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CHAPTER 1
INTRODUCTION
People, not buildings, make a Company successful.
-Anonymous
In todays businesses, the right approach and management of the companys employees
can greatly affect the companys overall performance. The greatest asset of any industry
is the human resource. Frontline employees are the means by which an organization
delivers its services to customers. Human resources may be defined as the total
knowledge, abilities, talents, skills, creative and aptitudes of an organization's workforce,
as well as the attitudes, values, approaches and beliefs of the individuals involved in the
affairs of the organization. It is the sum total of inherent abilities, acquired knowledgeand skills represented by the talents and aptitudes of the persons employed in the
organization.
The success of a company largely depends upon the human resources. But the output
cannot be one ways. There is a need of a management controlling employees in order to
tap their commitment and enthusiasm in order to achieve desired results and delight
customers. There has to be a medium by which companies and employees can come to a
common goal, the means by which fullest potential of employees can be developed and
can be used for the benefit of both themselves and the employers. Thus, a need arises for
the management which manages the dynamic human resource, need for HRM.
In the words of Miller, HRM is, those decisions and actions which concern the
management of employees at all levels in the business and which are related to the
implementation of strategies directed towards creating and sustaining competitive
advantage. Thus, we can assume from the above definition of Miller that the employee
is the epicenter of the entire decision making in the HR department. All the decision
made and action taken centre on the employee and is pervasive at all the decision making
process. Thus, the HR management never refrains from making any efforts to make its
employee happy.
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EVOLUTION OF HRM
The need for an organized form of HRM emerged during the industrial revolution, as the
manufacturing process evolved from a cottage system to factory production.
When United States shifted from an agricultural economy to an industrial economy,
companies were forced to develop and implement effective ways of recruiting skilled
workers. In addition, industrialization helped in encouraging immigration, as the country
opened its borders to fill vacancies. Filling these jobs with immigrants, however, created
an even greater need for adequate management of employees. Earlier the century saw a
concern for improved efficiency through careful design of work. During the middle of the
century emphasis shifted to the employee's productivity. Current decades have focused
on increased concern for the quality of working life, total quality management and
worker's participation in management. These three phases may be termed as
development, welfare and empowerment.
CHALLENGES FACED BY HUMAN RESOURCE
The role of the Human Resource Manager is evolving with the change in competitive
market environment and the realization that HRM must play a more strategic role in the
success of an organization. Organizations that do not put their stress on retaining and
attracting talents may find themselves in dire consequences, as their competitors may be
outplaying them in the strategic employment of their human resources. The main
challenges faced by the human resource department are follows:
Globalization
Employee Turn over
Technological changes
Workforce Diversity
Continuous Improvement Initiatives
Contingent Workforce
Decentralized Worksites
Globalization It means expansion of the hotel chain in the country of abroad. When a
hotel chain adds on properties to it name, the core values and business models may
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change. This means that the employees must be made aware of the new rules and
regulations so that they can achieve the new goals laid down by the company. Also, while
diversifying companies need to see that the individual goals of the employees are met
without hindering the companies goal. Taj FABR will be converted into Vivanta
property, as now it will come under a different brand its policies, values might change.
Which the staff will have to cope up with.
Employee Turnover - An organization is as good as its people, and nobody can deny the
fact that manpower is the greatest asset of a company. Moreover high attrition rates incur
major costs to the company including recruiting unemployment insurance expenses,
training expenses and guest service of a quality less than one has been striving for.
Employees may leave due to many reasons. The reasons may be: bad working condition,
no compatibility with coworkers, less salary, little family life etc. So it becomes
important for the HRM to know the precise reason (s) why the employee is stepping
down from the given job.
Turnover strongly affects both an industrys and an organizations success. At the
organization level, high levels of voluntary turnover interrupt the flow of business,
damage the bottom line, and affect companies in three major ways:
First, with the continuous change in front-line employees that high turnover
brings, maintaining service quality becomes a challenge. A great deal of anassociation implicit service-based knowledge resides in its employees.
Second, turnover is expensive. The cost of losing one line-level employee is
estimated at between $1,300 and $7,600 while the cost of managerial-level
turnover is argued to be equivalent to the individuals annual base salary.
Finally, high turnover can harm employee morale. In a workplace that relies
heavily on teamwork and commitment to service, high turnover and low morale
can reduce employees emotional and cognitive investments in their
organizations.
The researcher will talk about this point in detail under the recommendation heading.
Technological changes - are welcome in the hotel industry as they help the employees to
match up with the pace of this fast moving world and help the hotel by providing their
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services. Initially these changes may cause discomfort among the employees since they
will have to spend some additional time in learning these new changes. If the employees
are unable to adapt to the changes they might feel uncomfortable and may quit. Hence
technological changes may contribute to turnover and are to be looked into with calm
thinking.
Workforce Diversity - The future success of any organizations depends upon the ability
to manage a people from different cultural background. The challenge and problems
faced of workplace diversity can be turned into a strategic organizational asset if an
organization is able to converts the areas where it lacks by capitalize on this melting pot
of diverse talents. With the mixture of people from diverse cultural backgrounds,
genders, ages and lifestyles, an organization can respond to business opportunities more
rapidly and creatively, especially in the global arena which must be one of the important
organizational goals to be attained.
