CHAPTER NO.

INTRODUCTION OF HUMAN RESOURCES MANAGEMEN

Human resource management is a func on in organiza ons designed to

maximize employee performance in service of their employer’s strategic
objec ves.HR is primarily concerned with how people are managed within
organiza ons, focusing on policies and systems. HR departments and units in
organiza ons are typically responsible for a number of ac vi es, including
employee recruitment, training and development, performance appraisal,
andrewarding.HR is also concerned with industrial rela ons, that is, the balancing
of organiza onal prac ces with regula ons arising from collec ve bargaining and
governmental laws.
HR is a product of the human rela ons movement of the early 20th century,
when researchers began documen ng ways of crea ng business value through the
strategic management of the workforce. The func on was ini ally dominated by
transac onal work, such as payroll and benefits administra on, but due to

1
globaliza on, company consolida on, technological advancement, and further
research, HR now focuses on strategic ini a ves like mergers and acquisi ons,
talent management, succession planning, industrial and labor rela ons, and
diversity and inclusion.
In startup companies, HR's du es may be performed by trained
professionals. In larger companies, an en re func onal group is typically dedicated
to the discipline, with staff specializing in various HR tasks and func onal leadership
engaging in strategic decision making across the business. To train prac oners for
the profession, ins tu ons of higher educa on, professional associa ons, and
companies themselves have created programs of study dedicated explicitly to the
du es of the func on. Academic and prac oner organiza ons likewise seek to
engage and further the field of HR, as evidenced by several field-specific
publica ons. HR is also a field of research study that is popular within the fields of
management and industrial/organiza onal psychology, with research ar cles
appearing in a number of academic journals, including those men oned later in this
ar cle. In the current global work environment, most companies focus on lowering
employee turn over and retaining the talent and knowledge held by their
workforce. New hiring not only entails ahigh cost but also increases the risk of the
newcomer not being able to replace the person who was working in that posi on
before. HR departments also strive to offer benefits that will appeal to workers, thus
reducing the risk of losing knowledge.

CONCEPT OF HUMAN RESOURCE MANAGEMENT

Human resource management is a process of bringing people and
organiza ons together so that the goals of each other are met. The role of HR
manager is shi ing from that of a protector and screener to the role of a planner
and change agent. Personnel directors are the new corporate heroes. The name of
the game today in business is personnel. Nowadays it is not possible to show a good
financial or opera ng report unless your personnel rela ons are in order. Over the
years, highly skilled and knowledge based jobs are increasing while low skilled jobs

2
are decreasing. This calls for future skill mapping through proper HRM ini a ves.
Indian organiza ons are also witnessing a change in systems, management cultures
and philosophy due to the global alignment of Indian organiza ons. There is a need
for mul skill development. Role of HRM is becoming all the more important. Some
of the recent trends that are being observed are as follows: The recent quality
management standards ISO 9001 and ISO 9004 of 2000 focus more on people
centric organiza ons. Organiza ons now need to prepare themselves in order to
address people.
centered issues with commitment from the top management, with renewed
thrust on HR issues, more par cularly on training. Charles Handy also advocated
future organiza onal models like Shamrock, Federal and Triple I. Such
organiza onal models also refocus on people centric issues and call for redefining
the future role of HR professionals. To leapfrog ahead of compe on in this world
of uncertainty, organiza ons have introduced six-sigma prac ces. Six-sigma uses
rigorous analy cal tools with leadership from the top and develops a method for
sustainable improvement. These prac ces improve organiza onal value sand helps
in crea ng defect free product or services at minimum cost. Human resource
outsourcing is a new accession that makes a tradi onal HR department redundant
in an organiza on. Exult, the interna onal pioneer in HR BPO already roped in Bank
of America, interna onal players BP Amoco & over the years plan to spread their
business to most of the Fortune 500 companies. With the increase of global job
mobility, recrui ng competent people is also increasingly becoming difficult,
especially in India. Therefore by crea ng an enabling culture, organiza ons are also
required to work out a reten on strategy for the exis ng skilled manpower.

