CHAPTER -1INTRODUCTION

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 white-collar 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 STUDYThe 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 SolvingThe 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 ReceivedThe extent of supervision, direction or guidance imposed on the job holder and the freedom the executive has to take action.Results of DecisionsThe 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 wage-structure 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 logicBehind 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 methodologyField 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 DataPrimary 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 DesignThe 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 DesignA 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 SizeOut of the total universe 250 employees a total of employees a total of 80 employees belonging to different units of HFIL namely

CHAPTER-2REVIEW OF LITERATURE

REVIEW OF LITERATURETHE JOB ENRICHMENT CRITERIAThe 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 RulesThe 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 FactorsThe 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. EducationThe 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 to consider the education level that would be expected of a new incumbent recruited externally.2. ExperienceThe 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 planExperience 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.

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 implementationEJE 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 occupationsThe 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 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 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 time-consuming. 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 evaluator[footnoteRef:2]. [2: ]

Using EJE without its own market data base of points and payEJE 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.

ConclusionThere 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

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

CHAPTER -3COMPANY PROFILE

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. 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.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 . 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 (