`

A STUDY ON THE PERFORMANCE OF HR POLICIES AND ITS

IMPLEMENTATION
OF
Talbros Automotive Components Limited

SUBMITTED TO

SAVITRIBAI PHULE PUNE UNIVERSITY

IN THE PARTIAL FULFILMENT OF MBA

SUBMITTED BY

UTKARSH SURYAKANT GARGOTE

UNDER THE GUIDENCE OF

PROF.DHANANJAY RASAL

NAVSAHYARI CHARITABLE TRUST’S

INSTITUTE OF MANAGEMENT SCIENCE, PIMPRI (BR),PUNE

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Certificate From institution (will be provided by the Institution)

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Topic Page

DECLARATION 3
AKNOWLEDGEMENT 4
ABSTRACT 5
COMPANY PROFILE 6
COMPANY FOUNDERS 7
NEED OF THE STUDY 8
SCOPE OF THE STUDY 9
OBJECTIVES OF STUDY 10
LIMITATIONS OF STUDY 11
REVIEW OF LITERATURE 12
RESEARCH METHODOLOGY 13
DATA ANALYSIS AND
14
INTERPRETATION
CHI SQUARE TEST 26
FINDINGS (Summary) 33
APPENDIX 35

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DECLARATION

I Utkarsh Suryakant Gargote here by declare that the Project Report entitled

“A Study on the Performance of HR policies and its Implementation of Talbros

Automative Components Limited” done by me under the guidance of Prof.

Dhananjay Rasal is submitted in partial fulfillment of the requirements for the

award of Master of Business Administration degree.

DATE:

PLACE: Utkarsh S Gargote

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AKNOWLEDGEMENT

I would like to express my sincere and deep sense of gratitude to my

Project Guide Prof Dhananjay Rasal for his valuable guidance, suggestions

and constant encouragement paved way for the successful completion of my

project work.

Utkarsh Suryakant Gargote

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ABSTRACT

Human Resource Management focuses on managing people within

organizations— acquiring talent, developing skills, motivating performance,
and maintaining commitment to meet goals. This project explores HR policies
as tools for boosting employee satisfaction and motivation, ultimately
improving efficiency.

It provides a framework for understanding an HR Policy Manual and its

objectives. The study specifically focuses on managerial-level employees at
Talbros Automotive Limited.

Keywords: HR policies, Employee Relationship, Organization.

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COMPANY PROFILE

Talbros Automotive Components Ltd. is equipped with advanced in-house

facilities for tool design and development, using cutting-edge software and
technology. In partnership with Sanwa, the company enhances its capabilities in
post-coating sealings and heat shields.

Its engineering setup includes integrated manufacturing with precision hydraulic

and pneumatic presses, along with compression and injection molding for
rubber and plastic parts. The cylinder head gasket line, developed with Sanwa
Japan, features post-coating and laser welding for high-quality output.

Talbros offers a wide range of products including multi-layer steel gaskets,

molded gaskets, plastic components, and heat shields—each built for quality
and performance.

The company is certified with IATF 16949, ISO-14001, and ISO-45001, ensuring
excellence in quality, environmental responsibility, and occupational safet

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COMPANY FOUNDERS
MR. NARESH TALWAR

Chairman
Naresh Talwar is a promoter and Non-Executive Chairman of Talbros. He has been associated with
the company since 1976. He was elected as the Chairman of Talbros in 2000 and has led the
company to global expansion since.
MR. UMESH TALWAR
Vice Chairman
Umesh Talwar, an alumni of Delhi University and an MBA graduate XLRI, is a veteran in the
automotive components industry. He joined the Talbros team in 1977 and has over four decades
of experience up his sleeve.

BOARD OF DIRECTORS
MR. VARUN TALWAR
Joint Managing Director
Varun Talwar is a B.S. graduate in Business Administration from Drexel University, Philadelphia,
USA. Having joined the company in early 2006, he is currently looking after the overall functioning
of Talbros.

