changing HR Practices in Indian Pharmaceutical industry”, National Conference on
Secure data Communication and Networks, ISBN NO: 978-81-7906-2715, pp 212-214.
 RuchiGoyal and [Link](2012)5, this study entitled “ A study of HR
practices and their impact on employees job satisfaction and organizational commitment
in Pharmaceuticals”. The objectives of this study to provide motivation through

8
 innovation recognition methods, to gain a competitive advantage in the pharmacy
industry. The tools used for this study is Anova. The major finding of this study was
measuring the appropriateness of prevalent HR practices, and its impact on employee job
satisfaction and organizational commitment in pharmaceuticals companies. This study
concluded that reveals how appropriate HR practices of an organization can improve the
job satisfaction level of the employee and strengthen commitment toward the
organization in the pharmaceutical units.

 James olalekanakinbode&Uwem,Lydila(2013)6, this study entitled ”Human Resource

Management Practices in Private cleaning service outsourcing organization in Lagos
state, Nigeria”. The objectives of this study to ensure that transport expended has little or
no strain on the take home pay, to work so early in the morning hours due to distance
involved and expected time of resumption of the janitor. The tools used for this study is
frequency distribution. The major finding of this study is stating the peculiarities of the
HRM practices in private cleaning service outstanding organizations in Lagos state and
put forward recommendations to reposition the industry through effective HRM
practices. This study concluded that it can improve upon through the recommendations
below in order to ensure sound quality service delivery to its teeming clientele.

5. RuchiGoyal and [Link](2012), “ A study of HR practices and their impact

on employees job satisfaction and organizational commitment in Pharmaceuticals”,
International Journal of Business Trends and Technology, volume 2Issue3, ISSN:2249-
0183, Page no: 23-28.
6. James olalekanakinbode&Uwem,Lydila(2013), ”Human Resource Management Practices
in Private cleaning service outsourcing organization in Lagos state, Nigeria”,
International Journal of basic and applied science, P-ISSN: 2301-4458; E-ISSN: 2301-
8083, Vol. 02,No. 02,pp. 266-275.

 Dr Malar MathiK(2013)7, this study entitled “HR Practices in IT sector- An Overview”.

The objectives of this study to manage people effectively for performance, to gain the
competitive advantage of a workforce strategically aligned with the organization goals

9
 and objectives. The major findings of this study to identify the learning and development
needs of employees. This study concluded that are helping to achieve departmental
objectives and enhance productivity.

 AnathalakshmiMahadevan&Fadumo Ahmed Mohamed(2014)8, this study entitled “

Impact of Human Resource management(HRM) Practices on Employee Performance (A
case of Telecom Malaysia).The objective of this study to identify the impact of HR
practices on employee performance. The tools used for this study is Coefficient, Anova.
The major finding of this study was to develop organization performance, take a vital role
in improving employee performance as well as increasing productivity and eventually
helps to place organizations in the best position to face competitive challenges and stay
on top. This study concluded that there was a significant relationship and impact of
training and compensation plans on employee performance whereas employee
participation had less impact on employee performance.

---------------------------------------------------------------------------------------------------------------------
7. Dr Malar Mathi K(2013), “HR Practices in IT sector- An Overview”, International
Journal of Advanced Research in Management and Social Sciences, ISSN:2278-
6236,Vol. 2, No. 7,pp 139-146.

8. AnathalakshmiMahadevan&Fadumo Ahmed Mohamed(2014), “ Impact of Human

Resource management(HRM) Practices on Employee Performance (A case of Telecom
Malaysia),International Journal of Accounting & Business Management, ISSN: 2289-
4519, Vol. 2,No. 2,pp 29-42.
 Saifalislam K M, Osman ,at el(2014) 9,this study entitled “ Human Resource Management
Practices: Influence of recruitment and selection, and training and development on the
organizational performance of the Jordanian Public university”. The objectives of this

10
 study to choose the most suitable candidate for right job, to improve organizational
performance. The tools used for this study is Correlation Analysis, Regression Analysis
and Hypotheses. The major finding of this study was to enable the university to develop
more productive and effective employees. This study concluded that the people whose
knowledge, skills, and abilities are utilized to create and to deliver effective services.

 SangeetaTrehan& Karan setia(2014)10, this study entitled “Human resource management

Practices and Organizational Performance: An Indian Perspective”. The objectives of this
study to contribute to a better understanding of the role of human resource practices in
creating and sustaining organizational performance, specifically in the Indian context.
The major finding of this study to examine HR and firm performance linkage suitable for
the Indian conditions. This study concluded that the human resource practices ultimately
impinge upon the organizational performance.

---------------------------------------------------------------------------------------------------------------------

9. Saifalislam K M, Osman ,at el(2014), “ Human Resource Management Practices:

Influence of recruitment and selection, and training and development on the
organizational performance of the Jordanian Public university”, IOSR Journal of
Business and Management(IOSR-JBM).e-ISSN:2278-487X,p-ISSN: 2319-7668, Vol. 16,
Issue 5. Ver. V, pp 43-46.
10. SangeetaTrehan& Karan setia(2014), “Human resource management Practices and
Organizational Performance: An Indian Perspective”, Global Journal of Finance and
Management, ISSN: 0975-6477, Vol. 6, No. 8, pp 789-795.
 Abdul Hameed S &DrShaik Mohamed N(2016)11, this study entitled “HRM Practices and
Organizational performance in hospitals”. The objectives of this study to examine the
influence of HRM practices on organizational performance in hospitals, to test and
validate the purposed research model. The tools used for this study is correlation,

11
 hypothesis. The major finding of this study to investigate the relationship between the
practices of HRM and organizational performance among nurses in hospitals. This study
concluded that result in the development of individual productivity and organizational
performance in hospitals.