NEW TRENDS IN INTERNATIONAL HRM INTERNATIONAL HRM

places greater emphasis on a number of responsibili es and func ons such

As reloca on, orienta on and transla on services to help employees adapt to a
new and different environment outside their own country. Selec on of employees

3
requires careful evalua on of the personal characteris cs of the candidate and
his/her s pouse. Training and development extends beyond informa on and
orienta on training to include sensi vity training and field experiences that will
enable the manager to understand cultural differences be er. Managers need to be
protected from career development risks, re-entry problems and culture shock. To
balance the pros and cons of home country and host country evalua ons,
performance valua ons should combine the two sources of appraisal informa on.
Compensa on systems should support the overall strategic intent of the
organiza on but should be customized for local condi ons. In many European
countries -Germany for one, law establishes representa on. Organiza ons typically
nego ate the agreement with the unions at a na onal level. In Europe it is more
likely for salaried employees and managers to be unionized.

HR Managers should do the following things to ensure success-

Use workforce skills and abili es in order to exploit environmental

opportuni es and neutralize threats. Employ innova ve reward plans that
recognize employee contribu ons and grant enhancements. In
dulge in con nuous quality improvement through TQM and HR contribu ons
like training, development, counseling, etc U lize people with dis nc ve
capabili es to create unsurpassed competence in an area, e.g. Xerox in
photocopiers, 3M in adhesives, Telco in trucks etc. Decentralize opera ons and rely
on self-managed teams to deliver goods in difficult mes e.g. Motorola is famous
for short product development cycles. It has quickly commercialized ideas from its
research labs. Lay off workers in a smooth way explaining facts to unions, workers
and other affected group se .g. IBM , Kodak, Xerox, etc.

HR Managers today are focusing a en on on the following-

 Policies-HR policies based on trust, openness, equity and consensus.

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  Mo va on-Create condi ons in which people are willing to work with zeal,
ini a ve and enthusiasm; make people feel like winners.
 Relations-Fair treatment of people and prompt redress of grievances would
pave the way for healthy work-place relations.
 Change agent-Prepare workers to accept technological changes by clarifying
doubts.
 Quality Consciousness-Commitment to quality in all aspects of personnel
administration will ensure success.

Due to the new trends in HR, in a nutshell the HR manager should treat people as
resources, reward them equitably, and integrate their aspirations with corporate goals through
suitable HR policies.

CHAPTER NO. 2

OBJECTIVE OF THE STUDY

To find the relation and effect of Human Resources Management with

organization effectiveness.
1. To understand the recruitment procedure adopted by the Indian companies.
2. To understand the HR Practices and policies adopted by Indian companies.
3. To identify the training and development program adopted by the Indian
companies.
4. To identify compensation salary increment policy adopted by
the Indian companies.
5. To identify the present performance of an employee
being appraised through career advancement.
6. To identify employee welfare scheme launch by the govt.
7. To identify working hours of the Indian companies.
8. To provide better employee health, safety, welfare facilities as per
their standard policies.

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 9. To understand the quality circle is beneficial for solving the problem.
10.To understand the reason of employee turnover.

SCOPE OF THE STUDY

The scope of the research is very vast; however the total time period available
was very limited for the purpose of the study observation, analysis and conclusion.
Second important thing is on account of ethical and moral obligation of a manager
disclosure of all pertained and particular policies has got limitation because of his
positional accountability and responsibility, Studying “organization effectiveness
through Human Resources Management” of the employee as specialized subject
restrict a training, recruitment and selection, job analysis, performance appraisal for
entering into Human Resources Management of different parameter as well as view
of the company. The finding of the study can be refried to as a reference for entire
organization al policies, parameter and particles.