MR. VIDUR TALWAR

Director
Vidur Talwar is a B.S. graduate in Business Administration and holds an MBA in Finance from
Drexel University, Philadelphia, USA. He has been associated with Talbros since 2015 and
has about three decades of field experience.

MR. ANUJ TALWAR

Joint Managing Director
Anuj Talwar is a Business Administration graduate from the College of William and Mary, Virginia,
USA. He also holds an MBA from the Boston University Graduate School of Management. He
joined the company in 2008 and oversees all operations at Talbros.

MR. NAVIN JUNEJA

Director Navin Juneja holds a B.Sc (Hons.) degree in Mathematics and is an experienced Chartered
Accountant. With over 36 years of professional experience, he is the Group CFO of Talbros Group.

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NEED OF THE STUDY

 HR policies are important for employees to work for an Organization.

 It helps to maintain motivation and willing work forces.
 It is an interesting and significant area for conducting research.
 They also ensure compliance with employment legislation and
inform employees of their responsibilities and the Company's
expectations
 HR policies provide guidelines on employer-employee
relationships, which impart information on acceptable norms of
behaviour, work schedules, health and safety measures,
employment laws, conflict resolution and disciplinary measures.
 HR planning, hiring (recruitment and selection), training and
development, payroll management, rewards and recognitions,
Industrial relations, grievance handling, legal procedures.
 To have a formal Statement on corporate thinking which will serve
as a guideline for actions. Promote effective management without
your constant intervention
 To establish the consistency in the application
 Motivate Team Members
 Device and implement Best policies
 Improve Employers Branding

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SCOPE OF THE STUDY

In any organization human resource is the most important asset. In today’s

current scenario.
 As most of the company’s overall performance depends on its
employee’s performance which depends largely on the HR POLICIES
of the organization.
 So, the project has wide scope to help the company to perform
well in today’ global competition.
 The core of the project lies in analysing and assessing the
organization and to design and HR policy manual for the
organization.
 They provide clear communication between the organization
and their employees regarding their condition of employment.
 They form a basis for treating all employees fairly and equally.
 They are a set of guidelines for supervisors and managers.
 They create a basis for developing the employee handbook.
 They establish a basis for regularly reviewing possible changes
affecting employees.
 They form a context for supervisor training programs and employee
orientation programs.

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OBJECTIVES OF STUDY

PRIMARY OBJECTIVES

 To study the amendments made in the HR Policies of Talbros

Automotive Components Limited.

SECONDARY OBJECTIVES

 To Study the amendments in the base policy and prepare a final policy.
 To Examine a HR Policy manual for the company with special
emphasis on the “Managerial Service Conditions”
 To understand the HR policies maintaining the sound relation
among Employees & Employer.
 To find out the employees’ satisfaction towards satisfied with
the implementation of policy in organization.

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LIMITATIONS OF STUDY

 HR policies are an important for employees work for Organization.

 It helps to maintain motivation and willing work forces.

 It is an interesting and significant area for conducting research.

 It aims to study an understanding to which the employees be

satisfied under the human resources system of the organizations

 To study the human resources needs of an organization

 To study the main processes of employee resorting and development

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REVIEW OF LITERATURE

A literature review summarizes existing scholarly findings, often used in academic

research. It highlights theoretical and methodological contributions without
presenting original experiments. Studies on HR practices emphasize
recruitment, performance appraisals, training, and motivation, revealing how
effective HRM drives organizational growth and employee satisfaction.

Kundu and Mahan (2009) stress HR’s organizational value, urging better
recruitment and planning. Rao (2007) notes HR's changing role and the need
for unbiased, quality-driven work. Subramanian (2005) highlights role-aligned
recruitment, while Maitin (2003) shows HRD's impact on productivity.

Shetty & Raju (2014) examine recruitment methods across industries, stressing
skills evaluation and employee motivation. Gupta (2010) discusses HRM’s
economic challenges. Singh (2008) links employee dedication to productivity,
suggesting joint employer-employee efforts.

