INTRODUCTION Organizational effectiveness is the concept of how effective an organization is in achieving the organization intends to produce. The idea of organizational effectiveness is very important for non-profit organizations as most of people who donate money to nonprofit organizations and charities are interested in knowing whether the organization is effective in accomplishing its goals. An organization's effectiveness is also dependent on its communicative competence and ethics. The relationships between these three are simultaneous. Ethics is a foundation found within organizational effectiveness. An organization must exemplify respect, honesty,
integrity and equity to allow communicative competence with the participating members. Along with with ethics and and communicative communicative competence competence,, members in that particular particular group group can finally achieve their intended goals. Foundations and other sources of grants and other types of funds are interested in organizational effectiveness of those people who seek funds from the foundations. Foundations always have more requests for funds or funding proposals and treat funding as an investment using the same care as a venture capitalist would in picking a company in which to invest. Organizational effectiveness is an abstract concept and is difficult for many organizations to directly measure. Instead of measuring organizational effectiveness directly, the organization selects proxy measures to represent effectiveness. Proxy measures may include such things as number of people served, types and sizes of population segments served, and the demand within those segments for the services the organization supplies. Activities such as administration, volunteer training are important inputs into organizational effectiveness because although they do not directly result in programmatic results, they provide the essential support functions needed for the organization to successfully finance and administer its programs. These other activities are overhead activities that indirectly assist the organization in achieving its desired outcomes. As the world is becoming more competitive and unstable than ever before manufacturing based industries are seeking to gain competitive advantage at all cost and are turning to more source through hrm practice. They have defined several accept: Schuler and Jackson defined hrm practice as a system that attracts, develops, motivates and retains employees to ensure the effective implementation and the survival of the organization and its member. It is also conceptualized as a set of internally consistent policies and practice designed and implemented to ensure that firms of human capital contribute to achievement of its business objective. As we conclude that hrm practice relate to specific practice, formal 1
policies and philosophies that are designed to attract, develop and retain employee who ensure the effective functioning and survival of the organization. According to effectiveness of firm treat HRM practices as the organization‟s strategy to encourage team responsibilities, enhance organization culture as build up customer relationship through participation and empowerment. For instance, performance appraisal increase employee commitment and satisfaction since employee is given chance to discuss about their work performance. This in turn will lead them to perform greater in effective activities... training help the employee to gain knowledge, skill and ability which would be contribute effective in term of products, production processes and management practice in daily operation. Hence training develop the knowledge, skill and ability of employee to perform effectively in their job will leads to higher organization effectiveness. Reward system provides financial award, promotion and other recognisation in order to motivate the employee to take the risk, develop successful new products and generate ideas. It encourage employee to become motivate thereby increase their participation in contributing the innovation ideas, which lead to higher organizational. Recruitment involves employing and obtaining appropriate and competent candidate through external sourcing. It gives greater importance to be attached to fit between person and company culture.
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policies and philosophies that are designed to attract, develop and retain employee who ensure the effective functioning and survival of the organization. According to effectiveness of firm treat HRM practices as the organization‟s strategy to encourage team responsibilities, enhance organization culture as build up customer relationship through participation and empowerment. For instance, performance appraisal increase employee commitment and satisfaction since employee is given chance to discuss about their work performance. This in turn will lead them to perform greater in effective activities... training help the employee to gain knowledge, skill and ability which would be contribute effective in term of products, production processes and management practice in daily operation. Hence training develop the knowledge, skill and ability of employee to perform effectively in their job will leads to higher organization effectiveness. Reward system provides financial award, promotion and other recognisation in order to motivate the employee to take the risk, develop successful new products and generate ideas. It encourage employee to become motivate thereby increase their participation in contributing the innovation ideas, which lead to higher organizational. Recruitment involves employing and obtaining appropriate and competent candidate through external sourcing. It gives greater importance to be attached to fit between person and company culture.
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OBJECTIVE This study belongs to organization effectiveness through HR practice. In this we are studying how organization is effected through HR practice. The main objective to be studied: Main objective
To find the relation and effect of HR practices with organization effectiveness. Fragmented of the following parts Sub objective
To understand the recruitment procedure adopted by this company. To identify the training and development program adopted by this company. To identify compensation salary increment policy adopted by this organization. To identify the present performance of an employee being appraised through career advancement. To provide better employee health, safety, welfare facilities as per their standard policies. To understand the quality circle is beneficial for solving the problem. To understand the reason of employee turnover.
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SCOPE
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 HR practice ” of the employee as specialized subject restrict a training, recruitment and selection, job analysis, performance appraisal for entering into HR practice of different parameter as well as view of the company. The finding of the study can be refried to as a reference for entire organizational policies, parameter and particles.
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Research methodology In everyday life human being has to face many problems viz. social, economic, financial problems. These problems in life call for acceptable and effective solutions and for this purpose, research is required and a methodology applied for the solutions can be found out. Research was carried out at BOMBAY DYEING MFG.CO. .Ltd to find out the “Organization effectiveness through HR practices ”. DATA COLLECTION: Primary Data:
Primary data was collected through survey method by distributing questionnaires to senior HR manager and other HR manager. The questionnaires were carefully designed by taking into account the parameters of my study. Secondary Data:
Data was collected from books, magazines, web sites, going through the records of the organization, etc. It is the data which has been collected by individual or someone else for the purpose of other than those of our particular research study. Or in other words we can say that secondary data is the data used previously for the analysis and the results are undertaken for the next process.
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COMPANY PROFILE Bombay dyeing and manufacturing company ltd
THE BOMBAY DYEING AND MFG. CO. LTD. POLYESTER DIVISION
.
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HISTORY OF WADIAS’ GROUP OF INDUSTRIES WADIA GROUP The Group Genesis
The Wadia‟s first venture, over 250 years ago, was in the area of ship building; more than 355 ships were designed and built by the Wadia‟s, including men -of-war for the British Navy. It was on one such ship that the American National Anthem was composed, and on another Wadia built deck that the 'Treaty of Nanking', sending Honkong to England, was signed.
The Spring Mills began operations in 1903 Emerging opportunities: With the wave of industrialization in the 19th century, trading grew, and with it, opportunities for new areas of business. In 1879, Bombay was next only to New Orleans as the world's largest cotton port. It was at this time that Mr. Nowrosjee Wadia set his sights on India‟s mushrooming textile industry. On August 23rd, in a humble redbrick shed, he began a small operation. Here, cotton yarn spun in India was dip dyed by hand in three colorsturkeys red, green and orange-and laid out in the sun to dry.
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Humble opportunities : The Bombay Dyeing & Manufacturing Co. Ltd. had been born. A modest beginning for a company that was to grow in the following 115 yr. into one of India's largest producer of textiles. Along the path of growth and diversification, Bombay Dyeing has spawned dozens of other companies. In technical and financial collaboration with world leaders, such companies have pioneered the manufacture of various chemicals and have grown to be leaders in their new fields. It was more than just a company that was born in 1879, a legacy was born. A legacy that that would give rise to one of India's most respected.
Bombay Dyeing is one of the leading companies in the textile business. In fact, India
has made a position in the world textile sector holding the hands of Bombay Dyeing. The textile products of the company are exported to different nations all across the world like the United States, European Union Countries, Australia and New Zealand.
Bombay Dyeing was incorporated in the year 1879, by the Wadia Group and within a short span of time created a name for itself in the textile business. The chairman of Bombay Dyeing. at present is Mr. Nusli Wadia. The financial results for the quarter ending on 30th June in the year 2007, is quite high with the Net Profit reaching to 17.88 crores. Moreover, in today‟s world, Bombay Dyeing is a household name with above 600 franchise retail shops all across the country.