 SairaHassan(2016)12, this study entitled “Impact of HRM practices on employee’s

performance”. The objectives of this study to determine the effort of HRM practices on
employee performance, to determine the status of HRM practices in Textile sector. The
tools used for this study is Correlation, Anova and Regression. The major finding of this
study is HRM practices have a positive role in increasing the employee’s performance.
This study concluded that employee’s performance can be increased by giving employees
an opportunity to make effective decisions.

-------------------------------------------------------------------------------------------------------------------
11. Abdul Hameed S &DrShaik Mohamed N(2016), “HRM Practices and Organizational
performance in hospitals”, IOSR Journal of Business and Management(IOSR-JBM,e-
ISSN:2278-487X,p-ISSN: [Link]. 18,Isssue [Link]. 1,pp 34-41.
12. SairaHassan(2016), “Impact of HRM practices on employee’s performance”,
International Journal of Academic Research in Accounting, Finance and Management
Sciences, vol. 6, No.1,pp 15-22,E-ISSN: 2225-8329, P-ISSN:2308-0337.

1.7 RESEARCH METHODOLOGY:

RESEARCH DESIGN

12
 “A Research design is the arrangement of conditions for collection and analysis of data in
a manner that aims to combine relevance to the research purpose with economy in procedure.

DESCRIPTIVE RESEARCH

Descriptive research includes surveys and fact finding enquires of different kind. The
major purpose of descriptive research is descriptive of the state of affairs as it exists at presents.
The main characteristic of this method is that the researcher has no control over the variables can
only report what has happened or what is happening. Descriptive research is pre-planned and
structured. It is typically based on large representative samples. A formal research design
specifies the methods for selecting the sources of information and for collecting data from those
resources. A descriptive design requires a clear specification of the who, what, when, why, and
way of the research.

1.8 DATA COLLECTION

Primary Data

The primary data are those data, which are collected freshly for the first time, and they
are original in character. The researcher had collected primary data, which had obtained by a
study specifically designed to fulfill data needs of the problem at hand such data are original as
character. They are also follows.

Secondary Data

The secondary data as those which have been collected by someone else and which have
already been passed through the statistical process. The researcher uses different sources to
collect the data’s such as company publications, business journals, magazines, project reports,
websites, etc.

1.9 DATA COLLECTION METHODS

In this study the questionnaire is used as a research instruments. Primary data is collected
through questionnaire.

Questionnaire

13
 A questionnaire is a formalized set of questions for obtaining information from
respondents likes open ended question and close question.

1.10 SAMPLING METHODS

Simple Random Sampling:

Simple random sampling is the easiest form of probability sampling. All the researcher
needs to do is assure that all the members of the population are included in the list and then
randomly select the desired number of subjects.
There are a lot of methods to do this. It can be as mechanical as picking strips of paper
with names written on it from a hat while the researcher is blindfolded or it can be as easy as
using a computer software to do the random selection for you.

Sampling Unit

The research is considered who is the customer of Sithammal matches, sattur as sampling
unit for this study.

Sample Size

Sample size selected for this research is respondents.

1.11 STATISTICAL TOOL FOR ANALYSIS

Researcher uses following statistical tools for data analysis and interpretation.

 Percentage Analysis
 Weight Average Analysis

Percentage Analysis

Percentage method is refers to a specified kind which is used in marketing comparison

between two or more series of data. Percentages are based on descriptive relationship. It
compares the relative item. Since the percentage reduce everything to a common base and there
by allow meaning comparison.

Formula used:

14
 No. of respondents
Percentage analysis = ---------------------------------- *100
Total No. of respondents

Weighted Average method

The weighted average is referred to as weighted arithmetic mean or weighted arithmetic

average and is defined for a set of values and non-negative associated weights as the sum of all
values times their associated weights divided by the sum of the weights. A weighted average
tends towards a given mean in proportion to the sample’s size relative to the size of other
samples being compared.

Formula used:

5
Total = ∑ Value∗Weigh tage
i=0

Total
WEIGHTED AVERAGE = ________________
No. of Respondents
1.12 CHAPTER SCHEME

 The entire study is summarized into five chapters

 The first chapter consists of introduction, objectives of the study, research methodology,
review of literature, and chapter scheme.
 The second chapter deals with industry profile and company profiles, it describes the
history of Match Industry.
 The third chapter deals with collected primary data have analysis with statistical tools
like percentage analysis and weight average method.
 The fourth chapter, data analysis are discussed findings from the percentage analysis,
weighted average can be obtained and suggestions help for organization improvisation.
 The fifth chapter consists of summary of conclusion.

2.1 INDUSTRIAL PROFILE:

EARLY MATCHES:

15
 If there occurs an emergency at night it may take some time to make a light to light a
lamp. But an ingenious man devised the system of impregnating little sticks of pinewood with
sulphur and storing them ready for use. At the slightest touch of fire they burst into flame…This
marvelous thing was formerly called a “light-bringing slave”, but afterwards when it became an
article of commerce its name was changed to ‘fire inch-stick’.
Some Chinese scholars speculate that the invention was made in 577AD by women of the
Northern Qi, (or Sui) who were unable to leave the confines of their city to search for tinder,
because it was under siege by the Northern Zhou and Chen.