Salokhe (2002) views employees as organizational assets. T.V. Rao (1999)

outlines HR audits to assess skills, values, and improvement areas. Udai
Pareek & Rao highlight HR limitations and the importance of training and
planning.

Venkateswaran (1997) connects HRD to financial growth through empirical studies.

Saini (2010) studies HR rules in banking, emphasizing qualification-based hiring.
Tripathy (2008) promotes the "3C" model—competency, commitment, culture—
for positive outcomes.

Patil (2007) links employee effort to service growth. Sharma & Jyoti (2006)
prioritize job satisfaction to reduce attrition. Chalam & Srinivas (2005) find
women show stronger HR loyalty in banks.

Mishra & Hardwar (2002) assess HRD satisfaction in private firms. Siva Kumar
(2015) views policy strength as a retention tool. Myilswamy & Gayatri (2014)
analyze HR policy dimensions affecting employee behavior.

Demo (2012) defines HR practices around hiring, bonding, training, and

development. Suhasini & Kalpana (2018) call for more HR policy research.
Caldwell & Floyd (2004) advocate deeper HRM research.

Madhyvadany & Panboli (2019) link performance evaluation to promotions and

incentives. Dessler (2002) adds involvement policies to improve well-being.
Albrecht et al. (2015) highlight five HR pillars: hiring, training, evaluation, pay,
and safety.

Kar & Mishra (2016) stress HR integration with organizational strategy. Wright et
al. (2003) connect HR practices to performance and profits. Imna & Hassan
conclude that HR policies influence employee motivation and organizational
outcomes.

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RESEARCH METHODOLOGY

1 Method of Data Collection

The research adopted a questionnaire method due to time constraints. Bias and
unreliability were carefully addressed during collection. Data completeness and
consistency were verified. Secondary data was sourced from journals,
magazines, and historical records. The study employed questionnaire, interview,
and observation methods using a descriptive research design.

2 Sampling Techniques

The study used probability sampling, specifically simple random sampling, where
each individual had an equal chance of selection based on probability.

2.1 Simple Random Sampling

This technique ensures every unit has an equal chance of selection, based
purely on probability, making it a fair and unbiased method.

3 Sources of Data
Primary data was collected through structured questionnaires, interviews, and
discussions with management.
Secondary data included records from Creations Infra Developers, textbooks,
journals, and internet sources.

4 Structure of Questionnaire

Primary data was gathered using a structured questionnaire containing

open-ended, close-ended, rank order, and rating scale questions.

5 Sample Size

Period of StudyThe study was conducted over a period of three months.

6 Analytical Tools

Data was analyzed using the following methods:

Descriptive Analysis,Chi-square Test,One-Way ANOVA Test

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DATA ANALYSIS AND INTERPRETATION

1.DESCRIPITIVE ANALYSIS

Table 4.1.1: Table Showing the Age of the Respondents

PARTICULARS NO. OF RESPONDENTS PERCENTAGE
20 – 30 years 79 59.4%
31 – 40 years 42 31.6%
41 – 50 years 10 7.5%
50 years and above 2 1.5%
Total 133 100

AGE OF THE RESPONDENTS

7%2%
20- 30 YEARS
31 -40 YEARS
32%
59% 41-50 YEARS
50 YEARS AND ABOVE

Chart Showing the Age of the Respondents

INTERPRETATION
From the Above table, its interpreted that 59.4% of the respondents are
20-30 years,31.6% of the respondents are 31-40 years,7.5% of the
respondents are 41- 50 years,1.5% of the respondents are 50 years and
above.

INFERENCE

Majority (59.4%) of the respondents from 20 -30 Years.

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Table showing the gender

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

Male 78 58.6%
Female 55 41.4%
Total 133 100

GENDER

41%
Male
59% Female

Chart Showing the Gender

INTERPRETATION

From the Above table, it’s interpreted that 58.6% of the respondents
are Male, 41.4% of the respondents are Female.