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 CHAPTER NO. 3

CONCEPTUALFRAMEWORK ON HUMAN RESOURCES

MANAGEMENT.
In order to achieve the company objectives, Human Resource Management
undertakes the following activities:
1. Recruitment, selection and placement of personnel.
2.Training and development of employees.
3.Appraisal of performance of employees.
4.Remuneration of employees.
5.Social security and welfare of employees.

1. RECRUITMENT, SELECTION AND PLACEMENT

OF PERSONNEL

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 Mode of Appointment:
The appointment to various points shall be made in the following manner :-
By Direct Recruitment :-
a. The qualifications for direct recruitment shall be such as specified in the
staffing pattern.
b. The appointment shall be made according to the merit list drawn at the
time of selection.
c. All appointments except to class-IV services shall be made on the
recommendations of the selection Committee consisting of the following:-

By Promotion
a. Appointment by promotion to the next higher post in the respective
discipline in any category shall be made on the basis of ‘Seniority-cum-
Merit’ from amongst the employees working in the lower category having
at least five years service on t he said post in the steel Industry.
By Transfer:
a. By permanent transfer of services of surplus staff of company the terms &
conditions as Prescribed by company and adopted by the Board from time
to time subject to the approval of Register.
b. By permanent transfer of an employee on his own request and upon the
terms &conditions as prescribed by the company and adopted by the board
from time to time subject to the approval of Registrar.
COMMENCEMENT OF SERVICE:
Services shall be deemed to have commenced from the working day on which
the employee reports for duty. If he reports for the duty in the afternoon’ the
services shall be deemed to have commenced from the following day.
ATTENDANCE AND LATE COMING:-
No employee shall enter or leave the premises of the Establishment accept by the
gate or gates meant for this purpose. An employee who is off his duty or has resigned
or has been discharged or declared by the competent Medical Authority to be
uffering from any contagious or infectious disease, shall immediately leave the

8
premises of the Established and shall not enter any part of it, except with the express
permission of the competent authority.

All employees shall be liable to be searched both at the time of entry and exit at the
main entrance of the Establishment by an authorized person of the same sex with
due dignity. If more than one shift is working, the employee shall be liable to be
transferred from one shift to another.
SENIORITY:
The seniority of an employee under these rules shall be determined in a
particular category of post on the basis of the length of service on that post provided
that in the case of employees appointment by the direct recruitment which join within
the period specified in the order of appointment or within such period specified by
direct recruitment who join with in the period specified in the order of appointment
or within such period as may from time to time be extended by the appointing
authority, subject to a maximum of one month from the data of order of
appointment, the order of merit determined, shall not be disturbed. Provided further
that in the case a candidate is permitted to join the service after the expiry of the said
period of one month, his seniority shall be determined from the data he joins the
service.
POSTING AND TRANSFERES:
Managing Director shall be competent to post/ transfer any employee within
the establishment. He shall also be competent to transfer an employee against any
equivalent post or along with post.

2. TRAINING AND DEVELOPMENT OF EMPLOYEES

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"Employee Development" was seen as too evocative of the master-slave relationship
between employer and employee for those who refer to their employees as "partners"
or "associates" to be comfortable with. "Human Resource Development" was
rejected by academics, who objected to the idea that people were "resources" —an
idea that they felt to be demeaning to the individual. Eventually, the CIPD settled
upon "Learning and Development", although that was itself not free from problems,
"learning" being an over general and ambiguous name. Moreover, the field is still
widely known by the other names. Training and development (T&D) encompasses
three main activities: training, education, and development. Garav an, Costine, and
Heraty, of the Irish Institute of Training and Development, note that these ideas are
often considered to be synonymous. However, to practitioners, they encompass three
separate, although interrelated, activities:
 Training:
This activity is both focused upon, and evaluated against, the job that an
individual currently holds.
 Education:
This activity focuses upon the jobs that an individual may potentially hold in
the future, and is evaluated against those jobs.
 Development :
This activity focuses upon the activities that the organization employing the
individual, or that the individual is part of, may partake in the future, and is
almost impossible to evaluate. The "stakeholders" in training and
development are categorized into several classes. The sponsors of training and
development are senior managers. The clients of training and development are

