IMPORTANCE OF INDUCTION AS A POLICY A DISSERTATION PROJECT REPORT ON In partial fulfllment of the reuirement for the award of the degree of / aster of 0usiness 1dministration 'M&A 9 12 - CERTIFICATE T$i! i! to :ertif8 t$at t$e report entitle#, ;Importan:e of In#u
IMPORTANCE OF INDUCTION AS A POLICY A DISSERTATION PROJECT REPORT ON In partial fulfllment of the reuirement for the award of the degree of / aster of 0usiness 1dministration 'M&A 9 12 - CERTIFICATE T$i! i! to :ertif8 t$at t$e report entitle#, ;Importan:e of In#u
IMPORTANCE OF INDUCTION AS A POLICY A DISSERTATION PROJECT REPORT ON In partial fulfllment of the reuirement for the award of the degree of / aster of 0usiness 1dministration 'M&A 9 12 - CERTIFICATE T$i! i! to :ertif8 t$at t$e report entitle#, ;Importan:e of In#u
In partial fulfllment of reuirement! for a"ar# of t$e #e%ree of Ma!ter in &u!ine!! A#mini!tration 'M&A( Submitted by: PRATI)S*YA ROUT Enroll No+ , -./012 Roll No+ , 31M&A1-1 In Guidance With: INTERNAL 4UIDE OR4ANISATON 4UIDE )+ PALANI SMITI ROUTRAY FACULTY *R MANA4ER DDCE5 Sam6alpur Uni7er!it8+ M&A 9 12 3 DECLARATION I hereby undertake and declare that this submission is my original work and, to the best of my knowledge and belief, it contains no material previously published or written by another person nor material which has been accepted for the award of any other degree or diploma of any institute or other university of higher learning, except where due acknowledgement has been made in the text. Pratikshya Rout Regd No. : !"#$%
M&A 9 12 - CERTIFICATE T$i! i! to :ertif8 t$at t$e report entitle#, ;Importan:e of In#u:tion a! a poli:8< IN *ASSIA PAC)A4IN4 P=T LTD. &ubmitted by Pratikshya Rout '(nrollment No: !"#$%) **+(, &ambalpur ,niversity, towards partial ful-llment of the re.uirement for the award of the degree of /aster of 0usiness 1dministration is a bona -de record of the work carried out by him under my supervision and guidance. &/I2I R3,2R14 /anager '5R*) M&A 9 12 > 1+6N378(*9(/(N2 I must express my heartfelt gratitude to &/I2I R3,2R14 /anager '5R*), 51&&I1 P1+619IN9 82*, without whose constant guidance, benevolent and generous supervision the pro:ect would never have been completed and found its present form. I am very much thankful to 6. P181NI, faculty, NI+( 1ngul for her guidance. Prati?!$8a Rout M&A 9 12 @ EXAMINERS CERTIFICATE 2his pro:ect is submitted by Pratikshya Rout of /01 bearing the Roll No. ;$/01$$ under **+(, &ambalpur ,niversity and forwarded for evaluation. Internal (xaminer (xternal (xaminer M&A 9 12 . CERTIFICATE OF APPRO=AL This is to Certify that the Project Entitled: Importan:e of In#u:tion a! a poli:8< &ubmitted by Pratikshya Rout '(nr. No !"#$%), &ambalpur ,niversity, 0urla towards partial ful-llment of the re.uirements for the award of the degree of /aster of 0usiness 1dministration '/01) is a bona -de record of the work carried out by him under the able guidance of )+ Palani, <aculty, NI+(, 1ngul. '1pproval of the +enter *irector) M&A 9 12 A EBECUTI=E SUMMARY Induction is the beginning of the fusion process which helps integration between the organi=ational goals and the personal goals of the new employee. Induction welcomes the new employee, creates a favorable attitude, and reduces labor turnover and increases commitment and productivity. Induction may also be viewed as the sociali=ation process. 2he organi=ation has provided the researcher with the topic 'I/P3R21N+( 3< IN*,+2I3N 1& 1 P38I+4) as 51&&I1 feels it .uite an essential policy in comparison to other policies. 2he success of the induction course depends upon the .uality of trainers and their ability to draw out the interest of their listeners. 2herefore 51&&I1 considers induction policy to be the -rst stepping stone of an organi=ation. 1s it is rightly said -rst impression lasts long so induction program needs to be a success. *ASSIA PAC)A4IN4 P=T LTD was an ideal organi=ation to help the researcher to continue him survey and successfully conclude it. It is indeed a learning experience for him as he got to know the practicalities of an organi=ation and its employees. 51&&I1 P1+619IN9 is a fully owned subsidiary of 34&21R 9roup. In recent times its turnover is around ;> crores and about ?$ employees work there. 2he researcher adopted the .uestionnaire method as well as observation method to conduct her survey. &ome results were .uite expected and some .uite shocking. /any respondents are not aware of what all is going in 51&&I1 which is .uite essential for them to know. /any respondents have di@erent views regarding the process of induction, satisfaction of the newcomer, purpose of induction, need for training and development, time slot for induction program, panel conducting the induction program. /a:ority of 51&&I1 employees are satis-ed with the existing induction program and they feel training and development is essential after induction program. 