INFERENCE

7 Majority (58.6%) of the respondents from Male.

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Table Showing the Educational Qualification

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

Under Graduate 31 23.3 %
Post Graduate 67 50.4 %
Diploma 24 18 %
Others 11 8.3 %
Total 133 100

EDUCATIONAL QUALIFICATION

others
8%Under Graduate
Diploma 23% Under Graduate
18%
post graduate
Diploma
others
post graduate
51%

Chart Showing the Educational Qualification

INTERPRETATION

From the Above table, it’s interpreted that 23.3% of the respondents are
Under Graduate, 50.4 % of the respondents are Post Graduate, 18 % of
the respondents are Diploma and 8.3 % of the respondents are others.

INFERENCE

Majority (50.4 %) of the respondents from Post Graduate.

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Table Showing the Department

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

Finance 17 23.3 %
HR 39 50.4 %
Production 10 18 %
Sales 32 8.3 %
others 15 9%
Total 133 100

DEPARTMENT

Finance
8% 21%
8% HR
17%
Production
Sales
46%
Others

Chart Showing the Department INTERPRETATION

From the Above table, it’s interpreted that 23.3% of the respondents are
finance
50.4 % of the respondents are HR, 18 % of the respondents are Production,
and 8.3
% of the respondents are sales,9 % of the respondents are others.

INFERENCE

Majority (50.4 %) of the respondents from HR.

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Table Showing the Designation

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

Assistant Executive 23 17.3 %
Finance
HR Managers 33 24.8 %
Production Head 46 34.6%
Sales Executive 16 12%
Others 15 11.3 %
Total 133 100

DESIGNATION

11% Assistant Executive Finance

17%
12% HR Managers
Production Head

25% Sales Executive

Others
35%

Chart Showing the Designation.

INTERPRETATION

From the Above table, it’s interpreted that 17.3 %of the respondents are
Assistant Executive Finance, 24.8 %of the respondents are HR
Managers, 34.6% of the respondents are Production Head,11.3 %of the
respondents are Sales Executive, and 12%of the respondents are others.

INFERENCE

Majority (34.6%) of the respondents from Production.

Table Showing the Income of the Respondents per Month

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

10000 to 25000 57 42.9%

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25000 to 45000 48 36.1%

45000 to 60000 27 21.1%
60000 and above 10 7.5 %
Total 133 100

Income of the Respondents per Month

7%

20% 10000 to 25000

40%
25000 to 45000
45000 to 60000
60000 and above
33%

Chart Showing Income of the Respondent INTERPRETATION

From the Above table, it’s interpreted that 42.9%of the respondents
are10000 to 25000, 36.1%respondents are25000 to 45000,21.1%of the
respondents are 45000 to 60000, and 7.5 %of the respondents
are60000 and above.

INFERENCE

Majority (42.9%) of the respondents from 10000 to 25000.

A. RECRUITMENT AND SELECTION

Table showing the jobs and get placement

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

Placement cells 30 23.3 %
Through websites 60 45.1%
Newspaper 28 21.5%
advertiseme
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nt
Referrals 15 11.3 %
Total 133 100

jobs and get placement

11%
23% Placement cells

21% Through websites

News paper advertisement
Referrals
45%

Chart Showing the Income Per Month

INTERPRETATION

From the Above table, it’s interpreted that 23.3%of the respondents are
Placement cells, 45.1%respondents are through websites, 21.5%of the
respondents are

Newspaper advertisement and 11.3%of the respondents are referrals.

INFERENCE

Majority (45.1%) of the respondents from Through Websites.

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Table showing the letters you received from the company

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

Offer letter 44 33.1%
Acceptance letter 39 29.3 %
Joining letter 33 24.8%
None 16 12.0%
Total 133 100

letters you received from the company

12%
33%
25%
Offer letter
30% Acceptance letter
Joining letter
None

Chart showing the letters you received from the company

INTERPRETATION

From the Above table, it’s interpreted that 33.1%of the respondents are Offer
letter,
29.3 %respondents are Acceptance letter,24.8% of the respondents are

Joining letter and 12.0%of the respondents are None.

INFERENCE

Majority (33.1%) of the respondents from Offer letter.