Products of Bombay Dyeing: Bombay Dyeing by using advanced technology has brought about a change in the textile business. The entire production is divided into two broad streams, weaving and spinning and winding. The production level on a daily basis is over 300,000 meters of fabrics. Some of the important products of the company that have already become significant in both, domestic and export markets are:
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Cotton Sheeting.
Polyester Cotton Sheeting.
Poly Cotton Drills.
Shoe Lining and Duck Fabrics.
Satin Furnishings.
Yarn dyed fabrics.
Flannel Sheeting.
Dobby and Fine Count made-ups.
Down proof Shells and Comforters.
Towels, Table Tops and Napkins.
Bombay Dyeing at present is the largest exporter of sophisticated made-up items and
also of products made of cotton and poly cotton. Bombay Dyeing has created a sizable market in the production of a wide range of fabrics and ready-mades. This includes both formal and casual wear. The ready-made collection of the Bombay Dyeing has been changing its production pattern with the evolving fashion trends. The consumer section of Bombay Dyeing comprise of bed linen, towels, furnishings, suiting and shirting fabrics, and cotton and polyester blended dresses and saris.
Technology used in Bombay Dyeing: The technology applied in the production process in Bombay Dyeing is of international standards. Regarding the weaving facilities, the technology used is from one of the most technologically advanced company of the world, Sulzer. The automations used in weaving, spinning and winding by Bombay Dyeing are like Sulzer Projectile Machines, Sulzer Air jet Machines, and Schlafhorst Auto core Rotors, Auto Corner Winding Spindles and Schweitzer CA - 11 Spindles. The Wadia Group is multidirectional with interest in Chemicals, Agro-products, Foods, Light
Engineering,
Textiles,
Electronics,
Plantations,
Laminates,
Consultancy,
Architecture, Architecture, Health, Hospitals, Hospitals, and real Estate. Its 19 manufacturing manufacturing facilities have 9
made Group Companies the market leaders in these fields. Besides being a responsible and good corporate citizen, it also has 2 hospitals in Mumbai and one educational institute in Pune. Recently the group also ventured in the aviation field.
The largest area of group activities is with Bombay Dyeing (BDMC), where it has 125 years of textile leadership. It ranks among leading manufacturers and marketers of cotton and synthetic fabrics and produces 300,000 meters of fabrics and 75MT of yarn daily. It is one of the largest exporters of fabrics: cotton, polyester/cotton and made ups. Bombay Dyeing‟s branded home textiles and apparel are household names in India. Their annual group turnover is Rs. 4000 crores.
Today it is largest manufacturers in the composites sector of the Indian Textile Industry. We bring to our work a proud heritage of accomplishment, integrity, sound management, excellence and commitment to our customers‟ interest.
BOMBAY DYEING – DYEING – POLYESTER DIVISION 1.
Polyester Plant is situated at Patalganga, 70 Km. away from Mumbai & 35 Km.
from JNPT, Maharashtra.
2.
It maintains high standards of Safety, concern for Environment and Energy
Conservation measures. 3.
It is certified against ISO 9001-2000, ISO 14001-2004, and OHSAS 18001-1999.
4.
It has received 5 Star Safety Statuses with Sword of Honor by British Safety
Council. 5.
It is the earliest signatory to Responsible Care® initiative of the ICMA.
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Vision We will offer differentiated PSF specialty products and services in a most economical way and create value for the customers and nation.
Mission We will discommodities our PSF business and pursue niche market to have competitive advantage.
Our Purpose Achieve Excellence and Provide to 1.
Customer
:
Quality, Value & Services.
2.
Employees
:
Fulfillment& Development.
3.
Shareholders
:
Returns & Growth.
4.
Business Associates
:
Mutually Beneficial Relationship
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MANUAL TITLE
THE BOMBAY DYEING & MFG. CO. LTD. POLYESTER DIVISION
PROCEDURES PERSONNEL & ADMINISTRATION DOCUMENT TITLE
ORGANIGRAM
DOCUMENT NO.PAP012 REV.NO: R6 DATE: 10/08/2008 COPY PAGE 1 OF 1 Edition : 2
General Manager (*)
Manager – Personnel & Administration
Manager – HR
Manager - Security & Administration
Inspector - Security Asst. Executive – P&A
Head Security Guard
Personnel Assistant
Steno Cum Personnel Assistant
Security Guard
Yardman
Note : (*)
Covered in Apex Manual.
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Our Principles are :
To create a distinct culture of openness, trust, fair play and transparency across the company
Empower managers and enable them to take decisions which are fair and equitable to all our Team members across the organization,
Ensure uniformity in application and speedy administration.
Develop an organization that all of us would be proud to belong
Our aim has been to identify the resources required to execute business initiatives and build organizational capabilities.
2.3) WELFARE/FACILITIES GIVEN TO EMPLOYEES
Free transportation
97% Subsided Canteen
Holidays Homes
Medical Facilities
Cashless Hospitalization facility
Medical Reimbursement
Benevolent Fund scheme
Educational expense
Scholarship to Employees and wards
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HR practices and their procedure The following HR practices and their procedure are: a) Recruitment procedure b) Performance appraisal procedure c) Training and development procedure d) Industrial relation procedure e) Employee relation procedure f) Attendance system procedure g) Human relation planning procedure h) Job analysis procedure i) Human resource development procedure
j) Corporate and social responsibility procedure
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Recruitment procedure 1. Concerned department inform about the vacancy to HR through the designated form. 2. HR then initiates the recruitment process. 3. Depending upon the number and nature of the requirement, HR either advertise the vacancy in leading newspapers or pass on the requirement to recruitment agencies or put up in websites like naukri.com, timesjob.com, monester.com etc. 4. On receipt of application initial scrutiny is done by HR and then sent to concerned department for final scrutiny. 5. On receipt back of the scrutinized application, HR arrange for Test/Interview of the shortlisted candidates. Written Test contains aptitude and job knowledge. 6. Written test follows a group discussion round and based on the result of these, candidates are shortlisted for personal interview. 7. Depending upon the position, interview panel is set. For senior positions, the panel for 1st round of interview consists Dept. Head & HR GM. For final interview, the panel consist Unit Head, HR head & JMD. 8. For Junior Management & non-management positions the interview panel is Dept. Head & HR Manager. 9. Once the candidate/s are selected they are called for Medical Test. On fitness he/they are issued the offer letter mentioning the CTC offered and asked the candidate to inform the date of joining. 10. Candidate reported for joining will be issued joining letter and joining instructions on the same day. 11. Induction Training is then arranged by Training dept. During induction Candidate is sent to all departments to know about various departments and their roles in brief.
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Performance appraisal The performance appraisals are done for both Management and Non-Management employees, once in a year
Performance appraisal for Management employees: In the beginning of every financial year, the organization‟s goals and targets are set. Based on these goals, departmental goals are set and to achieve the same, individuals are given their goals and targets by the Department Head. Period evaluation of individual‟s performance against the given goals and targets are reviewed and needed guidance/counseling wherever required is provided. At the end of the year, the individual‟s performance is totally evaluated and based on the % of his achievement and the divis ion‟s performance, his PLP (Performance Linked Pay) is decided. Individual‟s performance along with his other traits, like behavior, attitude towards others, teamwork etc. is considered for annual increment. All Employees are then issued letters detailing about their new CTC amount including PLP payment.