2hey are also agree with the time slot for induction program. 1round A$ samples are .uestioned and the survey is descriptive in nature. 1 combination of random and purposive sampling has been used .*ata are collected from both primary as well as secondary sources. M&A 9 12 / &ome organi=ations perhaps, have missed the opportunity of learning from each otherBs experiences and building on the best practices evolved elsewhere. (ven though the concept of induction is .uite old, but still a lot is to be done so as to make it e@ective and worthy. M&A 9 12 C Ta6le of Content! +hapterC; Introduction &tatement of the problem Need and importance of the study 3b:ective of the research +hapterC 3rgani=ation &tudy Pro-le of the organi=ation Dision, /ission E ob:ectives of organi=ation Product pro-le &732 analysis <unctional areas 3rgani=ation structure +hapterCA Research methodology Review of literature Research: I. 2ypes of research II. &le techni.ue III. &le si=e ID. &le description *ata collection I. Instrumentation 2echni.ue II. +ollection of *ata III. &oftware used for data analysis +hapterC> Presentation and analysis of data Presentation of data +onclusion from analysis +hapterC! &ummary and conclusion Implication of the study &uggestion for further research +onclusion from research 1nnexure Fuestionnaire 0ibliography M&A 9 12 2 INTRODUCTION Statement of problem Need for the importance of the study Objective of the research M&A 9 12 31 INTRODUCTION 3rgani=ations are run and steered by people. It is through people that goals are set and ob:ectives are reali=ed. 1n organi=ation follows some important procedure to increase the eGciency and e@ectiveness of its own. 8ike Recruitment, &election, Induction, 2raining etc. 7hen an organi=ation selecting a candidate, he should be placed on a suitable :ob. Proper placement helps an employee to get along with people easily, avoid mistakes and show good performance on the :ob. Induction program makes the employee feel at home from day ; and develop a sense of pride in the organi=ation and commitment to the :ob. Induction or otherwise called orientation program intend to make the new employee versatile and more comfortable within the organi=ation. Induction program is essential to every organi=ation. 0y this program new employees catch very .uickly the companiesB rules and regulations and also .uickly understand the ob:ectives of an organi=ation. 2he 5R departmentBs :ob is to minimi=e the harm done to the organi=ation and the a@ected individuals. 2he main purpose of induction program is familiari=ing the new employees with the old employees within the organi=ation. Induction is the task of introducing the new employees to the organi=ation and its policies, procedure and rules. 1 typical formal orientation program may last a day or less in most organi=ation. *uring this time the new employee is provided with information about the company, its history, its current position, and the bene-ts for which he is eligible, leave rules, rest periods etc. 1lso covered are the more routine things a newcomer must learn, such as the location of the rest rooms, break rooms, parking spaces, cafeteria etc. In some organi=ation all this is done in formally by at teaching new employees to their seniors, who provided guidance the above matters. 8ectures, hand books, -lms, groups, seminar are always provided to new employees so that they can settle down .uickly and resume the work. &ome of the organi=ation using the buddy scheme method for their induction program. In this method the new employees are accompanied by a senior from the similar department he has :oined and they are the trainee of the newcomer. Induction helps the newcomers to interact freely with employees working at various levels and learn behaviors that are acceptable. 2hrough such formal M&A 9 12 33 and informal interaction and discussion, newcomers begin to understand how the company#organi=ation run, who holds power who does not, which is politically active within the departments, how to behave in the company, what is expected of them, etc. In short, if the new recruits wish to survive and prosper in their new work they must have soon come to Hknow the ropesB. 