10
business planners. Line managers are responsible for coaching, resources, and
performance. The participants are those who actually undergo the
processes. The facilitators are Human Resource Management staff. And the
providers are specialists in the field. Each of these groups has its own agenda
and motivations, which sometimes conflict with the agendas and motivations
of the others. The conflicts are the best part of career consequences are those
that take place between employees and their bosses. The number one reason
people leave their jobs is conflict with their boss es. And yet, as author,
workplace relationship authority, and executive coach, Dr. John Hoover points
out, "Tempting as it is, nobody ever enhanced his or her career by making the
boss look stupid." Training an employee to get along well with authority and
with people who entertain diverse points of view is one of the best guarantees
of long-term success. Talent, knowledge, and skill alone won't compensate for
a sour relationship with a superior, peer, or customer.

3. APPRAISAL OF PERFORMANCE OF EMPLOYEES

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An employee performance appraisal is a process—often combining both written and
oral elements—whereby management evaluates and provides feedback on employee
job performance, including steps to improve or redirect activities as needed.
Documenting performance provides a basis for pay increases and promotions.
Appraisals are also important to help staff members improve their performance and
as an avenue by which they can be rewarded or recognized for a job well done. In
addition, they can serve a host of other functions, providing a launching point from
which companies can clarify and shape responsibilities in accordance with business
trends, clear lines of management-employee communication, and spur re-
examinations of potentially hoary business practices. Yet Joel Myers notes in
Memphis Business Journal
that "in many organizations, performance appraisals only occur when management
I uilding a case to terminate someone. It's no wonder that the result is a mutual dread
of the performance evaluation session—something to be avoided, if at all possible.
Thsbis is no way to manage and motivate people. Performance appraisal is supposed
to be a developmental experience for the employee and a 'teaching moment' for the
manager.

PERFORMANCE APPRAISAL AND DEVELOPMENT

While the term performance appraisal has meaning for most small business owners,
it might be helpful to consider the goals of an appraisal system. They are as follows:
1. To improve the company's productivity.
2. To make informed personnel decisions regarding promotion, job changes, and
termination.
3. To identify what is required to perform a job (goals and responsibilities of the
job).
4. To assess an employee's performance against these goals.
5. To work to improve the employee's performance by naming specific areas for
improvement, developing a plan aimed at improving these areas, supporting the employee's
efforts at improvement via feedback and assistance, and ensuring the employee's involvement
and commitment to improving his or her performance.
All of these goals can be more easily realized if the employer makes an effort to establish
the performance appraisal process as a dialogue in which the ultimate purpose is the

12
betterment of all parties. To create and maintain this framework, employers need to inform
workers of their value, praise them for their accomplishments, establish a track record of fair
and honest feedback, be consistent in their treatment of all employees, and canvass workers
for their own insights into the company's processes and operations.
A small business with few employees or one that is just starting to appraise its staff may
choose to use a prepackaged appraisal system, consisting of either printed forms or software.
Software packages can be customized either by using a firm's existing appraisal methods or
by selecting elements from a list of attributes that describe a successful employee's work
habits such as effective communication, timeliness, and ability to perform work requested.
Eventually, however, many companies choose to develop their own appraisal form and
system in order to accurately reflect an employee's performance in light of the business's own
unique goals and culture. In developing an appraisal system for a small business, an
entrepreneur needs to consider the following:
1.Size of staff
2. Employees on an alternative work schedule
3.Goals of company and desired employee behaviours to help achieve goals.
4 .M e a s u r i n g p e r f o rm a n c e/ w o r k
5 .P a y i n cr e a s e s an d p ro m o t i o n s .
6.Communication of appraisal system and individual performance.