For non-management employees In the month of April, HR department sent a prescribed format of Performance Appraisal to Department Heads with details such as Name of the employee, Age, Qualification, Date of his joining in the Organization, Promotion details etc. of his department employees. Department head then distribute these forms to the concerned supervisor, who fill up the performance of all employees working under him, in consultation with DH and then the form is returned to HR Officer. He then consolidates these and put up the total promotions/extra increment details to the committee for final consideration. Committee consists, Divisional Head, HR Head and the Department Manager. Promoted employees are then issued letters.
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Training and development procedure Training is the second most steps after recruitment and selection of employee. Companies have to train its employees to conform that they are doing the job in a correct way. The employees are trained to fit in their jobs. Various types and subjects of Training are provided in Bombay Dyeing. a. Induction Training. This is done immediately after the employee joins. The employee is given a schedule. As per the same he has to go to all departments and meet the Department Head who will explain him about his departments and its function. Thus the newly joined employees get a fair idea about the organization. Finally he is placed in the department for which he has been recruited. b. In-house Training Employees are given training in the Co.‟s training hall on various subjects, like communication, leadership, safety and also on the job training. c. External Training Employees are sent for external training for sharpening their job skills and knowledge. It is training of a Bombay dyeing and manufacturing co. ltd , it is about the division of polyester how much candidate have a skill on which field they will think and make more creative and to make company in a profit manner. The study limit of recruitment, selection and training procedure is carried out by Bombay dyeing and manufacturing co. ltd to learn the procedure of recruitment, selection and procedure.
Objective The project report is based on the topic of training and development at Bombay dyeing polyester co.ltd. The following of the objective of project report: 1. To find out the detailed of hrd in Bombay dyeing. Regarding the supply of human resource to company. 2. To understand the technique and method use in a recruitment, selection and training and development. 3. To understand the training and recruitment policy of the company.
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INDUSTRIAL RELATION In simple terms Industrial Relations deals with the worker employee relation in any industry. Government has attempted to make Industrial Relations healthier by enacting, Industrial Disputes Act 1947. It is a multidisciplinary who is states the various measures to be undertaken by industries to sustain peaceful employment relation. It is increasingly being called employment relations because it relates to relationship of a group of employees working in an organization. Industrial relations have its roots in the industrial revolution which created the modern employment relationship by spawning free labor markets and large-scale industrial organizations with thousands of wage workers. Industrial Relations refer to the relationship between management and employees, or employees and their organization that arise out of employment. The essence of good industrial relation lies in the bringing up of good labor relations which gives a forum to understand each other (employer, employee) properly. A good Industrial Relations increases the morale of employers and goods them to give their maximum, each think of their mutual interest which paves way for introduction of new methods, developments and leading to adoption of modern technology. Bad Industrial Relations leads to industrial unrest industrial dispute and a downward trend to Industries workers and the nation. Of course the first hit will be on the employers, who have invested. Some of the few point are come under the industrial relation: Bombay Dyeing has an excellent track record as far as Industrial relations are concerned. It has not a single man hour lost due to industrial unrest since its inception. Influencing factors for these are under:
1.
Influencing factor
Mutual Trust Respect and Integrity amongst employees. 2.
Award to the employee
Employees are encouraged to participate in various safety competitions and they are awarded cash prizes for the same. Employees are also getting for various tangible and intangible suggestions are also getting awards. 3.
Welfare facilities
Free transportation,
Subsidized food,
Scholarship to Employees children under Central & Unit scheme, 18
4.
Gift on Safety Day, Award for “Additional Qualification” obtained while in Service
Benevolent Fund Scheme to all employees
Picnic scheme – company sponsored transport,
Dassera, Vishwakarma, Annual Ganesh yaag, Satyanarayan Pooja is organized
Common Farewell Function,
Articulate Retirement Plans,
Employee participates in management.
The employee participates in the following committees:
5.
Canteen Committee
Welfare Committee
Safety Committee
Wages
All remuneration capable of being expressed in terms of money which would if the terms of employment expressed or implied, were fulfilled, be payable to a workman in respect of his employment or of work done in such employment – includes : 1. Allowances 2. House revert allowance 3. Traveling concession 4. Commission for sale or business does not include bonus, gratuity provident fund etc.
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Bombay Dyeing pays good wages to its employees, which consists Basic, D.A., V.D.A, HRA, Location allowance, Conveyance, Bonus etc.
Employee relation procedure A. Employee Relations involves the body of work concerned with maintaining employer-employee relationships that contribute to satisfactory productivity, motivation, and morale. B. It is concerned with preventing and resolving problems involving individuals who arise out of or affect work situations. C. Information is provided to employees to promote a better understanding of management's goals and policies. Information is also provided to employees to assist them in correcting poor performance, on or off duty misconduct, and/or to address personal issues that affect them in the workplace D. Employees are advised about applicable regulations, legislation, and bargaining agreements. Employees are also advised about their grievance and appeal rights and discrimination and whistleblower protections. E. Company provided office, time-off / General Shift reporting as and when required for union work, to members. F. The members of committee believe in work ethics. So that for a point of a democratic approach, they put a elections once in 3 yrs. On that basis employee got the Opportunity for showing their leadership quality through others and they works with Organizational interest and they made more profit throughout the organization.
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ATTENDANCE SYSTEM PROCEDURE 1. Company provides transport for all employees/ Trainee/ Apprentices for attending duty in respective shift and going back from Dadar, Thane, Kalyan, Panvel and Pen. 2. All employee / Trainee/ Apprentices are assigned a shift group and they attend their duty in respective Shift as per Shift schedule, Shift Groups A, B, C, D, G and H group. Department supervisor inform personnel department employee shift group, shift change group if any prescribed form. 3. All employee / Trainee/ Apprentices are required to „SWIPE‟ their “identity-cumGate-access-Card “on any of the Reader installed at main gate while coming for duty in respective shift. Their „IN‟ time is then automatically downloaded from Reader to HRMS System. 4. At the end of respective shift and their getting properly received from their place of work employees/ Trainee/ Apprentices are again required to “SWIPE” their G.A. card at the gate for their “OUT” time to complete the day‟s/ shift attendance. Based on attendance employee / Trainee/ Apprentices, salary/ stipend are processed. 5. If any urgency should happen for employee to go out in a working hours employee should submit exit pass format. 6. If the Non-Management employee are required to stay on Overtime the Supervisor authorize the OT hours in the OT recording and Authorization sheet. After authorization from Department supervisor/ manager, he has to send the form to personal department for OT marking. If the management employees are required to stay on OT he has to fill up special allowance form to department manager‟s authorization and send to account department for payment of special allowance. 7. Employees who has not attended duty files up leave online for his absence as per leave procedure, on next working day when he report for a duty. 8. If an employee is deputed for official outdoor (including training) he fills up OD slips and with Department Supervisor‟s/ Manager‟s authorization sends the same to P&A Department. 9. Union committee member whenever required to attend the meeting or Union work outdoor give a request letter to GM and on his approval their attendance for that day is regularized by P&A Department. 21
10. When an employee forget to bring his GA card he files up “Forgetting to bring GA-cum-identity card” form and take the Department Head/Manager‟s signatures with „IN and „OUT‟ time for his attendance of that duty and send to Security Department. Security Department will forward this form to personal department for mutual attendance marking. 11. If required by Department an employee shift group changed for a certain period. Department supervisor send his intimation of this change to Personnel and Administration department. 12. If any employee need shift change he applies for the same in form. This form duly approved by Department Supervisor is sent to P&A Department. 13. Management staff at HO after reporting for duty signs the attendance muster kept in the Department.