3rientation program are e@ective sociali=ation tools because they help the employees to learn about the :ob perform thing in a desired way. Induction program re.uire some valuable steps: ;C 7elcome to the organi=ation. C(xplain about company. AC &how the location#department where the new recruit will work. >C9ive the companyBs manual to the new recruits. !CProvide details about various work groups and the extents of unionism within the company. IC 9ive details about pay, bene-ts, holidays, leave, and etc. (mphasi=e the importance of attendance or punctuality. "C(xplain about future training opportunities and carrier prospects. ?C+larifay doubts, by encouraging the employee to come out with .uestions. %C2ake the employee on guided tour of building, facilities. M&A 9 12 3- STATEMENT OF TE PRO!"EM 1s induction program system has a great impact on the human resource development as well as the organi=ation development and employee development also. It always remains as a challenge for the organi=ation that how they always welcome the newcomer. 1s 51&&I1 P1+619IN9 is in the process of strengthening the human resources, they are in a need of proper induction program system so that they can improve the employeeBs work eGciency within the company. 2he main research problem is how the induction program is done in the organi=ation. 1lso the research is focusing upon the diGculties of the existing induction system and to provide measures for improving the system. M&A 9 12 3> NEE# AN# IMPORTAN$E OF ST%#& Induction is an important part of the process of the process of sociali=ation of a new organi=ational employee. 2he welcoming process generates a felling of belongingness to the organi=ation. Planed induction welcomes the new employee creates a favorable attitude reduces labor turnover and increases commitment and productivity. 2he reasons for which need to study the importance of induction as policy are as follows. 1bility to welcome new employees to 51&&I1. 2o foster a close relationships between new workers and the old workers. 1ttitude, behavior and aim. 2o build up new employees con-dence+ M&A 9 12 3@ O!'E$TI(E OF ST%#& 2he ob:ective of the pro:ect is to ac.uire practical training combined with classroom theory to gain practical knowledge of induction policy in 51&&I1. 2o know about existing induction program followed in 51&&I1 is to welcome the newcomers in the organi=ation. 2o ensure the e@ectiveness of induction program or the orientation by evaluating the employee and suggesting the changes in employeeBs behavior. 2o provide a feedback to the management on the present system of induction program followed in 51&&I1. 2o suggest the modi-cation or improvement further existing system. M&A 9 12 3. OR4ANIDATION STUDY Pro-le of the organi=ation Dision, /ission E 3b:ectives of organi=ation Product pro-le &732 analysis <unctional areas 3rgani=ation structure PROFI"E 5assia packaging pvt ltd was incorporated in ;%%" in Pune.5assia packaging is a ;$$J fully owned subsidiary of 34&21R 5olding gmbh 9ermany which is head.uartered at 6arlsruhe.34&21R 51&&I1 is a uni.ue company which is at the forefront of providing innovative and complete packaging solutions. 51&&I1 has its wide range of -llers all built in house together with its modular baggers and :ar indexers giving the ability to o@er highly customi=ed solutions. 1pplication expertise is something the 34&21R 51&&I1 brings to the table. 1n expertise that many times is the only di@erentiator between success and failure. 51&&I1 believes in maximi=ing value propositions through customi=ed solutions. 2hese strengths of 5assia has enabled it to rede-ne speed and -lling accuracy in several applications.51&&I1 stands -rmly on its three pillars: 1. &P((* 0. 1++,R1+4 +. PRI+( 51&&I1 believes in rewarding employees for results.51&&I1 has an uni.ue blend of culture and believes. (ach employee is a 51&&I1 ambassador and thus has the responsibility to ensure that all his or her actions contribute in enhancement of the companyBs image. 51&&I1 P1+619IN9 manufactures: <lexi bag modular D<<& system <lexi :ar Indexer <lexi -ll Rotary cup -lling Esealing machines Dolumetric -llers 1ccu screw auger -ller (ase dose cup -ller M&A 9 12 3A /odular weighers <lexi weigh belt weigher <lexi weigh net scale <lexi weigh screw weigher <lexi weigh vibratory weigher <lexi -ll volumetric piston -lling system =ISION K23 0( 1 983018 8(1*(R IN 25( P1+619IN9 &(+23R.L MISSION K23 &+18( N(7 5(I952& 1N* 1+5(ID( 9R3725 IN 0,&IN(&& 7I25 983018 +3/P(2I2ID( (*9( PR3DI*IN9 +,&23/(R &12I&<1+2I3N, P(R<(+2 *(&I9N& 1N* 25( 0(&2 P3&&I08( 73R6 +,82,R( 23 25( (/P834((&L T*E O&JECTI=ES I. 2o maximi=e capacity utili=ation. . 