4. REMUNERATION OF EMPLOYEES

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Employee Remuneration refers to the reward or compensation given to the
employees for their work performances. Remuneration provides basic
attraction to a employee to perform job efficiently and effectively.
Remuneration leads to employee motivation. Salaries constitute an
important source of income for employees and determine their standard
of living. Salaries affect the employee’s productivity and work
performance. Thus the amount and method of remuneration are very
important for both management and employees.
There are mainly two types of Employee Remuneration

1.Time Rate Method

2.Piece Rate Method
These methods of employee remuneration are explained below in detail:

Methods of Employee Remuneration

1.Time Rate Method:

Under time rate system, remuneration is directly linked with the time spent
or devoted by an employee on the job. The employees are paid a fixed pre-
decided amount hourly, daily, weekly or monthly irrespective of their
output. It is a very simple method of remuneration. It leads to minimum
wastage of resources and lesser chances of accidents. Time Rate method
leads to quality output and this method is very beneficial to new
employees as they can learn their work without any reduction in their
salaries. This method encourages employee’s unity as employees of a
particular group/cadre get equal salaries.
There are some drawbacks of Time Rate Method, such as, it leads to tight
supervision, indefinite employee cost, lesser efficiency of employees as
there is no distinction made between efficient and inefficient employees,
and lesser morale of employees. Time rate system is more suitable where
the work is non-repetitive in nature and emphasis is more on quality output
rather than quantity output.

14
2.Piece Rate Method:
It is a method of compensation in which remuneration is paid on the basis
of units or pieces produced by an employee. In this system emphasis is
more on quantity output rather than quality output. Under this system the
determination of employee cost per unit is not difficult because salaries
differ with output. There is less supervision required under this method
and hence the per unit cost of production is low. This system improves the
morale of the employees as the salaries are directly related with their work
efforts. There is greater work-efficiency in this method. There are some
drawbacks of this method, such as; it is not easily computable, leads to
deterioration in work quality, wastage of resources, lesser unity of
employees, higher cost of production and insecurity among the
employees. Piece rate system is more suitable where the nature of work is
repetitive and quantity is emphasized more than quality.

5.SOCIAL SECURITY AND WELFARE OF EMPLOYEES

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PROVIDENT FUNDS:

Employees shall be entitled to the membership of the Employees Provident

Fund and other schemes under the employees Provident Fund and Misc.
Provisions Act’ 1952 irrespective of the pay drawn b him re-employed persons
shall be governed by the terms of their appointment.

BONUS:

Employees shall b entitled to payment of the Bonus under the payment of Bonus
Act, 1965 a same nded or re-enacted from time to time.

MEDICAL BENEFITS:

An employee, as and when covered under the PSI Act/Scheme, shall get medical
benefits as provided there in. An employee not covered under the PSI Act/Scheme
shall be entitled to medical benefits as may be decided by the board from time to
time with the concurrence of the company.

ALLOWANCE:

Dearness Allowance, Additional Dearness Allowance, House Rent Allowance, City

Compensatory Allowance, Rural Allowance and Other Compensatory Allowance
Shall be Admissible to the Employe of the life insurance as per the decision Of the
bord with the concurrence of the company.

LEAVE:

PRVILAGELIVE LEAVE (LEAVE WITH WAGES):

One day for every 18 days of service

CASUAL LEAVE:

12 Days per annum

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SICK LEAVE:

That leave are for sick employees.

RESIGNATION:

If a regular/permanent employee intends to leave the service of tendering

resignation, he shall have to give one month’s notice in writing, otherwise, he
shall have to deposit one month’s notice in writing, otherwise, he shall have to
deposit one month’s salary or salary for the period by which the notice falls short
of one month (for this purpose salary will include basic pay +all other allowance
admissible thereon, experts House Rent/Rural allowance, Conveyance Allowance
and Medical Allowance.)24hours notice shall be required for tendering
resignation during probation period.