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Table showing the Recruitment team conducted induction program

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

About Company 37 25.8%
Product Training 50 37.6%
Legal &Statutory 34 25.6%
legislation
None 13 9.8%
Total 133 100

Recruitment team conducted

induction program

10%
26% About Company

26% Product Training

Legal &Statutory legislation
None
38%

Chart showing the Recruitment team conducted induction program

INTERPRETATION

From the Above table, it’s interpreted that 25.8%of the respondents are
About
Company, 37.6%respondents are Product Training,25.6% of the
respondents are Legal &Statutory legislation and 9.8%of the
respondents are none.

INFERENCE

Majority (37.6%) of the respondents from Product Training.

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Table showing Whether you satisfied with the recruitment team

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

61 45.9%
Satisfied

Highly dissatisfied 4 3.0%

Neither satisfied or nor 17 12.8%
dissatisfied
Highly satisfied 43 32.3%
Dissatisfied 8 6.0%
Total 133 100

satisfied with the recruitment team

6%
Satisfied

32% 46% Highly dissatisfied

Neither satisfied or nor
dissatisfied
13% 3%
Highly satisfied
Dissatisfied

Chart showing the satisfied with the recruitment team INTERPRETATION

From the above table it is interpreted that 45.9% of the respondent
satisfied, 3% of the respondents highly satisfied, 12.8% of the
respondents Neither satisfied or nor dissatisfied, 32.3% of the
respondents Highly satisfied, 6% of the respondents Dissatisfied.

INFERENCE

Majority (54.9%) of the respondents from Satisfied.

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TRAINING AND DEVELOPMENT

Table showing the conducting training on any areas
PARTICULARS NO. OF RESPONDENTS PERCENTAGE

HR & Admins 21 15.8%

Finance 64 48.1%

Production 38 28.6%

Safety 10 7.5%

Total 133 100

conducting training on any areas

7% 16%
HR & Admins

29% Finance
Production
Safety
48%

Chart showing the conducting training on any areas INTERPRETATION

From the Above table, it’s interpreted that 15.8%of the respondents are
HR & Admins, 48.1%respondents are Finance,28.6% of the respondents
are Production and 7.5%of the respondents are Safety.

INFERENCE

Majority (48.1%) of the respondents from Finance.

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Table showing the There is the equal contribution of 12% each from
Employer and Employees

PARTICULARS NO. OF PERCENTAGE

RESPONDENTS
Agree 5 3.8%
Disagree 20 15.0%
Neither agree nor 71 53.4%
disagree
Strongly agree 5 3.8%
Strongly disagree 32 24.1%
Total 133 100

equal contribution
STRONGLY DISAGREE 24.10%

STRONGLY AGREE 3.80%

NEITHER AGREE NOR DISAGREE 53.40%

DISAGREE 15.00%

AGREE 3.80%

Chart showing the contributed towards labours welfare act INTERPRETATION

From the Above table, it’s interpreted that 21.8% of the respondents are
Employer cont. 12, 27.1% respondents are Employees cont.20, 36.8% of
the respondents are Employer cont. 7 and 13.5% of the respondents are
Employer cont. 14.

INFERENCE

Majority (36.8%) of the respondents from Employer cont. 7.

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CHI SQUARE TEST

AGE OF THE RESPONDENTS

Vs

BASED ON THE TRAINING CONDUCTED BY THE TRAINER ON THE AREAS

CAN BE SHOWN ANY DEVELOPMENT

H0 (NULL HYPOTHESIS) = There is no significant relationship

between age of the respondents and Based on the training
conducted by the trainer on the areas can be shown any
development.

H1 (Alternate Hypothesis) = There is a significant relationship

between age of the respondents and Based on the training
conducted by the trainer on the areas can be shown any
development.