2o place leadership values in action. A. 2o have global presence and earn foreign exchange. >. 2o have a positive environment in the organi=ation to attain success. !. 2o optimi=e eGciency and productivity. I. 2o scale new heights E achieve the desired position among competitors. ". 2o instill -nancial discipline at all levels. ?. 2o be a leader in customer satisfaction and cost eGciency. %. 2o provide a steady growth in business. ;$. 2o promote a result oriented organi=ational ethos and work culture. M&A 9 12 3/ PRODUCT PROFILE 51&&I1 P1+619IN9 manufactures: <lexi bag modular D<<& system <lexi :ar Indexer <lexi -ll Rotary cup -lling Esealing machines Dolumetric -llers 1ccu screw auger -ller (ase dose cup -ller /odular weighers <lexi weigh belt weigher <lexi weigh net scale <lexi weigh screw weigher <lexi weigh vibratory weigher <lexi -ll volumetric piston -lling system M&A 9 12 3C SEOT ANALYSIS OF *ASSIA STREN4T*, 5assia is well known for its technical revolution in manufacturing packaging machines. 2he ma:or strength is its product mix It provides a lot of variety which gives the customer a wide range to select. Its connection with the 34&21R group is an added advantage for5assia. EEA)NESS 5igh expectations of salary from the employees of 5assia keeping in view the I2 market. 1s it was incorporated in ;%%" only it has not been able to yet touch the global standards. 2he strength of the unit is .uiet less as compared to other units. OPPORTUNITY, 5assia has strong collaborators in 9ermany who have good designs and established markets for our products. 2his designs can take them to places. T*REAT, 2he employment market trends in the industry. 2here is a lack of talent pool in design department. 5as to keep on designing new technology as the competition will be copied and the rivals will catch up with them soon. M&A 9 12 32 FUNCTIONAL AREAS Mar?etin%, 9 marketing department has to know that how their products will increase their potentiality in the market and to capture the maximum market. 1nd hot to position their products according to the situation by which the product potentiality will increase. Sale!, 9 &ales department have to sale the product in a given period and achieve the target for the company and for them self. 2o achieve their target sales department should increase their product awareness in maximum market. *R, 9 5R department is one of the most important functional areas of any company. 1nd this will help to recruit the right person in the right place to get more bene-t from all the areas. Operation,93peration department is an important functional area of any company which helps in converting the raw materials in to -nished goods in a desired way. S8!tem,9&ystem department helps in keeping the necessary information and valuable data for future prospect. Finan:e,9<inance department helps in allocating the -nancial resources for the company and strengthen the capital of the company. RESEARC* MET*ODOLO4Y Review of literature Research o 2ypes of research o &ling techni.ues o &le &i=e o &le *escription *ata +ollection o Instrumentation 2echni.ue o +ollection of *ata o &oftware used for *ata analysis M&A 9 12 -1 RE=IEE OF LITERATURE RE=IEE OF LITERATURE 2o give a complete shape to the researcherBs summer pro:ect report, the researcher has gone through the following books, policy, brochure and websites about which the researcher has given in detail below. 0336 N1/( P38I+4 1N* 0R3+5,R(& IN2(RN(2 7(0&I2(& 5uman resource management /anual policy, 51&&I1 P1+619IN9 www.hassiapackaging.co m Personnel management +ompany brochureC51&&I1 P1+619IN9 www.google.co.in ;. 0ook name: 5uman Resource /anagement 1uthor: 2.N.+5510R1 Publisher: New *elhi, *hanpat Rai and co 'p) ltd.$$I <indings: 1bout induction policy . 0ook name: 5uman Resource /anagement 1uthor: D & P Rao Publisher: New *elhi, (xcel 0ooks, $$I <indings: 1bout induction policy A. 0ook name: Personnel /anagement 1uthor: *r.+.0 /amoria Publisher: <indings: It enables the researcher to know the employee relation. >. /1N,18 P38I+4 Publisher: 5R *epartment, 51&&I1 IN*I1, P,N( /151R1&2R1 <indings: *etails about 51&&I1. !. 0rochure 51&&I1 P1+619IN9 I. Internet websites: www.hassiapackaging.com www.google.co.in M&A 9 12 -3 <indings: 2he researcher used these two websites only to get some data which relates to the pro:ect. M&A 9 12 -- RESEARC* TYPES OF RESEARC*, 2he types of research used is in the survey conducted in 51&&I1 P1+619IN9 PD2.82* is descriptive in nature. SAMPLIN4 TEC*INFUES 2he universe in the present study represents the employees of 51&&I1 P1+619IN9 PD2.82* of pune. In administering the .uestionnaire, combination of random Epurposive sampling was used. 2he study universe was -rst de-ned in terms of I departmentsM i.e pro:ect, marketing, -nance, 5R*, materials, administrations and system. 