The resignation tendered by the employee may be accepted by the appointing

authority.

SUPERANNUATION / RETIREMENT:

Every employee shall be superannuated on the a ernoon of the last day of the
month in which he attains the age of 58 years.

Not with standing anything contained in Rule 17.1 above, an employee may be
permitted at his own request to retire room the service attaining the age of 50
years or a er 20 years of service at any time by the appointing authority provided
three month notice. A thing contained in rule 17.1 and 17.2 above, the appointing
authority shall, if it is of the opinion a er reviewing the entire service record of an
employee that he is not fit to be retained in the service and that it is in the interest
of the Life Insurance.

Major misconducts:

Without prejudice to the generality of the term, “misconduct”, the following acts
of communion or omission shall, interlaid, constitute specific acts of Major
Misconduct on the part of the employee:

17
1. Breach or habitual breach of any standing instructions or rules regulations,
conditions of the appointment letter or orders issued by the establishment
from time to time.
2. Acting in any manner prejudicial to the iner test or reputation of
the establishment, disregard of any operation & maintenance.
3. Negligence or habitual negligence of duty or laziness or in efficiency or
incompetence or malingering or neglect of work or carelessness in work,
poor or unsatisfactory performance intentionally. Bring narcotic, liquor or
other intoxicating things in premises or reporting.
4. Doing private or personal work during working hours, engaging in any
other trade, business profession, service of the Establishment without
while in the competent authority.

PUNISHMENTS FOR MAJOR MISCONDUCTS:

One or more of the following punishments may be imposed on an employee

who is found guilty of a major misconduct, namely:-

1. Stoppage of one or more annual grade increments of pay with or without

cumulative effect
2. Recovery of damages or the amount of loss suffered by the Establishment
on account of misconduct of the employee.
3. Demotion to the Lower post.
4. Termination of service.
5. Dismissal from service.

PUNISHMENTS FOR MINOR MISCONDUCTS:-

One or more of the following punishments may be imposed on an employee

who is found guilty or minor misconduct, namely:-

1. Warning or Censure.

18
 2. Making an adverse entry in his service record.
3. Stoppage of one annual grade increment of pay with or without cumulative
effect fora period of six months.
4. Recovery of loss of goods expressly entrusted to the employee or more for
which he is accountable.
5. Recovery from his pay of the he is accountable, pecuniary loss caused by
him to the establishment by negligence or breach of orders
6. Suspension without pay or subsistence for a period not exceeding 15 days.
PROCEDURE FOR AWRDING PUNISHMENT FOR ACTS OF MINOR
MISCONDUTS:
Where an allegation of minor misconduct is alleged against an employee, he shall
becalled upon to explain his position.

PROCEDURE OF ENQUIRYAND PUNISHMENT FOR

MAJORMISCONDUCTS:

An employee against whom a major misconduct is alleged shall be served with a

charge Sheet by the competent authority clearly setting forth the imputation of mis conduct and
calling upon the employee to submit his explanation within a period of 7 days, provided that such
time may be extended for a maximum period of 7 days , after the expiry of initial
period of 7 days if sufficient reasons are advised by the employee for seeking an extension,
for which purpose a written request will have to be made him.
In case where the employee admits in writing the charge(s) leveled against him,
it shall be open to the competent authority to award one or more of the punishments provided
in these rules without holding any enquiry.
In the case of the explanation submitted by the employee is found to be satisfactory, the
matter will be dropped.
In case the employee fails to submit his explanation within the prescribed time or extended
time allowed to him or where the extended time allowed to him or where the explanation
submitted by him is not found satisfactory, the competent authority shall appoint a
person to hold an enquiry and issue ordered in this regards specifying there in the
names of the Enquiry officers and the Presenting officers.
The accused employee shall be entitled to the reimbursement of actual rail/bus
fare only beside sconveys undertaken by him for inspection of relevant records and
attending the enquiry proceedings at a station other than his HQs.
The enquiry officer shall on the conclusion of the enquiry, submit his report in
writing giving his findings with the reasons therefore to the authority.