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Human resource planning procedure Human resource planning involves getting the right number of qualified people into the right jobs at the right time so that an organization can meet its objectives.
It is the system of matching the supply of people with the openings the organization expects over a given time frame.
It is based on the belief that people are an organization most important for a strategies resource.
They implemented the business plan in term of people requirement. It is also concerned with broader issue about the employment of people then tradinational model approach of manpower planning.
It process takes place within the context of labor market. In labor market they had 2 type external as well as internal labor markets.
The planning processes of organizations not only define what will be accomplished within a given timeframe, but also the numbers and types of human resources that will be needed to achieve the defined business goals (e.g., number of human resources; the required competencies; when the resources will be needed; etc.).
In hrp they had 2 forecasting: 1. Demand forecasting: it is the process of estimating the future number of people required and competence they will need. 2. Supply forecasting: it comprise the total effective effort that can put to work as shown by the number of people and hour of work available the capacity of employee to do the work and their productivity.
It should be analyzed in order to forecast future loss and identify the reason for people leaving the organization.
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Job analysis Job analysis may be defined as a methodical process of collecting information on the functionally relevant aspects of a job. Job analysis is the formal process of identifying the content of a job in terms activities involved and attributes needed to perform the work and identifies major job requirements. Job analyses provide information to organizations which helps to determine which employees are best fit for specific jobs. Job analysis tells the human resources personnel:
The time it takes to complete relevant tasks.
The tasks that are grouped together under a single job position.
The ways to design or structure a job for maximizing employee performance.
The employee behavioral pattern associated with performance of the job.
It has attempted to create a segment absolution to fit the different layer of its job opportunities within its environs.
Purpose Job and task analysis is performed as a basis for later improvements, including: definition of a job domain; description of a job; development of performance appraisal and personal selection, selection systems, promotion criteria, training needs assessment, legal defense of selection processes, and compensation plans. In human resource job analysis is often is used to gather the information for use in personal selection, training and compensation. Job analysis is to determine the physical requirements of a job to determine an individual who has suffered some diminished capacity and is capable of performing the job with, or without, some accommodation.
Procedure There are several ways to conduct a job analysis, including: interviews with fresher/ employee/candidate and supervisors, questionnaires (structured, open-ended, or both), observation, critical incident investigations, and gathering background information such as duty statements or classification specifications. In job analyses conducted by HR professionals, it is common to use more than one of these methods. 24
The following two procedures are doing for job analysis:
Task-oriented Task-oriented procedures focus on the actual activities involved in performing work. This procedure takes into consideration work duties, responsibilities, and functions. They develop task statements which clearly state the tasks that are performed with great detail. After creating task statements, all the employee should performed their task in a seriously manner some of the task should be difficult, importance to do it and they should perform it, on that basis all the employee should give a rating. Based on these ratings, these entire employees should understand their job can be attained. For example, job analysis is of kotak life insurance on the manager had given task to all the employee is that u sold all the insurance to all the people in which you have a contact on that you collect information of the person who are taking insurance. Based on this task you get the rating. On these rating that employee gets promoted to next task. This will continue up to the entire task should be completed and get all the rate point to the employee. If any employee got best rate means they perform good in a task, that employee should be promoted.
Worker-oriented The procedures is aim to examine the human attributes needed to perform the job successfully. These human attributes have been commonly classified into four categories: knowledge, skills, abilities, and other characteristics (KSAO). Knowledge is the information people need in order to perform the job. Skills are the proficiencies needed to perform each task. Abilities are the attributes that are relatively stable over time. In a worker-oriented job analysis, the skills are inferred from tasks and the skills are rated directly in terms of importance of frequency. This often results in data that immediately imply the important KSAOs. One key difference between task-oriented and worker-oriented procedures lies in the extent that task oriented procedures is directly observable. Ratings of ability statements could be more complicated to inflation by job analysis respondents because it is harder to verify that ability is there than seeing a task being done. Ability ratings may also reflect a self-rating compared to job-rating, suggesting that self-presentation will be more likely with ability statements.
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HUMAN RESOURCE DEVELOPMENT Human Resource Development is the integrated use of training, organization, and career development efforts to improve individual, group and organizational effectiveness. HRD develops the key competencies that enable individuals in organizations to perform current and future jobs through planned learning activities. Groups within organizations use HRD to initiate and manage change. Also, HRD ensures a match between individual and organizational needs.
Process, practice in other field It is not only a field of study but also a profession. HRD are focus on HRD as a process. HRD as a process occurs within organizations: 1) Training and Development (TD), that is, the development of human expertise for the purpose of improving performance, they alone can leave an organization unable to tap into the increase in human, knowledge or talent capital. 2) Organization Development (OD) that is, empowering the organization to take advantage of its human resource capital. It can find the interest of win/win solutions that is to develop the employee and the organization in a mutually beneficial manner. It does not occur without the organization, so the practice of HRD within an organization is promoted upon the platform of the organization's mission, vision and values.
3. Other typical HRD practices include: Executive and supervisory/management development, new employee orientation, professional skills training, technical/job training, customer service training, sales and marketing training, and health and safety training. 4. HRD positions in businesses, health care, non-profit, and other field include: HRD manager, vice president of organizational effectiveness, training manager or director, management development specialist, blended learning designer, training needs analyst, chief learning officer, and individual career development advisor.
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CORPORATE & SOCIAL RESPONSIBILITY Corporate social responsibility (CSR, also called corporate conscience, corporate or sustainable citizenship, social performance , responsible business/ Responsible Business ) is a form of corporate self-regulation integrated into a business model. CSR policy functions as a built-in, self-regulating mechanism whereby a business monitors and ensures its active compliance with the spirit of the law, ethical standards, and international norms. The goal of CSR is to embrace responsibility for the company's actions and encourage a positive impact through its activities on the environment, consumers, employees, communities, stakeholders and all other members of the public sphere who may also be considered as stakeholders.
Community Awareness programmers are held regularly in the nearby villages, Sponsoring Education of 40 children through CASP, Environment protection, emergency handling, EHS awareness programmers for community at school, villages in nearby vicinity on regular basis. Signatory to Responsible Care Movement & Member of Mutual Aid Response Group (MARG). Milton Friedman and others have argued that a corporation's purpose is to maximize returns to its shareholders, and that since only people can have social responsibilities, corporations are only responsible to their shareholders and not to society as a whole. Some people perceive CSR as in-congruent with the very nature and purpose of business, and indeed a hindrance to free trade. Those who assert that CSR is contrasting with capitalism and are in favor of the free market argue that improvements in health, longevity and/or infant mortality have been created by economic growth attributed to free enterprise. Critics of this argument perceive the free market as opposed to the well-being of society and a hindrance to human freedom. A wide variety of individuals and organizations operate in between these poles. The rationale for CSR has been articulated in a number of ways. In essence it is about building sustainable businesses, which need healthy economies, markets and communities.
The key drivers for CSR are
Enlightened self-interest - creating a synergy of ethics, a cohesive society and a sustainable global economy where markets, labor and communities are able to function well together.
Social investment - contributing to physical infrastructure and social capital is increasingly seen as a necessary part of doing business.
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Transparency and trust - business has low ratings of trust in public perception. There is increasing expectation that companies will be more open, more accountable and be prepared to report publicly on their performance in social and environmental areas.