2hen randomly ! employees from each department where taken. SAMPLIN4 SIDE 2he sample si=e is A$. 7ith this A$ sample I have made the survey. SAMPLE DESCRIPTION 2he survey was made on the A$ samples Ethis sample was made on the employees of 51&&I1 P1+619IN9 PD2.82*. M&A 9 12 -> DATA COLLECTION, In!trumentation te:$niue 2here are di@erent techni.ues of data collection, like observation, interviews, .uestionnaire, etc.2hese are used singly or in combination depending on the study concerned and the sub:ects of that study. In the present study .uestionnaire method has been used for collection of primary data. 2he data are collected from the respondents by distributing .uestionnaires. 1nd secondary data from the oGcial documents, manual policy, maga=ines and from several books. COLLECTION OF DATA *ata was collected from both primary and secondary source. In the present study the primary data are collected from the .uestionnaire. 2he .uestionnaire includes both open ended Eclose ended .uestions, single answered .uestions and multiple choice .uestions. 2he pattern of .uestions the researcher adopted to extract as much as data possible from respondents. Soft"are u!e# for #ata anal8!i! 0asically to collect above all the data the researcher has used 7indows, (xcel as software. PRESENTATION AND ANALYSIS OF DATA Pre!entation of #ata Con:lu!ion from anal8!i! M&A 9 12 -@ PRESENTATION AND ANALYSIS OF DATA <rom the survey certain data are collected which are represented in table format in this chapter, for better analysis which will further lead to the actual -ndings and information. TA&LE 39NECESSITY OF INDUCTION IN *ASSIA &ourceCsurvey data M&A 9 12 -. 3P2I3N N3 3< R(&P3N*( N2& P(R+(N21 9( 4(& $ I"J N3 " AJ +1NB2 &14 A ;$J Sour:e9Ta6le 3 ;. 2he table ; shows that I"Jof the respondents gave the opinion that Induction program is necessary for their organi=ation. 7hereas AJ feel that it is not important. 1nd the rest ;$J do not have any idea on this. Ta6le - Sati!fa:tion re%ar#in% In#u:tion &ourceC &urvey data M&A 9 12 -A 3ption No of respondents Percentage 4(& ;A >AJ R(1&3N1084 " AJ N((* 1 8I228( I/PR3D(/(N2 ? "J N3 "J &ource 2able C -+2he table shows that about >AJ of the respondents are satis-ed with the Induction procedure of 51&&I1 andAJof respondents -nd it reasonably satisfying whereas "J gave the opinion that the Induction procedure need a little improvement the rest "Jare not satis-ed. Ta6le9> Purpo!e of in#u:tion in *ASSIA 3P2I3N N3 3< R(&P3N*(N2& P(R+(N219( M&A 9 12 -/ 3RI(N212I3N 23 25( +3/P1N4 A ;$J 9ID( *(21I8& 103,2 25( +3/P1N4 > ;AJ (NP81ININ9 103,2 +1RRI(R PR3&P(+2& 1N* 3PP3R2,NI2I(& " AJ 188 3< 25( 103D( ;I !>J &ourceC survey data M&A 9 12 -C &ourceC2able A >+ From t$e ta6le > it i! :lear t$at t$e purpo!e! of in#u:tion pro%ram of *ASSIA are orientation to t$e or%aniGation5 %i7in% #etail! a6out t$e :ompan85 eHplainin% a6out :arrier pro!pe:t! an# opportunitie! or all of t$e a6o7e+ A6out .@I of t$e re!pon#ent $a7e !ele:te# t$e option all of t$e a6o7e5->I re!pon#ent! !ai# t$at it eHplain! a6out :arrier pro!pe:t! an# opportunitie! an# 3>I %a7e re!pon!e! t$at It %i7e! #etail! a6out t$e :ompan8+ E$erea! a6out 31I of t$e re!pon#ent! !tate# t$at it i! onl8 u!e# for orientation+ Ta6le9@ &eneft! of ne":omer! from in#u:tion pro%ram 3ption N3 3< R(&P3N*( N2& P(R+(N21 9( 4(& "AJ N3 A ;$J +1NB2 &14 ! ;"J &ourceCsurvey data M&A 9 12 -2 &ourceC2able > @+ <rom the table > it is clear that about "AJ of the respondents strongly agree about the opinion that new comers bene-t from the induction program. 1nd about ;"J agree that the newcomers do bene-t from induction. 7hereas ;$J completely disagree to it. M&A 9 12 >1 Ta6le9. Impa:t of in#u:tion pro%ram in *ASSIA 3P2I3N N3 3< R(&P3N*(N 2& P(R+(N219( P3&I2ID( > ?$J N(912ID( A ;$J N(,2R18 A ;$J &ourceCsurvey data M&A 9 12 >3 &ourceC2able ! .+ <rom the table ! it is clear that ?$J of the respondents believe that induction has a positive impact on the organi=ation. 7hereas ;$J feel that induction has a negative impact on the organi=ation and about ;$J of the respondents have given neutral views about it. M&A 9 12 >-