The Boyle Match & the Ethereal Match

The first friction match was born from the alchemical experiments of Hennig Brandt in
Hamburg in 1669, who was attempting to transform an olio of base metals into gold, and instead
accidentally produced the element phosphorous. He ignored his discovery, but British physicist
Robert Boyle in 1680 coated coarse paper in phosphorous, and a splinter of wood in sulphur.
When the wood was drawn through the folded paper, it burst into flames. Due to the scarcity of
phosphorous, this invention was little more than an expensive novelty for the rich.

In 1817 a French chemist created what he called “the Ethereal Match,” a piece of paper
coated with a compound of phosphorous that ignited when exposed to air. The paper was
vacuum-sealed in a glass tube called the “match,” which was ignited when the tube was
smashed.

16
LUCIFERS:
In 1826, John Walker, an apothecary in Stockton-on-Tees, conducting an experiment in
his laboratory, stirred a mixture antimony sulfide, potassium chlorate, gum, and starch with a
wooden stick, and subsequently scraped the stick on the stone floor of the lab to remove a glob
of the solution that had dried on the end of it. When the stick burst into flames, Walker realized
he had created something of interest, and made several of the sticks, which he demonstrated for
the amusement of friends and colleagues. One of the observers at a demonstration in London was
Samuel Jones.

Jones realized the invention’s commercial potential, set up a match business in London,
and cleverly named his product “Lucifers.” The term persisted as slang in the 20 th Century.
Lucifers caught on, and following their introduction in London, tobacco smoking of all kinds
greatly increased.
However the Lucifers were unpredictable, often giving off violent bursts of flame, and emitted
an extremely noxious odor of sulfur. Boxes of lucifers carried a printed warning: “persons whose
lungs are delicate should by no means use Lucifers.”
DEADLY MATCHES
In 1830 French chemist Charles Sauria reformulated the match to eliminate the foul odor
and lengthen the burning time. He created phosphorous-based matches that began to be
manufactured in large quantities. Match factories (often utilizing child labor) and home match
factories (populated largely by women) began turning out matches at an unprecedented rate.
Phosphorous, however, is highly poisonous. Scores of factory workers became ill with a scourge
that became known as “phossy jaw,” a deforming necrosis in the bones of the face, particularly
the lower jaw.

17
 phossy jaw
The phosphorous scraped from a single pack of matches contained enough poison to
commit suicide or murder, both of which were reported occurrences of the era.

MATCH REFORM:
A non-poisonous match using red, rather than white phosphorous was invented in the
mid-1800s, however it was more expensive to produce. Only gradually, after agitation and
worker actions like the London Matchgirl’s Strike in 1888, did governments pass legislation
against the use of white phosphorous, which forced match manufacturers to reform their
dangerous product.

The Diamond Match Company produced the first non-poisonous match in the U.S., and
as a humanitarian gesture, forfeited patent rights, allowing rival companies to cheaply switch to
non-poisonous match production. The Company was recognized by President Taft and won a
prestigious award for the elimination of a serious occupational disease.

18
 the London match girls strike
THE LOCOFOCOS:
From 1835 to the mid 1840’s, a radical faction of the Democratic Party came to be called
the Locofocos, which at the time was a popular name for the match in the U.S. Anti-slavery and
Anti-Monopoly, the Locofocos were originally named “the Equal Rights Party,” until a group of
mainstream Democrats tried to disrupt one of their political meetings by turning off the gas
lights. The group continued their meeting anyway, debating in semi-darkness mitigated only by
the light of matches struck and held aloft, thus earning their new name. Led by editorial writer
William Leggett, they were involved in the Flour Riot of 1837 and in general were for Free
Trade, greater protection for Labor Unions, against paper money, financial speculation, and state
banks.

Ralph Waldo Emerson said of the Locofocos:

“The new race is stiff, heady, and rebellious; they are fanatics in freedom; they hate tolls,
taxes, turnpikes, banks, hierarchies, governors, yea, almost laws.”

19
SAFETY MATCHES AND MATCHBOOKS:
The safety match was invented in 1844 in Sweden, by Gustaf Eric Pasch, improved on by
Johan EdvardLundström, and prevented unintentional combustion by separating the reactive
ingredients between the match head and the striking surface.

Pennsylvania attorney Joshua Pusey invented the matchbook, containing 50 matches and
a striking surface on the inside of the cover. The Diamond Match Company bought Pusey’s
patent, and improved the safety of the design by placing the striking surface on the outside. In
1896 a brewing company ordered more than fifty thousand matchbooks to advertise a new
product, and the ubiquitous practice of matchbook advertising was born. In the 1940’s the
psychological warfare branch of the U.S. government distributed thousands of matchbooks
containing anti-nazi slogans to occupied countries, and the French Resistance produced
matchbooks containing instructions on how to derail Nazi trains printed on the inside cover.

THE MATCH TODAY:

Thirty thousand match heads will produce a 10-15 foot column of flame. A satchel of
sixty thousand match heads has enough firepower to propel a 6 pound bowling ball 1500 feet.

Today, Americans strike more than five hundred billion matches every year…

HISTORY OF SAFETY MATCHES IN INDIA:

The origin of the safety match industry in India goes back to the beginning of this
century. Around 1910 immigrant Japanese families who settled in Calcutta began making

20
matches with simple hand- and power-operated machines. Local people soon learned the
necessary skills and a number of small match factories sprang up in and around Calcutta.

These small match factories could not meet the total requirements of the country
however, and India began to import matches from Sweden and Japan. During the First World
War, when Swedish matches could not be imported, the Indian market was fed mainly by
imported matches from Japan and by the locally made ones which followed the Japanese pattern
introduced in Calcutta.