Increased public expectations of business - globally companies are expected to do more than merely provide jobs and contribute to the economy through taxes and Employment.
Corporate social responsibility (CSR) can cut across almost everything you do and everyone you deal with. You need to think about:
The suppliers you choose and the way you deal with them. For example, trading with suppliers who pollute the environment could be as irresponsible as doing so yourself. See the page in this guide on how to deal responsibly with customers and suppliers.
How you treat your employees. For the responsible business, this means doing more than simply complying with legal requirements. See the page in this guide on how to benefit from corporate social responsibility.
How your business affects your local community and whether you should be actively involved. See the page in this guide on how to work with the local community.
How what you do affects the environment and what you can do to use resources more efficiently and reduce pollution and waste. See the page in this guide on how to understand the environmental impact of your business .
This doesn't mean that you can't run a profitable business. In fact, CSR can help you improve your business performance. By looking ahead, you're ready to cope with new laws and restrictions.
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LITERATURE REVIEW Human resource management
“There are great differences in development between countries which seem to have roughly equal resources, so it is necessary to enquire into the difference in human behaviors.”
Human resource management is the management of emp loyee‟s skill, knowledge abilities, talent, aptitude, creativity, ability etc. different terms are used for denoting Human Resource Management. They are labor management, labor administration, labor
management
relationship,
employee
–employer
relationship,
industrial
relationship, human capital management, human assent management etc. Though these terms can be used differently widely, the basic nature of distinction lies in the scope or coverage and evolutionary stage. In simple since, human resource management
means
employing
people,
developing
their
resources,
utilizing,
maintaining and compensating their services in tune with the job and organizational requirements. “Personal management is a major component of a broader managerial function and has root and branches extending throughout and beyond each organization .” Personal management is that part of management concerned with people at work and with their relationship within an organization. Its aim is to bring together and develop into an effective organization the men and women who make up an enterprise and having regards for the wellbeing of the individual and of working groups, to enable them to make their best contribution to its success.
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Feature 1. HRM as a process
HRM is a process of four functions: a. Acquisition of human resource: These functions include HRP, Recruitment, Selection, Placement and induction of staff. b. Development of human resource These functions include training and development, the knowledge, skill, attitude and social behavior of the staff are developed. c. Motivation of human resource These functions include giving the recognition and reward to the staff. 2. Continuous process
HRM is not one-time process. It is continuous process. It has continuous change and adjusts according to change in environment, change in expectation of staff etc.
3. Focus objective
It is given a lot of importance to achievement of objective. The following main objective hrm has to achieve are:a. Individual objective of the staff. b. Group or departmental objective. c. Organizational objective. 4. Universal application It has universal application. That is it can be used for business as well as for other organization.
5. Develops team spirit HRM tries to develop the team spirit of the full organization. Team spirit helps the staff to work together for achieving the objective of organization. 30
Importance 1: Attract highly qualified and competent people
2: Ensure that‟s the selected candidate sta ys longer with the company.
3: Make sure that there is match between cost and benefit.
4: Helps the organization to create more culturally diverse workforce
Whereas, the poor quality of selection means extra cost on training and supervision. Further in more, when recruitment fails to meet organizational needs for talent, a typically response is to raise entry level pay scales. This can distort traditional wages and salary relationship in organization, resulting in unavoidable consequences. Thus the effectiveness of the recruitment process can play a major role in determining the resources that must be expended on other HR activates and their ultimate success.
Social Significances :
Maintaining a balance between the job available and the jobseekers, according to the qualification and needs.
Professional significant:
Maintaining the dignity of the employee as a „human being‟. Providing maximum opportunities for personal development.
Significance for individual Enterprise :
Creating right attitude among the employees through the effective employees. Fulfilling their own social and other psychological needs of recognition, love, affection, belongingness.
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Function 1. Administration
Strategic planning, organizational evaluation policy recommendation supervision of department staff etc.
2. Recruitment and selection
Recruitment is defined as a process to discover the sources of manpower to meet the requirement of the staffing schedule and to employ effective measures fir meet the requirement of the staffing schedule and to employ to employ effective measures for attracting the manpower in adequate numbers to facilitate effective selection of an effective workforce. After identifying the sources of human resources, searching for prospective employees and stimulation helps to apply for jobs in an organization, the management has to perform the function of selecting the right man at right job and at the right time.
3. Training and development
Update and upgrade the existing knowledge and skills of the staff to help improve performance at their present positions and the higher positions in the same function
Expose the team member to modern techniques and systems
Develop the staff with high potential to take on greater responsibilities
Achieve desired attitudinal changes.
4. Health and safety
Employee assistance, workers compensation claims, drug testing, safety compliance and trainings. 5. Performance appraisal
Employee files, payroll records, safety records and other administrative files.
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6. Promotion and transfer
If the employee doing their work very hard and think about the organization profit. If some employee had some problem they will share to another person and thinking about only work... Only work. That candidate/ employee should promoted or transfer from one department to another department. 7. Employee communication and employee relation
Communication is so important for day to day life. If we do not communicate how the other should understand...What is the problem of that employee? When possible, face to face communication tends to be the most effective because we receive an immediate reaction, are able to clarify any confusion and people tend to listen more closely. Enrollment in benefits, employee discounts for recreational spots, claim problems. Educational assistance, employee service award.
8. Trade union
An organization whose membership consists of workers and union leaders, united to protect and promote their common interests. A trade union is an organization of employees formed on a continuous basis for the purpose of securing diverse range of benefits. It is a continuous association of wage earners for the purpose of maintaining and improving the conditions of their working lives. 9. Job rotation
Job rotation is a developmental technique that has developmental widely used but surprising receive little attention in human resource studies. It enables the training of worker to back-up for other worker so those managers have more flexible of work force and ready supply of trained worker.
10. compensation
Salary and benefit surveys, job descriptions.
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11. salary Salary/wage plans, employee benefits.
12. Probation
The period of probation of all permanent employees is six months for Grades VP to VII and for Senior Assistants, Junior Assistants and Departmental Assistants at the factories. For Management Trainees, the probation will be 13 months and Senior Technical Trainees 18 months (training period).
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Human resource development
Training and Development –it includes technical, soft skills and process related to training
Process and policies –it contains all the rule and regulations that need to be followed by the employees.
Appraisal - it is in the formal feedback to the employees about their performance and the conduct of work.
Induction-involves the information to the new employees about the company, job, departments etc.
Roles and responsibilities-that every individual employee needs to fulfill
Employee separation-includes resignation and dismissal.
Joining formalities- take place when a new employee joins the company.
Employee verification-take place at the time of joining of the new employee.
Survey
Project trainees
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Organization effectiveness Organizational effectiveness means to study the organizational structure in order to understand the basic working. It helps in evaluating and analyzing the performance of the organization. There are various components of organizational effectiveness they are: 1. 2. 3. 4.
Managerial Policies and Practices Environmental Characteristics Employee Characteristics Organizational Characteristics
1. Managerial Policies and Practices: It helps to combine the organization as a whole in order to maintain a balance between the various interest groups in an organization and to accommodate them according to the environment of the organization. There are various policies and procedures which need to be formulated and implemented at various occasions of the organization they are: a) Strategy: It refers to the plan in order to interact between the competitive companies to achieve the goals effectively. These strategies are selected on the basis of environmental needs, and then are redesigned by the top management to achieve the desired results. b) Leadership: It enables to influence the employees towards the effective goal achievements. Leaders enable to identify the organizational goals and also try to initiate the steps towards them. c) Decision Making: Managerial decisions play a very important role in the success of an organization which is taken out of the various alternatives available at a given point of time. d) Rewards: Rewards are given to the employees to recognize their efforts towards effective achievement of the organizational goals. It is done to encourage the employees and boost their morale which enables them to improve the quality and quantity of work.