Ta6le A Fulfllment! of or%aniGational reuirement! 3P2I3N N3 3< R(&P3N*(N2& P(R+(N219( 4(& ;A >AJ N3 ; >$J +1NB2 &14 ! ;"J &ourceCsurvey data M&A 9 12 >> &ourceC2able I A+ From t$e ta6le A it i! :lear t$at a6out @>I of re!pon#ent! a%ree a6out t$i! !tatement "$ere a! @1I of re!pon#ent! #onJt a%ree t$at in#u:tion pro%ram fulfl! t$e or%aniGational reuirement! of t$e :ompan8+ An# 3/Iof t$e re!pon#ent! $a7e no :lear i#ea a6out t$i!+ M&A 9 12 >@ Ta6le / Trainin% an# #e7elopment i! uite e!!ential 3P2I3N N3 3< R(&P3N*(N2& P(R+(N219( 4(& ;% I>J N3 > ;AJ +1NB2 &14 " AJ &ourceCsurvey data M&A 9 12 >. &ourceC2able " ".From t$e ta6le / it i! :lear t$at a6out A@I of t$e re!pon#ent! !tron%l8 a%ree t$at trainin% an# #e7elopment i! uite e!!ential after in#u:tion an# ->Iof t$e re!pon#ent! feel t$at trainin% #e7elopment i! e!!ential "$ere a! 3>I of t$e re!pon#ent! feel t$at trainin% #e7elopment i! not e!!ential after in#u:tion+ M&A 9 12 >A Ta6le C =ariation in in#u:tion pro%ram &ource survey data M&A 9 12 >/ 3P2I3N N3 3< R(&P3N*(N2& P(R+(N219( 4(& ; >$J &3/(537 ; >$J N3 I $J &ourceC2able ? C+ From t$e ta6le C it i! :lear t$at a6out @1I of t$e re!pon#ent! of *ASSIA are of t$e opinion t$at in#u:tion pro:e#ure 7arie! from :ompan8 to :ompan8 an# @1I of t$e re!pon#ent! feel t$at in#u:tion pro:e#ure 7arie! !ome"$at from ot$er :ompanie!+ E$erea! -1I of t$e re!pon#ent! feel t$at it #oe! not 7ar8 from ot$er :ompanie! at all+ M&A 9 12 >C Ta6le 2 Mi!ta?e i! re:tife# at a proper time 3P2I3N N3 3< R(&P3N*(N2& P(R+(N219( 4(& ! ?AJ N3 A ;$J /14 0( "J &ource survey data M&A 9 12 >2 &ourceC2able % 2+ From t$e ta6le 2 it i! :lear t$at a6out C>I of t$e re!pon#ent! feel t$at if an8 mi!ta?e i! :ommitte# in in#u:tion pro%ram a#7er!el8 aKe:tin% t$e or%aniGation i! re:tife# at a proper time+ An# a6out 31I of t$e re!pon#ent! !a8 t$at it i! not re:tife# at a later #ate+ In *ASSIA a6out /Iof re!pon#ent! 6elie7e t$at t$e mi!ta?e i! !ome"$at re:tife# "$i:$ a#7er!el8 aKe:t t$e or%aniGation. M&A 9 12 @1 Ta6le 31 In#u:tion i! a mere formalit8 3P2I3N N3 3< R(&P3N*(N2& P(R+(N219( 4(& ! ;"J N3 > ?$J +1NB2 &14 ; AJ &ource survey data M&A 9 12 @3 &ource C2able ;$ 31+From t$e ta6le 31 it i! :lear t$at a6out C1I of t$e re!pon#ent! feel t$at in#u:tion i! not a mere formalit8 an# a6out 3/I feel t$at it i! in#ee# a mere formalit8+ T$e re!t >I #o not $a7e an8 i#ea a6out !u:$ formalit8+ M&A 9 12 @- Ta6le 33 *R panel i! uite eHperien:e# 3P2I3N N3 3< R(&P3N*( N2& P(R+(N21 9( 4(& ;> !J N3 I J N3 I*(1 " IJ &ource survey data M&A 9 12 @> &ource O2able ;; 33+ From t$e ta6le 33 it i! :lear t$at a6out .-I of t$e re!pon#ent! of *ASSIA are of t$e opinion t$at *R panel i! eHperien:e# enou%$ for t$e in#u:tion pro%ram+ E$erea! -AI of t$e re!pon#ent! #o not $a7e an8 i#ea on t$e *R panel !ittin% for t$e in#u:tion pro%ram an# --I of t$e re!pon#ent! are of t$e opinion t$at t$e *R panel i! not eHperien:e# enou%$ for t$e in#u:tion+ M&A 9 12 @@ Ta6le 3- A#option of &u##8 S:$eme 3P2I3N N3 3< R(&P3N*( N2& P(R+(N21 9( 4(& ;> >IJ N3 ? "J +1NB2 &14 ? "J &ource survey data M&A 9 12 @. Sour:e9Ta6le 3- 3-+ From t$e a6o7e pie :$art it i! :lear #efne# t$at a6out @AI of re!pon#ent! are of opinion t$at t$e :on:ept of &UDDY SC*EME i! uite a#opte# an# uite $elpful #urin% t$e in#u:tion pro%ram+ An# -/I of t$e re!pon#ent! #onJt 6elie7e on !u:$ :on:ept! an# #onJt fn# it $elpful e7en #urin% t$e in#u:tion pro%ram in t$e or%aniGation+ E$erea! a6out -/I $a7e ne7er $ear# a6out !u:$ :on:ept of &UDDY SC*EME+ M&A 9 12 @A Ta6le 3> T"o #a8! of in#u:tion pro%ram i! !uL:ient 3P2I3N N3 3< R(&P3N*( N2& P(R+(N21 9( 4(& A ""J N3 I 3J +1NB2 &14 ; AJ &ource survey data M&A 9 12 @/ &ourceC2able ;A 3>+ From t$e a6o7e pie :$art it i! :learl8 !$o"n t$at a6out //I of t$e re!pon#ent! are of t$e opinion t$at - #a8! of in#u:tion pro%ram i! more t$an !uL:ient an# -1Iof t$e re!pon#ent! of *ASSIA are of t$e opinion t$at - #a8! of in#u:tion pro%ram i! not !uL:ient to ?no" t$e rule! an# re%ulation an# poli:e! of t$e or%aniGation+ E$erea! >Iof t$e emplo8ee! $a7e no ?no"le#%e a6out t$i!+ M&A 9 12 @C Ta6le 3@ In#u:tion pro%ram 6oo!t t$e morale of an emplo8ee+ 3P2I3N N N3 3< R(&P3N*(N2& P(R+(N219( 4(& ;! !$J N3 ! ;"J &3/( 2I/( ;$ AAJ &ource survey data M&A 9 12 @2 &ource O2able ;> 3@+From t$e ta6le 3@ it i! :learl8 #efne# t$at a6out .1I of re!pon#ent! are of t$e opinion t$at in#u:tion pro%ram #onJt 6oo!t! t$e moral of an emplo8ee an# >>I of t$e re!pon#ent! are of t$e opinion t$at !ometime! in#u:tion pro%ram 6oo!t! t$e moral of an emplo8ee+ E$erea! a6out 3/I of t$e re!pon#ent! #i!a%ree "it$ t$e i#ea t$at in#u:tion pro%ram 6oo!t! t$e moral of an emplo8ee+ 3.