After the war, factories in Calcutta were unable to compete with imports, and handmade
match production shifted to southern India, especially in the Ramanathapuram and Tirunelveli
districts of Tamil Nadu State. This shift was due to the pioneering efforts of P. IyaNadar and A.
ShanmugaNadar who went to Calcutta to learn the process from Purna Chandra Ray, a local
businessman, who had learned the trade in Germany. The Nadars set up a number of manual
match production units in extremely poor regions of Tamil Nadu, where a combination of the dry
climate, cheap lab our and availability of raw materials from nearby Kerala created ideal
conditions for match production. The first sulphur match that would bum when brought into
contact with a rough surface was produced in South India in 1923, and the first safety match, in
the form we know today, in 1932.

Mechanization came to the Indian match industry in 1924 when M/s Wimco, Ltd.
(Wimco), started operations in 1924 as a unit of the multinational Swedish Match Company.
Wimco is still the only representative of the large scale sector in wooden match manufacturing
and is the only fully mechanized match factory in the country.

During the past three decades, the Indian match industry grew especially rapidly.
Government policies protected Indian matches by placing protective tariffs on imported products
and specifically favored the expansion of the handmade, small-scale sector through the use of
differential excise taxes. There are now 12,000 units in the small-scale, non-mechanized sector,
of which 75% to 90% are situated in Southern India.

21
2.2 COMPANY PROFILE:

Company Name : Sithammal Matches

Founded : Venkadasamy nayaker

Founder : 1983

Owner : V. Rajesh Perumal

Brand Name : Pistol

The company has a vision to Manufacture a world class superior quality safety matches
all over the India and the world. The company has a manufacturing capacity of 6 cr match boxes
and now that will be increased up to 30 cr matches per month in the coming 3 years. Also the
company has a Mission that the employees working in the factory have been benefited with all
the benefits of the workers and also they work in the atmosphere of safety and international
standard.

The company incorporate the latest developments of the mechanical industry and
incorporate all the latest machinery in manufacturing sector to make cost effect productive unit
and serve the product to the peoples with low cost.

The founder of Sithammal matches was Venkatasamy Naiyaker who started this industry
in 1983 in handmade sector the same sector has been now brought up into mechanized sector.

In 2001 Rajesh Permul takes over the Sithammal Matches and with His brother
Prabhakaran in [Link] time they bring automation in safety matches industry in world class
manner. They make very cost effective, quality and consistent product.

At starting time of safety matches industry they are in oriental system, so they don’t want
to manufacture in local standard, so they trying to make the safety measures in international
standards.

They want to provide best health and safety measures to their workers. They provide 4
ways for passing from one section to another or outside of the section if any accidents occur.
They are moving to provide canteen facilities, health benefits, meditation classes etc, to workers.

22
 They want their workers should work in free mind, the working place is spacious. They
provide training for their workers likes firefighting techniques, SOS. They conduct safety
meeting in every week and every month they have planning meeting, they get suggestion from
any 2 workers and then they implement that plan. It takes some time to make factory in fully
international standards.

In every state they have branch. For enhance marketing each branch have marketing
team. They are planning to have office, warehouse and manufacturing unit in each state. The
company providing their products to Gujarat, Rajasthan, Maharashtra, Uttar Pradesh. They
import the raw materials from Belgium, Germany, Switzerland, China, Gujarat, ropes from
Calcutta, wax from gulf countries, wood from Kerala, chloride from Pondicherry. They started
exporting in 2010 to South Africa, Nigeria, Curiosa, etc. Their main focus is domestic market so
they doing exporting to some countries. The machineries are imported from china, Korea,
Germany.

23
3.1 PERCENTAGE ANALYSIS:
Table 3.1.1 Gender-Wise Classification of The Respondents:

SNO Particulars Frequency Percent

1 Male 46 38.3
2 Female 74 61.7
Total 120 100.0

Source: Primary Data

From the table 3.1.1 shows that, 61.7% of the respondents are Male, 38.3% of the
respondents are Female.
Chart 3.1.1 Gender-Wise Classification of The Respondents:

100
90
80
70
61.7
60
50
Percentage

40 38.3

30
20
10
0
Male Female
Gender-wise classification of the respondents

24
Table 3.1.2 Age-Wise Classification Of The Respondents:

SNO Particulars Frequency Percent

1 Below 20 3 2.5
2 21-less than 30 years 20 16.7
3 31- less than 40 years 45 37.5
4 41-less than 50 years 43 35.8
5 Above 51 9 7.5
Total 120 100.0

Source: Primary Data

From the table 3.1.2 shows that, 37.5% of the respondents are 31- less than 40 years,
35.8% of the respondents are 41years - less than 50 years, 16.7% of the respondents are 21 years
– less than 30 years, 7.5% of the respondents are above 51 years, and 2.5% of the respondents
are below 20.
Chart 3.1.2 Age-Wise Classification Of The Respondents:

100
90
80
70
60
50
Percentage

40 37.5 35.8
30
20 16.7

10 7.5
2.5
0
Below 20 21-less than 30 31- less than 40 41-less than 50 Above 51
years years years
Age-wise classification of the respondents

25
Table 3.1.3 Qualification-Wise Classification Of The Respondents:

SNO Particulars Frequency Percent

1 Illiterate 53 44.2
2 Below 10th 37 30.8
3 10th to12th 14 11.7
4 Diploma 8 6.7
5 UG 8 6.7
Total 120 100.0

Source: Primary Data

From the table 3.1.3 shows that, 44.2% of the respondents are illiterate, 30.8% of the
respondents are below 10th, 11.7% of the respondents are 10th to 12th, and 6.7% of the
respondents are Diploma and UG.
Chart 3.1.3 Qualification-Wise Classification Of The Respondents:

100
90
80
70
60
Percentage

50 44.2
40
30.8
30
20
11.7
10 6.7 6.7

0
Illiterate Below 10th 10th to12th Diploma UG
Qualification-wise classification of the respondents

Table 3.1.4 Job Title-Wise Classification Of The Respondents:

26
 SNO Particulars Frequency Percent
1 Administrative officer 4 3.3
2 Head of Section 3 2.5
3 Supervisor 1 .8
4 Technician 6 5.0
5 Labor 106 88.3
Total 120 100.0

Source: Primary Data

From the table 3.1.4 shows that, 88.3% of the respondents are labor, 5.0% of the
respondents are technician, 3.3% of the respondents are administrative officer, 2.5% of the
respondents are head of section, and 0.8% of the respondents are supervisor.
Chart 3.1.4 Job Title-Wise Classification Of The Respondents:

100
90 88.3

80
70
60
50
Percentage

40
30
20
10 5
3.3 2.5 0.8
0
Administrative of- Head of Section Supervisor Technician Labor
ficer
Job title-wise classification of the respondents

Table 3.1.5 Department-Wise Classification Of The Respondents:

27
 SNO Particulars Frequency Percent
1 Administrative 6 5.0
2 Financial 3 2.5
3 Production 49 40.8
4 Package 21 17.5
5 Others 41 34.2
Total 120 100.0

Source: Primary Data

From the table 3.1.5 shows that, 40.8% of the respondents are Production, 34.2% of the
respondents are others, 17.5% of the respondents are Package, 5% of the respondents are
Administrative, and 2.5% of the respondents are Financial.

Chart 3.1.5 Department-Wise Classification Of The Respondents:

100
90
80
70
60
Percentage

50
40.8
40 34.2
30
20 17.5

10 5 2.5
0
Administrative Financial Production Package Others
Department-wise classification of the respondents

Table 3.1.6 Experience-Wise Classification Of The Respondents:

28
 SNO Particulars Frequency Percent
1 Below 5 years 79 65.8
2 5- less than 8 years 40 33.3
3 8 -10 years 1 .8
Total 120 100.0

Source: Primary Data

From the table 3.1.6 shows that, 65.83% of the respondents are below 5 years, 33.33% of
the respondents are 5 years – less than 8 years, and 0.83% of the respondents are 8 years – 10
years.

CHART 3.1.6 EXPERIENCE-WISE CLASSIFICATION OF THE RESPONDENTS:

100
90
80
70 65.8
60
50
Percentage

40
33.3
30
20
10
0.8
0
Below 5 years 5- less than 8 years 8 -10 years
Experience-wise classification of the respondents

Table 3.1.7 Respondents Opinion towards Present Work Load:

29
 SNO Particulars Frequency Percent
1 Normal 88 73.3
2 Light 32 26.7
Total 120 100.0

Source: Primary Data

From the table 3.1.7 shows that, 73.3% of the respondents are feeling normal, and 26.7%
of the respondents are feeling light.
Chart 3.1.7 Respondents Opinion towards Present Work Load:

100
90
80
73.3
70
60
50
Percentage

40
30 26.7

20
10
0
Normal Light
Work load

Table 3.1.8 Respondents Opinion towards the Bases of Promotion:

30
 SNO Particulars Frequency Percent
1 Qualification 29 24.2
2 Experience 76 63.3
3 Recommend 5 4.2
4 All the above 10 8.3
Total 120 100.0

Source: Primary Data

From the table 3.1.8 shows that, 63.3% of the respondents based on experience only the
promotion takes place, 24.2% of the respondents based on qualification only the promotion takes
place, 8.3% of the respondents based on all the above only the promotion takes place, and 4.2%
of the respondents based on recommend only the promotion takes place.

Chart 3.1.8 Respondents Opinion towards the Bases of Promotion:

100

90

80
70
63.3
60

50
Percentage

40

30 24.2
20

10 8.3
4.2
0
Qualification Experience Recommend All the above
Promotion bases

Table 3.1.9 Respondents Opinion towards the Relationship between Employer- Employees:

31
 SNO Particulars Frequency Percent
1 Good 72 60.0
2 Excellent 48 40.0
Total 120 100.0

Source: Primary Data

From the table 3.1.9 shows that, 60.0% of the respondents are good about the relationship
between employer-employee, and 40.0% of the respondents are Excellent about the relationship
between employer-employee.
Chart 3.1.9 Respondents Opinion towards the Relationship between Employer- Employees:

100
90
80
70
60
60
Percentage

50
40
40
30
20
10
0
Good Excellent
Relationship between employer-employes

Table 3.1.10 Respondents Opinion towards the Participation of Management Activity:

32
 SNO Particulars Frequency Percent

1 Neutral 23 19.2
2 Satisfied 88 73.3
3 Highly Satisfied 9 7.5
Total 120 100.0

Source: Primary Data

From the table 3.1.10 shows that, 73.3% of the respondents are satisfied by participating
in management activities, 19.2% of the respondents are Neutral by participating in management
activities, and 7.5% of the respondents are highly satisfied by participating in management
activities.
Chart 3.1.10 Respondents Opinion towards the Participation of Management Activity:

100
90
80
73.3
70
60
Percentage

50
40
30
19.2
20
10 7.5

0
Neutral Satisfied Highly Satisfied
Participating in management activities

Table 3.1.11 Respondents Opinion towards Canteen Services:

SNO Particulars Frequency Percent

1 Yes 120
33 100.0
Source: Primary Data
From the table 3.1.11 shows that, 100% of the respondents are yes for providing canteen
service within the workplace.