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e) Communication: It contributes a lot in the event of organizational change as it helps in the proper communication and linkage between the members of the organization. 2. Environmental characteristics: The external environment plays a very important role in achieving organizational effectiveness. It has various characteristics of environment which helps in understanding the status of the organization they are: a) Predictability: It refers to the state of certainty or uncertainty in an organization towards supply of human resources, human, raw material etc. Predictability is an element of external environment. b) Complexity: It refers to the heterogeneity and the range of activities that proves relevant to the operations in the organizations. c) Hostility: It is an environment in which the foundation of the organization is threatened. It refers to the view by which people view the organization.
3. Employee Characteristics: It is an important characteristic as the source of human resources can make or break an organization. Employee Characteristics reflects the success and failure of the organization and its major characteristics are goals, skills, motives, attitudes and values. a) Goals: It refers to the direction in which an organization is inclined to go. They can be termed to as intentions that an individual of an organization would like to accomplish during his course of working. It provides directional nature to behavior of the people and guides their thoughts and actions.
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b) Skills: It refers to ability to engage in a set of behavior that is related to one another. It is the ability that leads to a desired performance in a specified are and it can be technical, administrative, managerial, behavioral etc. c) Motives: It is an inner state of mind that helps a person to be energized, motivated and directed towards the accomplishment of a pre-defined goal. It is observed that motivated employees have high zeal and enthusiasm to perform better to achieve their respective organizational goals. d) Attitudes: They are evaluative statements (favorable or unfavorable) concerning objects, events or people and influences job behavior as well effectiveness of the organization. e) Values: It refers to as specific code of conduct or basic sincerity possessed by an individual in the organization. It is highly influential in individual attitude and behavior. It influences the motivation of an individual as well as his behavior in the organization. 4. Organizational Characteristics: It refers to the general conditions that exist within an organization. The various characteristics that influence the effectiveness of organizations are structure, technology and size. a) Structure: It defines the formal division, grouping and coordination of the job tasks within the organization. There are six important elements in an organizational structure that are needed for organizational effectiveness. These six elements are work specialization; depart mentation, chain of command, span of control, centralization and decentralization, and formalization. b) Technology: It refers to the ways and means by which an organization transfers its inputs into outputs. The organizational efficiency is largely dependent on the choice of technology and its use.
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c) Size: It refers to the number of people in an organization. In broader sense, it can also be referred to as the physical capacity of the organization, the personnel available to the organization, the organizational inputs or outputs and the optional resources available to an organization. The effectiveness and efficiency of an organization is dependent on the size of the organization.
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Industrial relation Industrial relations has become one of the most delicate and complex problems of modern industrial society. Industrial progress is impossible without cooperation of labors and harmonious relationships. Therefore, it is in the interest of all to create and maintain good relations between employees (labor) and employers (management).The term „Industrial Relations‟ comprises of two terms: „Industry‟ and „Relations‟. “Industry” refers to “any productive activity in which an individual (or a group of individuals) is (are) engaged”. By “relations” we mean “the relationships that exist with in the industry between the employer and his workmen.” On that they have relationship between employees and management which stem directly or indirectly from union-employer relationship. Industrial relations are the relationships between employees and employers within the organizational settings. The field of industrial relations looks at the relationship between management and workers, particularly groups of workers represented by a union. Industrial relations are basically the interactions between employers, employees and the government, and the institutions and associations through which such interactions are mediated. The term industrial relations have a broad as well as a narrow outlook. Originally, industrial relations were broadly defined to include the relationships and interactions between employers and employees. From this perspective, industrial relations cover all aspects of the employment relationship, including human resource management, employee relations, and union-management (or labor) relations. Now its meaning has become more specific and restricted. Accordingly, industrial relations pertains to the study and practice of collective bargaining, trade unionism, and labor-management relations, while human resource management is a separate, largely distinct field that deals with nonunion employment relationships and the personnel practices and policies of employers. The relationships which arise at and out of the workplace generally include the relationships between individual workers, the relationships between workers and their employer, the relationships between employers, the relationships employers and workers have with the organizations formed to promote their respective interests, and the relations between those organizations, at all levels. Industrial relations also includes the processes through which these relationships are expressed (such as, collective bargaining, workers‟ participation in decision -making, and grievance and dispute settlement), and the management of conflict between employers, workers and trade unions, when it arises.
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Employee relation An organization can‟t perform only with the help of chairs, tables, fans or other nonliving entities. It needs human beings who work together and perform to achieve the goals and objectives of the organization. The human beings working together towards a common goal at a common place (organization) are called employees. Infect the employees are the major assets of an organization. The success and failure of any organization is directly proportional to the labor put by each and every employee. The employees must share a good rapport with each other and strive hard to realize the goal of the organization. They should complement each other and work together as a single unit. For the employees, the organization must come first and all their personal interests should take an after, employee should not compare the personal and professional life in a work. If something happen they solve first then they do the work. Employee said that the work is a worship and we should do the work in a seriously manner, on that we got the salary and compensation. Any problem should happen to the employee then another employee should help each other. In an organization employee should work, communicate, stay together, they did not tell lie to any one, sharing each problem etc. An individual spends his maximum time at the workplace and his fellow workers are the ones with whom he spends the maximum hours in a day. No way can he afford to fight with his colleagues. Conflicts and misunderstandings only add to tensions and in turn decrease the productivity of the individual. One needs to discuss so many things at work and needs the advice and suggestions of all to reach to a solution which would benefit the individual as well as the organization. No individual can work alone. He needs the support and guidance of his fellow workers to come out with a brilliant idea and deliver his level best. If any employee got retired all the employee give a farewell to them, if employee should got a promotion and transfer to one organization to another then employee give a party to them. Employee relations refer to the relationship shared among the employees in an organization. The employees must be comfortable with each other for a healthy environment at work. It is the prime duty of the superiors and team leaders to discourage conflicts in the team and encourage a healthy relationship among employees. For each employee the company provides the general shift, second shift and night shift.
Life is really short and it is important that one enjoys each and every moment of it.Remember in an organization you are paid for your hard work and not for cribbing or fighting with each other. Don‟t assume that the person sitting next to you is your enemy or will do any harm to you. Who says you can‟t make friends at work, in fact one can make the best of friends in the office. There is so much more to life than fighting with each other. Observation says that a healthy relation among the employees goes a long way in motivating the employees and increasing their confidence and morale. One 41
starts enjoying his office and does not take his work as a burden. He feels charged and fresh the whole day and takes each day at work as a new challenge. If you have a good relation with your team members you feel going to office daily. Go out with your team members for a get together once in a while or have your lunch together. These activities help in strengthening the bond among the employees and improve the relations among them. In an organization all employee of non-management department from the union member on that they elect the leader, on that basis if any problem is there they will tell to union leader and the union leader tell to the manager of any department. If there is a lot of a problem in a activity which they are doing, they will put a union meeting on that all manager of different department will solve the problem, they will listen all the point of the union worker and take the decision what ids the main problem and try to solve it, if the problem are genuine the manager will solve, if the problem is not genuine the manager will not solve this and this problem have not any genuine point. An employee must try his level best to adjust with each other and compromise to his best extent possible . If you do not agree to any of your fellow worker‟s ideas, there are several other ways to convince him. Sit with him and probably discuss with him where he is going wrong and needs a correction. This way he would definitely look up to you for your advice and guidance in future. He would trust you and would definitely come to your help whenever you need him. One should never spoil his relations with his colleagues because you never know when you need the other person. Avoid using foul words or derogatory sentences against anyone. Don‟t depend on lose talk in office as it spoils the ambience of the place and also the relation among the employees. Blame games are a strict no in office. One needs to enter his office with a positive frame of mind and should not unnecessarily make issues out of small things . It is natural that every human being can not think the way you think, or behave the way you behave. If you also behave in the similar way the other person is behaving, there is hardly any difference between you and him. Counsel the other person and correct him wherever he is wrong.