+ In ue!tion no 3. t$e re!pon#ent! "ere a!?e# to !u%%e!t an8 :$an%e! if reuire# in *ASSIA+ T$i! an!"er i! more !u6Me:ti7e in nature !o t$e re!ear:$er i! !tatin% t$eir 7ie"! in an ela6orate manner,9 3+ To ma?e it :o!t eKe:ti7e M&A 9 12 .1 LIMITATION OF T*E STUDY Number of respondents taken for this study was only A$.5owever the researcher was constrained to select a small sample due to the shortage of time available for the study. /ost of the employees simply denied giving any responses#opinions about this study or system. 2hough the techni.ue of data collection is .uestionnaire so the researcher was unable to explain the .uestions personally to each respondent. &o some .uestions were not given any answers because in a .uestionnaire method respondents are not bound to give answers to all .uestions. &ome of the employees have responded .uite positively and openly. &ome have negative responses towards the method but they gave positive answers. M&A 9 12 .3 CONCLUSION FROM ANALYSIS ;. /ost of them feel that induction program is essential for their organi=ation and ;$Jof them are not aware of it. . 1bout >AJof the respondents are satis-ed with the present induction procedure being followed in the organi=ation and "J of the respondents are of the opinion that the present induction procedure needs little improvement. A. 2he purpose of induction program in 51&&I1 is orientation to the organi=ation as well as giving details about the company and also explaining about the carrier prospects and opportunities. >. 1bout "AJof respondents feel that the newcomers in 51&&I1 bene-t from the induction program. !. 1bout ?$J of the respondents are of the opinion that induction program has a positive impact on the organi=ation where ;$J of them feel that it has both positive as well as negative impact on the organi=ation. I. 2here are many respondents who feel the organi=ational re.uirements of the company and around the same -gure feel that it does not ful-ll the organi=ationBs re.uirement of the company. ". 2raining and *evelopment is very essential after induction according to the ma:ority of the respondentsE;"J of them donBt -nd it essential and useful. ?.5ere the conclusion drawn is a bit ambiguous as>$J feel that induction procedure varies from company to company whereas>$Jfeel that it is only minor changes in the whole process and the rest remain the same. %. 5ere ma:ority of people feel that if any mistake is committed in the induction procedure adversely a@ecting the organi=ation is recti-ed at later date. ;$. Induction program is not at all a mere formality according to ?$Jof the respondents. It is a very essential and important part of an organi=ation. ;;. 2he 5R panel conducting the induction program are experienced enough as believed by !IJ of the respondents .$J of them feel that they need more experience for the betterment of the organi=ation. M&A 9 12 .- ;.2he concept of 0,**4 &+5(/( which is not a very old concept seem to be .uite liked and helpful for the newcomers :oining 51&&I1 as felt by >IJ of the respondents and some still donBt -nd any need for such concepts. ;A. 2wo days of induction program is more than suGcient for 51&&I1. /ore induction will make the process more cumbersome and lengthy which ultimately will lead to boredom. ;>. Induction program is a morale booster for a newcomer as felt by ma:ority of the respondents. SUMMARY AND CONCLUSION Impli:ation of t$e !tu#8 Su%%e!tion for furt$er re!ear:$ Con:lu!ion from re!ear:$ M&A 9 12 .> IMP"I$ATION OF ST%#& 7e canBt conclude or canBt fully believe the results found from analysis tables, we canBt take any decision upon the ma:or -ndings or the opinion ma:ority respondents gave because if the other respondents are giving di@erent responses they must have some reasons the total of data collection has its own drawbacks. &o implication must be given on the basis of ma:or -ndings Ealso minor so the implication is as follows. 2he induction program should be more speci-c and unambiguous. 2here should be no biasness in the orientation program. ,sually most of the employee expects a lot from the induction program but they are not satis-ed with the current induction program. 2he purpose of induction should not only be introducing them to the organi=ation. Its policies and making them familiar with the old employees rather it should be more developmental oriented. 2he design of the orientation program should be proper show that the re.uired information can be supplied at a given session. 3rientation procedure should be thoroughly planned in the organi=ation. 2he induction program should be conducted as stipulated in the system. 2he 5R dept should play a key role in planning Ecoordinating the orientation program in collaboration with the concerned like manager and supervisors. 