Chart 3.1.11 Respondents Opinion towards Canteen Services:

100
100
90
80
70
60
50
Percentage

40
30
20
10
0
Yes
Canteen services

Table 3.1.12 Respondents Opinion towards Medical Benefits Provided by the Company:

34
 SNO Particulars Frequency Percent
1 Quarterly 120 100.0

Source: Primary Data

From the table 3.1.12 shows that, 100% of the respondents said that medical benefits are
provided quarterly by the company to the workers.
Chart 3.1.12 Respondents Opinion towards Medical Benefits Provided by the Company:

100
100
90
80
70
60
Percentage

50
40
30
20
10
0
Quarterly
Medical Benefits povided by company

Table 3.1.13 Respondents Opinion towards Maintaining Machines:

35
 SNO Particulars Frequency Percent
1 Sometimes 30 25.0
2 Always 90 75.0
Total 120 100.0

Source: Primary Data

From the table 3.1.13 shows that, 75.0% of the respondents are said that the machines are
always maintained properly, and 25.0% of the respondents are said that the machines are
maintained sometimes only.
Chart 3.1.13 Respondents Opinion towards Maintaining Machines:

100
90
80 75
70
60
Percentage

50
40
30 25
20
10
0
Sometimes Always
Maintaining Machines

Table 3.1.14 Respondents Opinion towards Remedial Measures Taken By the Company:

36
 SNO Particulars Frequency Percent
1 First Aid 35 29.2
2 Admitted in hospital 85 70.8
Total 120 100.0

Source: Primary Data

From the table 3.1.14 shows that, 70.8% of the respondents are first aid as remedial
measures taken by the company, and 29.2% of the respondents are admitted in hospital as a
remedial measure taken by the company.

Chart 3.1.14 Respondents Opinion towards Remedial Measures Taken By the Company:

100
90
80
70.8
70
60
Percentage

50
40
29.2
30
20
10
0
First Aid Admitted in hospital
Remedial measures taken by company

Table 3.1.15 Respondents Opinion towards Safety Inspection Held in the Company:

37
 SNO Particulars Frequency Percent
1 Quarterly 5 4.2
2 Monthly 115 95.8
Total 120 100.0

Source: Primary Data

From the table 3.1.15 shows that, 95.8% of the respondents are said that safety inspection
will held Monthly in the company, and 4.2% of the respondents are said that safety inspection
will held quarterly in the company.
Chart 3.1.15 Respondents Opinion towards Safety Inspection Held in the Company:

100 95.8
90
80
70
60
Percentage

50
40
30
20
10 4.2
0
Quarterly Monthly
Safety inspection held in company

Table 3.1.16 Respondents Opinion towards Role of Management in Health and Safety:

38
 SNO Particulars Frequency Percent
1 Good 57 47.5
2 Excellent 63 52.5
Total 120 100.0

Source: Primary Data

From the table 3.1.16 shows that, 52.5% of the respondents are said excellent role played
by management in health and safety, 47.5% of the respondents are said good role played by
management in health and safety.
Chart 3.1.16 Respondents Opinion towards Role of Management in Health and Safety:

100

90

80

70

60
52.5
Percentage

50 47.5

40

30

20

10

0
Good Excellent
Role of management in health and safety

Table 3.1.17 Respondents Opinion towards the Aware of Employee Benefits Offered By the
Company:

39
 SNO Particulars Frequency Percent
1 No 24 20.0
2 Yes 96 80.0
Total 120 100.0

Source: Primary Data

From the table 3.1.17 shows that, 80% of the respondents said yes about the aware of
employee benefits offered by the company, and 20% of the respondents said no about the aware
of employee benefits offered by the company,
Chart 3.1.17 Respondents Opinion towards the Aware of Employee Benefits Offered By the
Company:

100
90
80
80
70
60
Percentage

50
40
30
20
20
10
0
No Yes
Aware of employee benefits offered by company

Table 3.1.18 Respondents Opinion towards Sharing of Employee Benefits Information:

40
 SNO Particulars Frequency Percent
1 No 24 20.0
2 Yes 96 80.0
Total 120 100.0

Source: Primary Data

From the table 3.1.18 shows that, 80% of the respondents said yes the information of
employee benefits are shared, and 20% of the respondents said no for not sharing information of
employee benefits.
Chart 3.1.18 Respondents Opinion towards Sharing of Employee Benefits Information:

100

90
80
80
70

60
Percentage

50

40

30
20
20

10

0
No Yes
Sharing of Employee Benefit Information

Table 3.1.19 Respondents Opinion towards Medical Insurance Plan:

41
 SNO Particulars Frequency Percent
1 No 24 20.0
2 Yes 96 80.0
Total 120 100.0

Source: Primary Data

From the table 3.1.19 shows that, 80% of the respondents said yes that they used their
medical insurance plan, and 20% of the respondents said no because they did not used their
medical insurance plan.
Chart 3.1.19 Respondents Opinion towards Medical Insurance Plan:

100
90
80
80
70
60
Percentage

50
40
30
20
20
10
0
No Yes
Medical Insurance Plan

Table 3.1.20 Respondents Opinion towards Claims of Insurance:

42
 SNO Particulars Frequency Percent
1 No Benefits 24 20.0
2 Not Yet Submitted 65 54.2
3 less than 3 31 25.8
Total 120 100.0

Source: Primary Data

From the table 3.1.20 shows that, 54.2% of the respondents are not yet submitted the
insurance claims, 25.8% of the respondents are claimed their insurance for less than 3 times, and
20.0% of the respondents are not having benefits.