It is of at most importance that employees behave with each other in a cultured way, respect each other and learn to trust each other. An individual however hardworking he is, cannot do wonders alone. It is essential that all the employees share a cordial relation with each other, understand each other‟s needs and expectations and work together to accomplish the goals and targets of the organization.
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My job at Bombay dyeing and manufacturing company ltd. I started my internship in Bombay Dyeing in their HR Department. Purpose of my job was to understand how various HR practices improve the Organizations effectiveness. I studied the various HR practices which are noted down above. My findings are noted below along with few suggestions. While studying I collected the data from C.‟s records and personal discussion with employees/Officers. I gained good knowledge and had the opportunity to understand various HR processes through this internship study, details of which are the contents of this project.
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DATA ANALYSIS AND INTERPRETATION 1. How long you are working in the organization?
YEARS
WORKING IN THE ORGANIZATION
0-2 YEARS
6
2-5 YEARS
17
5-10 YEARS
71
MORE THAN 10 YEARS
260
working in the organisation 2% 5%
20%
0-2 years 2-5 yrs 5-10 yrs >10 years
73%
Finding From the chart that more than 3-4 employee are working for more than 10 years. Even no.of employees working between 5-10 years are 71. This shows that most of the employees are satisfied with their job. The attrition rate of the company is just below 5%. This indicates that employee are satisfied and their respondent were interviewed and it was found that employee to know while they are continuing in their company for more than 10 year and followed that they are overall satisfied. 44
2. Are you comfortable with the working environment? WORK ON ENVIRONMENT
NUMBER OF RESPONDENT
GOOD
20
SATISFIED
13
BAD
7
number of respondent 25
20
15 number of respondent 10
20 13
5 7 0 good
satisfied
bad
Finding 50% of employee express as a good environment remain. From the remaining 50% about 40% says a satisfactory job environment only about 10% feels bad working environment is there. There are not satisfied with the way they are given the work. They feel there is the bias is there.
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3. What are the various sources of recruitment in your organization? SOURCE INTERNAL
18
EXTERNAL
10
BOTH
40
source
26% internal external both
59% 15%
Finding About 59% of recruitment through both internal and external source and 26% of recruitment through internal source and 15% of recruitment through external source.
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4. Whether the employees are satisfied with the health, safety, welfare facilities provided by the Company? NO OF RESPONDENT
SATISFIED
15
DISSATISFIED
5
No.of respondent 16 14 12 10 8
no of respondent
6 4 2 0 satisfied
dissatisfied
Finding It shows that 75% are satisfied and 25% give a negative reply. After further interviewing the respondent that there has to be the further health checkup like cancer and other test health policy.
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5. Are you satisfied with recruitment process of your company? NO OF RESPONDENT
YES
9
NO
4.2
No.of respondent
32% yes no
68%
Finding About 68% of employee are satisfied with recruitment process in the company because as per their vacancy in the organization the manager check the C.V. of that candidate whatever they want from the candidate is to be there or not and then personal and technical interview and 32% are satisfied recruitment process as the candidate may have competence but it is not mention in the CV and may not have preferred well were rejected.
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6. Are you satisfied with your organization salary increment policy?
H0: The organization salary increment policy is not effective. H1: The organization salary increment policy is effective.
NO.OF RESPONDENT
YES
8
NO
3.9
CAN'T SAY
5.1
no.of respondent
30% 47% yes no can't say 23%
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Finding About 47% of employee are satisfied the organization salary increment policy because most of the employee in the organization consider that the salary increment policy is good, 23% of employee are not satisfied the organization salary increment policy because most of the employee is not agree what increment they had given is not up to the mark as per their profession and 30% of employee can’t say anything because they want to do the work what salary organization provide to the employee they are happy. So alternative hypothesis is accepted.
Are you satisfied training procedure given in the organization?
H0: THE TRAINING PROCEDURE IS NOT EFFECTIVE H1: THE TRAINING PROCEDURE IS EFFECTIVE
NO.OF RESPONDENT
YES
68
NO
32
Finding About 68% of employee are satisfied training procedure given in the organization because the trainee should understand each and every thing what trainer should teach in the organization is about the internal training as well as external training and 32% of employee are not satisfied training procedure given in the organization because the training provided to the trainees which is not as per the aptitude and attitude, proficiency level of an employee. So alternative hypothesis is accepted
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7. Are you getting regular training in your company?
H0: THE REGULAR TRAINING IS NOT EFFECTIVE H1: THE REGULAR TRAINING IS EFFECTIVE
NO.OF RESPONDENT YES
8.2
NO
3.8
no.of respondent
32% yes no
68%
Finding: About 68% of employee says ‘yes’ should get the regular training in the organization because on these training trainee should understand each and every thing what trainer should teach in the organization and 32% of employee says ‘no’ shouldn’t get the regular training in the organization because training is provided once in the career and if they don’t perform they are terminated from a job. So alternative hypothesis is accepted.
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8. Does the present performance appraisal meet your career advancement?
H0: The present performance of an employee is not being appraised through career advancement. H1: The present performance of an employee is being appraised through career advancement.
NO.OF RESPONDENT YES
9.5
NO
0.9
CAN'T SAY
3.9
no.of respondent
27%
yes 6% 67%
no can't say
Finding About 67% of employee says ‘yes’, 6% of employee says ‘no’ and 27% of employee says can’t say. So that present performance appraisal is used in the organization for charting their career planning and so alternative hypothesis is accepted.
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9. Are you satisfied with promotion activities in the organization?
H0: The promotion activities are not satisfied in the organization. H1: The promotion activities are satisfied in the organization.
NO.OF RESPONDENT YES
8.2
NO
2.5
no.of respondent
23.36% yes no 76.64%
Finding: About 76.64% of employees are satisfied with the promotion activities in the organization because the ranking method is used in the organization for the promotion activities and 23.36% of employees are not satisfied with the promotion activities in the organization. According to that ranking method is used for appraising the performance and there is no individual initiated which can focus on development. So alternative hypothesis is accepted.
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10. How many employee leave from the organization?
H0: The reason of employee not for leaving the organization. H1: The reason of employee for leaving the organization.
REASON
NO. OF RESPONDENT
SICK LEAVE
28.6
LACK OF INTEREST JOB
25
POOR WORKING CONDITION
8
LONG WORKING HOURS
22
PERSONAL REASON
36
No. of respondent 40 35 30 25 20 No. of respondent
15 10 5 0 sick leave
lack of interest job
poor working condition
long working hours
personal reason
Finding Most of the employee leaves from the organization because of few reasons. The reason are sick leave, lack of interest job, poor working condition, long working hours and personal reason. Among these most of the employee leaves from the organization because of the personal reason .