APPEAL AGAINST PUNISHMENT:

19
  An appeal against the orders of the competent authority imposing punishment,
under rules 29 and 30 of these riles shall lie to the board of directors of the
company. The board shall constitute a committee consisting of chairman,
nominee of the company, nominee of RCs and nominee of NDDB to examine
the appeal on the basis of records.
 An appeal shall be filled within a period of 30 days from the data on which
the appellant receives a copy of the order appealed against or isdeemed to
have received.
 The appellate authority may after consideration of the case and on recording
sufficient reasons yet aside, reduce, confirm or enhance the punishment and
its decides to enhance the punishment, the accused employee shall be given an
opportunity to show cause against such enhancement.

SUSPENSION:

In a case where it is considered that the employee be suspended pending enquiry,

the competent authority may suspend the employee pending issues of a charge sheet
or subsequent domestic enquiry or till the final orders are passed on the enquiry case.
Where criminal proceeding against an employee in respect of any offence involving
moral turpitude is pending and the competent authority is satisfied that it is
necessary/desirable to place the employee under suspension, the competent.

SUBSISTENCE ALLOWANCE DURING SUSPENSION:

 An employee shall be paid during the period of suspension subsistence

Allowance @ 50% of the wages to which the employee was entitled to
immediately preceding the date of such suspension for the first 90 days of
suspension and 75% of such wages for the remaining period of suspension.

 The payment of subsistence Allowance to the suspended employee shall be

subject to his processing a certificate every month about his having not taken
up any other employment and his having remained at the head qua

20
 CHAPTER NO. 4

RESEARCH METHODOLOGY

In order to cope up with the emerging challenges due to tough global

competitions, the way out for this is to produce quality products at reasonable prices.
This is possible only through an organization culture of quality consciousness and
enhanced productivity. Optimal utilization of resources especially the human
resources are one sure way of meeting this objective. That’s why proper induction
of an employee is very important.

STATEMENT OF THE PROBLEM

The topic selected for the study is “Human Resources Management” The main
theme of the project is the analysis and interpretation of practices of the employees
using Human Resources as a tool.
It is prepared to know whether the company is preparing well or not; performance
of the company and about its competitiveness by the analysis and interpretation of
the Human Resources Management Process.
A critical study of the effectiveness of Human Resources Management system
and suggest ways for improvement.
The problem lies in identifying relationship, mutual understanding between the
management and the employees.
The Human Resources Management system provides detailed information about
person so that the management can take appropriate steps to improve and achieve
the organization goals and help to maintain the smooth relationship between them.

NEED OF THE STUDY

 Provides information about the performance ranks, basis on which decision

regarding salary fixation, confirmation, promotion, transfer and demotion are
taken.
 Provide feedback information about the level of achievement and be haviour
of subordinate this information helps to review.
 Provide information to diagnose deficiency in employee regarding skill,
knowledge, determine training and developmental needs and to prescribe the
means for employee growth provides information for correcting placement.

21
 LIMITATION

a) The time limit to complete the project was less.

b) There are lot of difference between authors of same subject.
c) All data collection is based on books, internet and employees of different-different
companies.
d) The information provided by the companies is not very specified and clear in order to
analyze the statement.
e) The basic nature of these statements is historical and past can never be precise.
f) Analysis of primary data is done on the assumption that the answers given by the
respondents are true and correct.
g) Most of the employees are not ready to share the information.

RESEARCH OBJECTIVES

The current research will be aimed at determining the Human Resources

Management at Indian companies. The research will be focused on the following
major issues.
a) To study the significance of Human Resources Management.
b) To study the system development at Indian companies.
c) To measure the factors related to Human Resources Management.
d) To study the employee relation and executive response for Human Resources
Managementin Indian companies.