Chart 3.1.20 Respondents Opinion towards Claims of Insurance:

100

90

80

70

60 54.2
Percentage

50

40

30 25.8
20
20

10

0
No Benefits Not Yet Submitted less than 3
Claims of Insurance

Table 3.1.21 Respondents Opinion towards Shift Timing in Company:

43
 SNO Particulars Frequency Percent
1 Satisfied 71 59.2
2 Highly Satisfied 49 40.8
Total 120 100.0

Source: Primary Data

From the table 3.1.21 shows that, 59.2% of the respondents are satisfied with shift timing,
and 40.8 of the respondents are highly satisfied with shift timing.
Chart 3.1.21respondents Opinion towards Shift Timing in Company:

100
90

80
70
59.2
60
Percentage

50
40.8
40

30
20

10

0
Satisfied Highly Satisfied
Shift Timing

Table 3.1.22 Respondents Opinion towards Recruitment Process in Company:

SNO Particulars Frequency Percent

1 Employee referrals 44
84 70.0
2 Advertisement 36 30.0
Total 120 100.0
Source: Primary Data
From the table 3.1.22 shows that, 70% of the respondents said that recruitment process
based on employee referrals, and 30% of the respondents said that recruitment process based on
advertisement.

Chart 3.1.22 Respondents Opinion towards Recruitment Process in Company:

100
90

80
70
70

60
Percentage

50
40
30
30
20

10

0
Employee referrals Advertisement
Recruitment Process

Table 3.1.23 Respondents Opinion toward Performance Appraisal:

45
 SNO Particulars Frequency Percent
1 No 24 20.0
2 Yes 96 80.0
Total 120 100.0

Source: Primary Data

From the table 3.1.23 shows that, 80.0% of the respondents said yes for performance
appraisal, and 20% of the respondents said no for performance appraisal.
Chart 3.1.23 Respondents Opinion toward Performance Appraisal:

100
90
80
80
70
60
Percentage

50
40
30
20
20
10
0
No Yes
Performance Appraisal

Table 3.1.24 Respondents Opinion towards Kinds of Appraisal:

46
 SNO Particulars Frequency Percent
1 No Appraisal 24 20.0
2 360 degree appraisal 39 32.5
3 Behaviorally anchored rating scale 57 47.5
Total 120 100.0

Source: Primary Data

From the table 3.1.24 shows that, 47.5% of the respondents said behaviorally anchored
rating scale appraisal, 32.5% of the respondents said 360 degree appraisal, and 20% of the
respondents said no appraisal in the company.
Chart 3.1.24 Respondents Opinion towards Kinds of Appraisal:

100
90
80
70
60
Percentage

50 47.5

40
32.5
30
20
20
10
0
No Appraisal 360 degree appraisal Behaviorally anchored rating scale
Kinds of Appraisal

Table 3.1.25 Respondents Opinion towards Unsatisfactory Performance:

47
 SNO Particulars Frequency Percent
1 Stop increment 2 1.7
2 Dismissal 69 57.5
3 others 49 40.8
Total 120 100.0

Source: Primary Data

From the table 3.1.25 shows that, 57.5% of the respondents are dismissed for their
unsatisfactory performance, 40.8% of the respondents said that others for their unsatisfactory
performance, and 1.7% of the respondents said that increment stopped for their unsatisfactory
performance.
Chart 3.1.25 Respondents Opinion towards Unsatisfactory Performance:

100
90
80
70
60 57.5
Percentage

50
40.8
40
30
20
10
1.7
0
Stop increment Dismissal others
Unsatisfactory Performance

Table 3.1.26 Respondents Opinion towards Tired or Depressed Because Of Work:

48
 SNO Particulars Frequency Percent
1 Rarely 55 45.8
2 Not at all 65 54.2
Total 120 100.0

Source: Primary Data

From the table 3.1.26 shows that, 54.2% of the respondents are not at all feeling tired or
depressed because of work, and 45.8% of the respondents are rarely feeling tire tired or
depressed because of work.
Chart 3.1.26 Respondents Opinion towards Tired or Depressed Because Of Work:
100
90
80
70
60 54.2
Percentage

50 45.8
40
30
20
10
0
Rarely Not at all
Tired or Depressed because of work

Table 3.1.27 Respondents Opinion towards Balance of Work and Life:

49
 SNO Particulars Frequency Percent
1 Yes 120 100.0

Source: Primary Data

From the table 3.1.27 shows that, 100% of the respondents are balances their work and
life.
Chart 3.1.27 Respondents Opinion towards Balance of Work and Life:

100
100
90
80
70
60
50
Percentage

40
30
20
10
0
Yes
Balance of Work and Life

Table 3.1.28 Respondents Opinion towards Satisfaction Level:

50
 SNO Particulars Frequency Percent
1 Satisfied 51 42.5
2 Highly Satisfied 69 57.5
Total 120 100.0

Source: Primary Data

From the table 3.1.28 shows that, 57.5% of the respondents are highly satisfied about the
company, and 42.5% of the respondents are satisfied by the company.
Chart 3.1.28 Respondents Opinion towards Satisfaction Level:

100
90
80
70
60 57.5

50
Percentage

42.5
40
30
20
10
0
Satisfied Highly Satisfied
Satisfaction Level

51
3.2 WEIGHTED AVERAGE

Table 3.2.1 Table Shows Occurrence of Accidents:

(5-Always 4-Sometimes 3-Often 2-Rarely 1-Not at all)

Particulars A W S W O W R W N W total average Rank

Road Accidents 0 5 0 4 0 3 0 2 120 1 120 1 3
Finger Injuries 20 5 10 4 0 3 0 2 0 1 500 4.167 1
0
Electric Shocks 0 5 0 4 0 3 0 2 120 1 120 1 3
Fire Accidents 17 5 88 4 0 3 15 2 0 1 467 3.113 2

Table 3.2.1 The table inferred that respondents for occurrence of accidents in 1st Rank are finger
injuries, 2nd Rank is Electric Shocks and 3rd Rank is Fire Accidents and Road Accidents.