2he necessary information should be provided in the right time and details should be properly explained so that they are clear about the work to be performed. 2he 5R panel should be trained in the art of orientation of new workers. 2hus induction should be treated as special duty. &o the above implications may bring e@ective in the system but the most important thing is that the induction program should be properly designed and framed so as to make him#her feel at home and they must think I am bring treated in the best possible way and fortunate enough to be a part of this organi=ation. M&A 9 12 .@ M&A 9 12 .. Su%%e!tion for furt$er re!ear:$ )MATERIA"S AN# MA$INES ARE INERT FA$TORS*!%T MAN WIT IS A!I"IT& TO FEE"*TO TIN+*TO $ON$IE(E* AN# TO P"AN IS !& FAR TE MOST (A"%A!"E AN# AT TE SAME TIME TE MOST #IFFI$%"T E"EMENT TO INSPIRE*$ONTRO" AN# MOTI(ATE,- &o itBs .uite essential to keep manpower with utmost care so that ultimately they are satis-ed and also ful-ll the organi=ation goals. In the fast changing environment, the organi=ations have to develop and maintain an enabling culture to become dynamic and growth oriented. *eveloping human resources, upgrading their skills and extending their knowledge and competencies would lead to organi=ational development. In the present research the researcher has tried to cover almost all the aspects of Recruitment but due to time constraints it was not possible to do an elaborate study on it. &o as to evaluate and suggest for further research an overall study needs to be done. M&A 9 12 .A CONCLUSION FROM RESEARC*, It is a real challenge for the 5R professional to make the induction program more pragmatic to ensure that people trust in the organi=ation. It is essential to balance sub:ectivity Eob:ectivity in the induction program to make it employee oriented, workable and productive. /oreover, the purpose of the program should be more developmental rather than punitive in nature. Induction program is generally not informal in case of such organi=ation. 3rientation course should not be too lengthy. 0ut the induction program should start from the very beginning day when the employee :oins the organi=ation. 2he initial introduction and the immediately needed information should be given by the 5R manager to the new employee from the beginning day. 2he success of induction program depends on the sincerity shown by the management. It shows the importance and skills of the 5R professional in an organi=ation. In the whole the induction program reduces the employeeBs anxieties and provides them an opportunity to know about the organi=ation and its people. M&A 9 12 ./ ANNEBURE Fue!tionnaire &i6lio%rap$8 M&A 9 12 .C F,(&2I3NN1IR( *irection: Put tick marks. ;. Is Induction program necessary for your organi=ation or notP a) 4es b) no c) canBt say . 1re you satis-ed with the Induction procedure in the organi=ationP a) 4es b) reasonably c) need a little improvement d) no A. 2he purpose of induction program isM a) 3rientation to the organi=ation b) 9ive details about the company c) (xplain about career prospects and opportunities d) or all of the above >. *o the newcomers bene-t from the induction programP a) 4es b) no c) canBt say !. *oes induction program have a positive or a negative impact on the organi=ationP a) Positive b) negative c) neutral I. *oes induction program ful-ll the organi=ational re.uirements of the companyP a) 4es b) no c) canBt say ". 7hether training Edevelopment is essential after induction or notP a) 4es b) no c) canBt say ?. *oes induction procedure of your company vary from other companiesP a) 4es b) somehow c) no %. If any mistake is committed in the induction program adversely a@ecting the organi=ation, is it recti-ed at later dateP a) 4es b) no c) may be ;$. Is induction program a mere formalityP a) 4es b) no c) canBt say M&A 9 12 .2 ;;) 1re the 5R panel experienced enough for the induction programP a) 4es b) no c) no idea ;. 2he concept of 0,**4 &+5(/( adopted in your organi=ation during the induction program is helpfulP a) 4es b) no c) canBt say ;A. Is two days of induction program suGcient or notP a) 4es b) no c) canBt say ;>. *oes Induction program boost the moral of an employeeP a) 4es b) no c) some times ;!. 7hat changes would you like to have in your induction program in your organi=ationP &I&LIO4RAP*Y, I. +hhabra,2.N.,5uman Resource /anagement,New *elhi,*hanpat Rai E co.'P)8td.,$$> II. /amoria,*r. +.0 ,Personnel /anagement III. /anual PolicyC51&&I1 P1+619IN9 PD2 82* ID. Rao,D.&.P.,5uman Resource /anagement,(xcel books,New *elhi,$$! D. http:##www.hassiapackaging.com'Internet) DI. http:##www.google.co.in'Internet) M&A 9 12 A1