SCHEME OF RESEARCH

The following methodology was adopted in project:

 Comprises of understanding the theoretical concepts in general.
 Questionnaire study
 Analysis of the primary data
 Analysis of the secondary data

RESEARCH DESIGN

Research design means a specified framework for controlling the data collection.
The research is of descriptive in nature, which could provide an accurate picture of
induction procedure conducted in the organization. Descriptive research includes
surveys and fact-finding inquiries of different kinds. The research is of Ex post facto
nature in which researcher no control over the variables has. Statistical method lay

22
stress on objectivity rather than rely on intuition and judgment and average &
percentages can easily be calculated.
The statically method needs the collection of data in two forms
1. Primary data
2. Secondary data

1. PRIMARY DATA

The primary data are those, which are collected afresh and for the first time, and thus
happen to be original in character. The data on the required information is collected
from actual persons using the product/ services. This data is more suited for the
objectives of the project.

2. SECONDARY DATA

The data which have already been collected by someone else or taken from published
or unpublished sources and which have been already been passed through the
statistical process.

MODE OF DATA COLLECTION

The study is based on Secondary data which includes:-

Secondary Data will be gathered from books and journals on Human
Resources Management, data available in different-2 companies’ websites, and other
HRM websites.

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 CHAPTER NO. 5

1. FOCUS GROUP
2. SAMPLING METHODS
3. SAMPLE SIZE
4. TOOLS USED
5. DATA ANALYSIS AND INTERPRETATION

FOCUS GROUP

The following Human Resources Management is highlighted in this project.

1.The main focus in this project is given on the recruitment and selection process
of the company. If the company is select the right candidate for the right person then
the company has not to spend the money on the recruitment process, if the company
can select the right candidate, the candidate can easily spend latest 5-7 years with
the organisation.
2.Second main focus is given in this project report is working hours and working
environment of the company. The company working conditions is suitable for all
employees or not, and environment is good for female employees or not.
3.Whether the employees are satisfied with the health, safety, welfare facility
provided by the company or not.
4.Whether the company increment process and promotion process is liked by the
employees or not.
5.Training policy of the company is good for employee learning or not.

And there are so many other thinks which is not taken in this project due to
time shortage and difficulty in collection of the data.

SAMPLING METHODS

SAMPLE SIZE

Sample Size: 100 Employees of different local companies.

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 Sampling Method: Sampling was done on the basis of Random sampling.

TOOLS USED

MOTIVATIONAL TOOLS

Motivating for work is inseparable to continue productivity. But work when

itself serves as motivation then progress is inevitable. The organization must take
great care to motivate its employees through various methods.
 Promotion may be one of the best motivational factors. Promotional
basis could be
 work performance
 qualification
 performance evaluation
 skill enhancements
 Initiative steps taken.
 Organization may also provide fringe benefits such as
 leave travelling allowance
medical
 free transportation
 ESI (Employee State Insurance)
 Furnishing scheme
 House lease
 Hospitalization

WELFARE ACTIVITIES
 The organization may adopt welfare policies such as
 Transportation facility o Canteen facility with breakfast, lunch and dinner
facility along with refreshments.
 Canteen could be free, subsidized, paid. But the most preferred one is through
subsidized mode.
 The organization must also possess first aid facilities for its staff. A well-
versed rehabilitation of injured staff and an on duty doctor or an ambulance
should be always provided.
 The organization must also possess a grievance handling committee despite a
union to take an action for their problems. It could be a three tier of four-tier
grievance committee

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Finding :

From the chart of 48 employees are working for more then 10 years. Even
number of employees working between 5-10 years are 30. This shows that most of
the employees are satisfied with their job. The attrition rate of the company is very
low. This indicates that employees are satisfied and their respondent where
interviewed and it was found the employee to know wile they are continuing in their
company for more than 10 years and followed that they are overall sadtispde.

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Negative finding
p

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