TABLE 3.2.2 Table Shows Benefits Meet By Current Employee:

(5-Always 4-Sometimes 3-Often 2-Rarely 1-Not at all)

Particulars A W S W O W R W N W total Avg rank

Compensation 43 5 77 4 0 3 0 2 0 1 523 4.35 5
Overtime Pay 113 5 7 4 0 3 0 2 0 1 593 4.94 1
Minimum 70 5 50 4 0 3 0 2 0 1 550 4.58 3
Wages
Social security 54 5 66 4 0 3 0 2 0 1 534 4.45 4
Promotion 0 5 95 4 20 3 5 2 0 1 450 3.75 6
Gifts 82 5 38 4 0 3 0 2 0 1 562 4.68 2

Table 3.2.2 the table inferred that respondents for the benefits meet by current employee in 1 st
Rank is overtime pay, 2nd Rank is gifts and 3rd Rank is minimum wages.

52
 CHAPTER ІV

4.1 FINDINGS

4.1.1FINDINGS FOR PERCENTAGE ANALYSIS

 From the table 3.1.1 shows that, 61.7% of the respondents are Male, 38.3% of the
respondents are Female.
 From the table 3.1.2 shows that, 37.5% of the respondents are 31- less than 40 years.
 From the table 3.1.3 shows that, 44.2% of the respondents are illiterate.
 From the table 3.1.4 shows that, 88.3% of the respondents are labor.
 From the table 3.1.5 shows that, 40.8% of the respondents are Production.
 From the table 3.1.6 shows that, 65.83% of the respondents are below 5 years.
 From the table 3.1.7 shows that, 73.3% of the respondents are feeling normal.
 From the table 3.1.8 shows that, 63.3% of the respondents based on experience only the
promotion takes place.
 From the table 3.1.9 shows that, 60.0% of the respondents are good about the relationship
between employer-employee.
 From the table 3.1.10 shows that, 73.3% of the respondents are satisfied by participating
in management activities.
 From the table 3.1.11 shows that, 100% of the respondents said yes for providing canteen
service within the workplace.
 From the table 3.1.12 shows that, 100% of the respondents said that the medical benefits
are provided quarterly by the company to the workers.
 From the table 3.1.13 shows that, 75.0% of the respondents are says the machines are
always maintained properly.
 From the table 3.1.14 shows that, 70.8% of the respondents are first aid as remedial
measures taken by the company.
 From the table 3.1.15 shows that, 95.8% of the respondents said that safety inspection
will held Monthly in the company.

53
  From the table 3.1.16 shows that, 52.5% of the respondents said excellent role played by
management in health and safety.
 From the table 3.1.17 shows that, 80% of the respondents said yes the aware of employee
benefits offered by the company.
 From the table 3.1.18 shows that, 80% of the respondents said yes the information of
employee benefits are shared.
 From the table 3.1.19 shows that, 80% of the respondents said yes that they used their
medical insurance plan.
 From the table 3.1.20 shows that, 54.2% of the respondents are not yet submitted the
insurance claims.
 From the table 3.1.21 shows that, 59.2% of the respondents are satisfied with shift timing.
 From the table 3.1.22 shows that, 70% of the respondents say recruitment process based
on employee referrals.
 From the table 3.1.23 shows that, 80.0% of the respondents say yes for performance
appraisal.
 From the table 3.1.24 shows that, 47.5% of the respondents say behaviorally anchored
rating scale appraisal.
 From the table 3.1.25 shows that, 57.5% of the respondents are dismissed for their
unsatisfactory performance.
 From the table 3.1.26 shows that, 54.2% of the respondents are not at all feeling tired or
depressed because of work.
 From the table 3.1.27 shows that, 100% of the respondents are balances their work and
life.
 From the table 3.1.28 shows that, 57.5% of the respondents are highly satisfied about the
company.
4.1.2 FINDINGS FOR WEIGHTED AVERAGE:

 The table 3.2.1 inferred that respondents for occurrence of accidents in 1st Rank are
finger injuries.
 The table 3.2.2 inferred that respondents for the benefits meet by current employee in 1 st
Rank are overtime pay.

54
4.2 SUGGESTIONS

 Provide Job Rotation to employees’ helps to improve their performance and reduce the
tiredness and depression level
 The Organization provides training about safety measures to employees’ working under
machineries, the supervisor have to monitor the employees’ regularly to avoid injuries.
 Management have to convey the employee benefits information to newly joined
employees’ to retaining them in the Organization.

55
 CHAPTER V

CONCLUSION:

The project entitled that the, “A STUDY ON HUMAN RESOURCE MANAGEMENT

PRACTICES OF SITHAMMAL MATCHES, SATTUR”, managing people in an effective
manner to achieve departmental objectives and enhance productivity. This study covers Human
Resource Management practices, analyze its factor, effectiveness and the satisfaction level of
HRM Practices was to build the effective human resources, peaceful relation between labor and
management.

56