AGE * BASED ON THE TRAINING CONDUCTED BY THE TRAINER ON

THE AREAS CAN BE SHOWN ANY DEVELOPMENT CROSSTABLE
AGE AGRE DISAGRE NEITHER STRONGL STRONGL TOTA
E E L
AGREE Y Y
NOR AGREE DISAGRE
DISAGRE E
E
39.5 7.3 15.2 2. 10.2 75.0
20 –
8
30
years
21.1 3.9 8.1 1. 5.4 40.0
31 –
5
40
years
8.9 1.7 3.5 .6 2.3 17.0
41 –
50
years
50ye 0.5 0.1 0.2 .0 0.1 1.0
a rs
and
abov
e
TOTA 70.0 13.0 27.0 5. 18.0 133.0
L 0
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CHI-SQUARE TESTS

Value df Asymptotic
Significance (2-
sided)
Pearson Chi- 10.090a 12 .608
Square
Likelihood Ratio 10.067 12 .610

N of Valid Cases 133

a. 12 cells (60.0%) have expected count less than 5. The minimum expected
Count is.04.

At 5% level of significance and df (12) the table value is 10.090.

calculated value = 0.04
Significance value (p=0.005) < calculated
value H0 is accepted.

INFERENCE

The results of the “Pearson Chi-Square” say that χ (12) = 10.090, P =

0.04. This tells us that there is a statistically significant association
between the age of the respondents and also high-performance
work system leads to superior employee performance.

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AGE OF THE RESPONDENTS

Vs

Whether you satisfied with the recruitment team what is the percentage

H0 (Null Hypothesis) = There is no significant relationship

between age of the respondents and significance level of
the company that makes the employees responsible for
the spot decisions of the company.

H1 (Alternate Hypothesis) = There is a significant relationship

between age of the respondents and significance level of the
company that makes the employees responsible for the spot
decisions of the company.

AGE * WHETHER YOU SATISFIED WITH THE RECRUITMENT

TEAM CROSSTABLE

Neither
AGE Highly Dissati
Highly satisfied
Satisfi satisfied sf Total
ed dissatisfi nor
ied
ed dissatisfie
d
34.4 2.3 9.6 24.2 4.5
20 –30
75.0
years
18.3 1.2 5.1 12.9 2.4 40.0
31 –40
years
7.8 .5 2.2 5.5 1.0 17.0
41 –50
years
50years 0.5 .0 0.1 0.3 0.1 1.0
and
above
TOTAL 61.0 4.0 17.0 43.0 8.0 133.0

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CHI-SQUARE TESTS

Value df Asymptotic
Significance (2-
sided)

Pearson Chi-Square 17.410 12 .135

a

Likelihood Ratio 16.683 12 .162

N of Valid Cases 133

a. 12 cells (60.0%) have expected count less than 5. The minimum

expected count is .03.

At 5% level of significance and DF (12) the table value is 17.410

calculated value = 0.03
Significance value (p=0.005) < Calculated
value

H0 is accepted

INFERENCE

The results of the “Pearson Chi-Square” say that χ (12) = 17.410, P=

0.03. This tells us that there is a statistically significant association
between age of the respondents and the company that makes the
employees responsible for the spot decisions made for the
improvement of the company.

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ONE WAY ANOVA TEST

Hypothesis is set between the age of the respondents and equal
contribution of 12% each from Employer and Employees

NULL HYPOTHESIS

H0 = There is no statistically significant relationship between age the

respondents and equal contribution of 12% each from Employer and
Employees

ALTERNATIVE HYPOTHESIS
H1 = There is a statistically significant relationship between age of
the respondents and equal contribution of 12% each from
Employer and Employees