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11. Is it quality circle is beneficial for solving the problem of the company
H0: The quality circle is not beneficial for solving the problem H1: The quality circle is beneficial for solving the problem REASON
NO OF RESPONDENT
YES
2.6
NO
1.5
no of respondent
37%
yes 63%
no
Finding About 63% of employee say ‘yes’ to the quality circle is beneficial for solving the problem because the members of the team are from the same workplace and face similar problems, on that problem they will not do their work in this environment for solving this problem they will do the brainstorming, problem analysis and find the solution; those results are then showed to the mangers and group as a whole in a presentation type of meeting and 37% of employee says that the quality problem because the problem was not properly solved. So alternative hypothesis is accepted. 55
SUGGESTION 1. Organization may review the recruitment processes, both internal and external and should not leave any doubt in the minds of employees that there are some bias is happening. Recruitment should be fully based on equal weight age. Employees already working should favored for higher position vacancy if found suitable. 2. As the organization is growing faster they should emphasis more on training subjects like leadership, technology up gradation skills etc. programs even though their training programs are quite good. 3. Organization should counsel and motivate dis-satisfied employees to give better results which would enable them for promotion and higher increments and end their dissatisfaction. 4. Training program should be planned in such a way understanding performance gap employee should be trained. 5. A safe and happy workplace makes the employees feel good about being there. Each one is given importance and provided the security that gives them the motivation and incentive to stay. 6. The employee should be aware what happening in the organization with respective policies; goals etc. and they should encourage participative management to problem-solving and decision-making. 7. Knowledge sharing is very important and knowledge has to be share and accessible to the entire employee in the organization. Keep all the knowledgeable information in central databases that can be accessed by each and every employee. For example, if an employee is sent on some training, the knowledge that is acquired by that employee can be stored in these databases for others to learn from it. 8. Every company has some employees who outperform others. They should be appreciated and recognisation and their inspire other people to go for further education. Such performances should be highlighted and displayed where other employees can look at them; such as on the display boards and intranet etc. This will encourage others to give their best.
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9. Successful organizations and their ideas and they understand that employees who are actually working and know the business can provide the best ideas. The management should have discussions with employees to get these ideas out of them. Through this system, managers can find talented employees and develop them. 10. It is a time tested tool of Total Quality Management (TQM) which promotes team spirit, cohesive quality work culture, commitment and involvement of employees. 11. Exit interview should be there in the organization. On that interview the organization can understand the actual reason of employee leaving the organization, for that policies can be redesigned or revised as per the need of the employees
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CONCLUSION After careful study of all the HR practices prevailing in the organization, collected data and subsequent analysis of the data regarding my project, it concludes as following: 1. Recruitment are getting very much importance these days in the organization. The process includes the step like HR.planing, attracting the applicant and screening them. It is very important activity as it provides right people right place at right time. It is not an easy task as organization‟s future is depends on this activity. If suitable employees are selected which are beneficial to the organization it is at safe side but if decision goes wrong it can be dangerous to the organization. So this procedure and its policies changed as per the organization. Its importance also gets changes the organization change.
2. Training needs should be identified and approved by the concerned department. If training is not provided as per their job description, proficiency level, aptitude and attitude of the employee, training will not be effective. If there is a performance gap identifies the training needs this will bridge the organizational performance gap and enhance the effectiveness of the organization. 3. The facilities like the policy of health, safety, welfare and development provided to the employee is as per the factory act 1947. At least 75% of employee is satisfied for the policy and 25% employee given a negative reply .According to some respondents there should be further health check-up. Therefore overall health check-up should be carried at regular interval of time. 4. Quality circle is beneficial for solving the problem because majority of employee are involved tracing the problem cause, consequence and analysis them in a session like brainstorming, six sigma to solve the problem effectively but less than 30% can‟t agree because there will be no same problem generated in the organization.
5. As per the data available it is noted that maximum no of respondents leave the
organization due to job dissatisfaction. Exit interview has to be conducted to understand the actual reason of leaving. Policies can be redesigned or revised as per the need of the employees.
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BIBLIOGRAPHY Website www.citehr.com www.managementparadise.com www.scribd.com
Books and journals HRMS journal K. Aswathappa Robert mattis
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ANNEXURE 1. Which training program should provide to management employee or nonmanagement employee? What is the process of training? a. b. c. d.
On-job training with systematic process training. Off-job training with planned process training External training Just-in-time training.
2. How the training need is identified and finalized for the employee? 3. How much paid training do you provide to each employee per year? What kind of training is it? Can employees choose or recommend the training they take? 4. How many HR practice are followed? Is this useful for other units or not? 5. Is there any Hr. /Ir. issue? How they will overcome? 6. How Hr. plan effect the business profit/loss? 7. Is it quality circle is beneficial for solving the problem of the company? Is quality circle is being followed by this company? a. Yes b. No c. May be 8. In addition to statutory welfare measures? Whether the company provides any other welfare measure to employer? a. If Yes what are they b. No c. May be 9. What are the significant, strength, weakness, opportunities and threat facing the organization? What are the organization strategic goals? 10. How do department/ team function? How does it support to achieve the organizational strategic goals? 11. Do you as much if not more effort into retaining employee as you do recruiting? What your retaining strategy? 60
12. How do you plan to provide the employee with a challenging work that makes optimal use of employee abilities while providing a supportive environment? 13. What continuous improvement activities are performed on a regular basis? 14. Do you provide share options, profit sharing, retirement savings contributions, or pension? If so, what are the details of the plan(s)? a. Yes , what are the plan details b. No c. May be 15. How do you compensate for overtime? Do you provide a competitive salary? How much you compensate? 16. What opportunities will there be to work with new, interesting technologies?
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Report on Outside Training Program 1.0.
Title of Seminar Program: - …………………………………………………………… ……………………………………………………………………………………………. ……………………………………………………………………………………………. 2.0. Date: - ……………………………………………………………………. 3.0. Venue: - ……………………………………………………………………. 4.0. Faculty Address: - ………………………………………………………….. ………………………………………………………………………………… …………………………………………………………………………………. 5.0. Detail about Faculty in Brief: - ……………………………………………. ………………………………………………………………………………………………………….. 6.0. Synopsis of Course (Not Exceeding 2 pages in A4 size): ………………………………… (Please attach extra sheet if required)……………………………………………………….. ………………………………………………………………………………………………………… ………………………………………………………………………………………………………… ………………………………………………………………………………………………………… ………………………………………………………………………………………………………… ………………………………………………………………………………………………………… ………………………………………………………………………………………………………… ………………………………………………………………………………………………………… ………………………………………………………………………………………………………… 7.0. Course material (List):- …………………………………………………………………… ……………………………………………………………………………………………………. 8.0. Participant : Annexure report 9.0.
Participant opinion on Programme a. b. c. d.
Whether useful or not. How the faculty conducted the program How was the venue and arrangement Whether you recommend program for others
Signature: Name : Emp. NO:
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In-House training circular Following Programmed has been arranged for employee. Managers are required to relieve the employee to attend the same.
Venue: ………………………………………………………………………………………….. Subject: ……………………………………………………………………………………….. Date: …………………………………………………………………………………………. Faculty: ………………………………………………………………………………………
Special invites a. Sr. Manager of Respective Discipline. b. Programme coordinator / Raporter.
Please bring course material distributed. Sr. No
Emp. No
Name of Participant
Department
CC : M/S SCB/SKG/KVK Manager /Dy. Manger
P.A.Satam
Notice board
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