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DESCRIPTIVES

AGE

N MEA STD. STD. 95% MINI MAXI

N
DEVI ERR CONFIDENCE MUM MUM
ATIO OR INTERVAL FOR
N MEAN

LOWER UPPER
BOUND BOUND
Agree 73 1.63 .717 .084 1.46 1.80 1 3

Disagree 3 2.00 1.000 .577 -.48 4.48 1 3

Neither 19 1.63 .831 .191 1.23 2.03 1 4

agree
nor
disagre
e

Strongly 35 1.34 .639 .108 1.12 1.56 1 3

agree

Strongly 3 2.33 1.155 .667 -.54 5.20 1 3

disagree

Total 13 1.58 .741 .064 1.45 1.71 1 4

3

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ANOVA

AGE

Sum of Mean
Squares df Square F Sig.
Between 4.434 4 1.108 2.087 .086
Groups

Withi 67.987 128 .531

n
Group
s
Total 72.421 132

INTERPRETATION

This is the table that shows the output of the ANOVA analysis and we
have a statistically significant difference between our group means. We
can see that the significance level is 0.086, which is more than 0.005.
Therefore, there is a statistically significant relationship between the
age of the respondents and equal contribution of 12% each from
Employer and Employees

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FINDINGS (Summary)

Majority of respondents (59.4%) are aged 20–30; 58.6% are male.

50.4% are postgraduates; 50.4% work in HR; 34.6% are Production

Heads. Monthly income ranges between ₹10,000–₹60,000; most earn

₹10,000–₹25,000. Major recruitment sources: websites (45.1%) and

placement cells (23.3%).

Important joining documents: offer (33.1%) and acceptance letters

(29.3%). Induction training mostly covers product-related topics

(37.6%).

45.9% are satisfied with current processes; opinions on internal systems vary.

Performance feedback received from HR, Admins, and Subordinates.

Evaluation methods include 360° and 160° feedback.

PF and ESI contributions vary; 36.8% receive both A & B

schemes. Most common leaves: Privilege and Casual Leave.

Main reasons for resignation: career change (35.3%) and tough work

environment (32.3%). Resignation is often physical (32.3%) or informal (35.3%

report no formal resignation).

Exit process and documentation are inconsistently followed.

SUGGESTIONS & RECOMMENDATIONS (Summary)

Adopt 360°/180° performance feedback across levels.

Introduce mentorship programs to guide career

growth. Psychometric testing should be

implemented.

Training must be mandatory for all employees.

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Departments should promote inter-functional

harmony. Recognize employee contributions through

timely rewards. Implement flexible and fair reward

systems.

Improve communication and transparency.

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Address system gaps; enhance scientific wage administration.

Ensure equal pay for equal work.

CONCLUSION (Summary)

Company policy encourages holistic employee growth via internal/external

training, lateral mobility, and motivation.

The system supports team-building, objectivity in rewards, and scientific control

methods.

While employees understand expectations and align their work with company
goals, gaps exist in recognition, communication, and fair compensation.

There’s a need for improvement in decision-making transparency and

acknowledging employee contributions.

REFERENCES
 Absar, M., Nimalathasan, B., and Jillian, M. (2010). Impact of HR
Practices on Organizational Performance in Bangladesh, International
Journal of Business Insights & Transformation, 3 (2), 15-19.
 Abu Riyale, A. (2007). The Effect of Employees Performance
Management System Development on Employees Turnover Empirical
Study Telecommunication Sector-Jordan, Unpublished Master
Dissertation, The University of Jordan, Jordan.
 Abu-Doleh, J. (2000). Human Resource Planning in Jordan: A Challenge
for the Next Millennium, Middle East Business Review, 4(1), 57-68.
 Practice. London: Kogan Page. p. 289. ISBN 0749433930.
 Michael, Armstrong (2001). Human Resources Management Practice.
London: Kogan Page. pp. 296–297. ISBN 0749433930.\
 Pravin, Durai (2010). Human Resource Management. India: Dorling
Kindersley (India) Pvt. p. 133. ISBN 9788131724842.
 Rao, T.V. (1999), HRD Audit, New Delhi: Response Books (A Division
of Sage Publications).

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APPENDIX

As a part of my MBA curriculum at Navsahyadri Charitable Trust

Intitute of Management Science, Pimpri (Bk) , I am doing project
HR policies in Talbros Automotive components Limited . Kindly
spend your valuable time in filling the questionnaires and I assure
you that he information will be used only for academic research
analysis and will be kept highly confidential

1. Name

2. Age

a) 20 – 30 years

b) 31 – 40 years

c) 41 – 50 years

d) 50 years and above

3. Gender

a) Male

b) Female

4. Educational Qualification

a) Under graduate

b) Post graduate

c) Diploma

d) Others

5. Department

a) Production

b) HR

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c) Sales

d) Finance

e) Other

6. Designation

a) Assistant executive finance

b) HR managers

c) Production Head

d) Sales Executive

e) Others

7. Income

a) 10000 to 25000

b) 25000 to 45000

c) 45000 to 60000

d) 60000 and above

1. RECRUITMENT AND SELECTION

1. How do you search the jobs and get placement?

a) Placement cells

b) Through websites

c) Newspaper advertisement

d) Referrals

2. Which one of the letters you received from the company

after your name shortlisted?

a) Offer letter

b) Acceptance letter

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c) Joining letter

d) None

3. Whether the recruitment team conducted an induction

at the time of joining if which
one of the following

1. About Company

2. Product Training

3. Legal & Statutory legislation

4. None

4. Whether you satisfied with the recruitment team

a) Satisfied

b) Highly dissatisfied

c) Neither satisfied or nor dissatisfied

d) Highly satisfied

e) Dissatisfied

TRAINING AND DEVELOPMENT

1. Whether the company is conducting training on any areas such

as Production, Administration, Process if attendant which
department related it was

a) HR & Admins

b) Finance

c) Production

d) Safety

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2. Whether the trainer is component ant and Knowledge

person and
what rate you will give the person

a) Excellent

b) Fair

c) Average

d) Poor

3. Based on the training conducted by the trainer on the

areas can be shown any development
a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Strongly disagree
e) Disagree
4. If you want to attend further training what would be the
areas you are interested

a) Welfare

b) Fire and Safety

c) Management & Skills

d) Time Management

PERFORMANCE APPRAISAL

1. Whether the company is conducting performance

appraisal for the employees if so what basis

a) Monthly

b) Quarterly

c) Half yearly

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d) Annually

2. Which Department is conducting Performance Appraisal

is a company?

a) Subordinates

b) HR & Admins

c) Finance

d) Production

3. Whether the Performance Appraisal conducting on what

degrees of appraisal

a) 80 %

b) 160 %

c) 320 %

d) 360 %

4. Who will be the final

decision for the performance Appraisal
made by the Superiors?

a) Management

b) Manager

c) Reporting Manager

d) Others

STATUTORY COMPLIANCE

1. Whether the company created awareness on Social legislative

during the joining of a company if so, what is your feedback

a) Excellent

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b) Fair

c) Unfair

d) None

2. Whether the Statutory

Obligation of PF and ESI complied with
the company

a) PF 12% ESI 0.75%

b) PF 8.33% ESI 3.25 %

c) Both A & B

d) All the above

3. Whether the profession tax contribution remitted the

concerned authority by the company

a) Complied

b) Not complied

c) Ignore

d) Company not willing

4. There is the equal contribution of 12% each from Employer and Employees
a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Strongly disagree
e) Disagree

LEAVE POLICY

1) Do you aware about the leave policy in your company

a) Sick Leave

b) Privilege Leave

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c) Casual Leave

d) All the above

2. Whether you will awhile the leave or not if so how

a) Chronically

b) Frequently

c) Will not take leave

d) Incase emergency situation

3. Are you feel your company leave policies are able to

meet your needs?
a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Strongly disagree
e) Disagree

4. Whether your leave application shall be approved by whom

a) Managers

b) Deputy Managers

c) Management

d) On my own accord

EXIT POLICY

1. What is the reason for Quieting the Job

a) You’ r found a new job

b) Difficult work environment

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c) Career change

d) Relocation

2. Whether the Employees submitting their resignation at the

time of leaving the Employment

a) Sending through mails

b) Physical Resignation

c) No Resignation

d) No of the above

3. Whether the relieving order provided to the resigned

employees at the time of the date of leaving

a) Leaving order will be given

b) Leaving order will be not given

c) None of the above

4. Whether the company processing the full and final settlement

during the time of Exit

a) Given

b) Not given

c) None of the above

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