Continuous Improvement initiatives - The total quality management practiced in a
large number of organizations is a great example. Employees need to perform at all times
since they are not given any scope for errors.
If the employee is trained in such a manner that he can adapt to the changes easily they
can service for a longer period of time. Eg: Brand standards and Phraseology in hotels
may keep changing, for employee to unlearn the earlier and inculcate the new becomes
tough and some end up treating it as an additional headache.
Decentralizes worksites In a hotel flexibility of work hours and timings are the
motivators. In hotels instead of having flexible work hours , the employees are asked to
do over timing on a day of high house count. It is very difficult for an employee to get the
compensation for the extra hours, in which ever form it may be. Hence, employees may
resort to look for new jobs in other industries so as to cater to their work life balance.
GLOBAL HUMAN RESOURCE CHALLENGES
Functions such as operations, sales, and marketing have generally made great progress in
adapting to the global reality. However, the HR function has normally lagged behind in
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developing structures policies and that support globalization. The general challenges for
Global HR functions are as follows:
Coordination of activities in many different locations.
Understanding the continual change of the globally competitive environment
Building a global awareness in all Human Resource departments
Creating a multicultural Human Resource team.
To meet these obstacles organizations need to consider the HR function not as just an
administrative service but as a strategic business partner. These are the issues which lead
to framing the Strategic Management drivers of Human Resources.
Coordination of activities in many different locations - International companies face
many challenges when trying to make HR practicesreliable across all locations/offices.
The top three challenges include:
1. Variations in economic, social and political circumstances.
2. Different locations/offices have their own way of doing things and are resistant to
change.
3. The perceived value of the HR function varies across locations/offices.
Understanding the frequent change of the globally competitive market - Today, a
global village, a concept in which telecommunication and transportation technologies
have essentially reduced time and distance effects to produce a single worldwide
community have increased the pulse of businesses thus implying pressure on the existing
as well as new employees. To be effective in this environment organizations have to
adapt to cultures, systems and techniques of their own. Owing to the increase in similar
businesses catering to a general audience, the competitive edge that each hotel fights to
reach is very high.
Human Resources greatest challenge is to equip and sustain employees with special skills
who can adapt themselves quickly to changing technology, surroundings and diversify
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with trends. Listed below are some of the global practices followed by HR to remain
competitive in todays ever evolving market:
Managing Workplace Diversity
Training and Development
Performance and Productivity
Employee Satisfaction Tracking System
Reward Programs
Strategic Development of Human Capital Resources
Reducing Employee Turnover
Vocationally Educated Staff
Building a global awareness in all Human Resources departments - Globalization
particularly in the business is a fact of life in today's world. The technology outburst over
the past two decades has caused barriers to global commerce to come crashing down.
Even well-known products are losing their traditional national identity: BMWthe
exemplar of German engineering and performance--is building cars in South Carolina;
Chevrolets--as American as apple pie--are being assembled in Mexico; and the parts for
these automobiles come from every corner of the world. These exemplify the global need
for HR professionals toexpertise in a worldly aspect for providing the cutting edge.
Creating a multicultural Human Resources team
Expertise in global HR will become a to contribute to a company's success. The need to
keep abreast of key employment legislation in Europe, Asia or Latin America; track
cultural issues, demographic trends and social policy developments in foreign regions;
and, more than likely, become fluent in another language. The chaos in today's world has
made travel more difficult and the safety of overseas employees a major concern. As an
HR professional, one could be called on to balance business needs against security.
Protecting emigrant employees and their families will be critical. Thus, managing such
similar challenges in the employees in a Company is the bigger challenge.
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CHAPTER2
COMPANY PROFILE
ABOUT COMPANY PROFILE
CONDAT ROBOTIX is a leading high end industrial automations - also providing
robot, robot solutions, peripheral equipment, and service for tasks such as welding,
handling, assembly, painting and finishing, picking, packing, and machine tending.
CONDAT ROBOTIX is an authorized channel partner ofABB.
Condat Robotix is a leader in power and automation technologies that enable utility and
industry customers to improve performance while lowering environmental impact.
Industrial Automation Services that include design, fabrication, commisioning of
solutions.Complete Automation Solutions for Rubber, Paper, Boiler and power
Industry.CNC Retrofitting including mechanical Rework.Application Software
development for MIS/SCADA
Quality Policy
CR Automations shall continuously work to improve our knowledge and manufacturing
method to supply reliable products / systems to our customers so as to meet and exceed
their stated and implied needs in industrial automation.
CR Automation endeavor shall be to provide total satisfaction to all customers through
our professional services and product quality. We shall keep on building skill sets and
vertical services on our existing knowledge base.
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PRODUCTS
AC Drives
achinery Drives Industrial Drives Standard Drives
PLC Process ( Industrial Robots )
AC 500 SeriesRead More
AC 500 ECO (New)Read More
CL Logic RelaysRead More
HMI
CP 400 Series CP 500 Series
Industrial Robots
Robots Welding
Robots Painting
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Service and Support
Service and Support
Panel Buildings
Panel Buildings
Scada and DCS
Scada and DCS
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SERVICES RENDERED BY CR AUTOMATION
Robotics
Condat Robotix is a leading supplies robot, robot software, peripheral equipment,
modular manufacturing cells and service for tasks such as welding, handling, assembly,
painting and finishing, picking, packing, palletizing and machine tending. Key markets
include automotive, plastics, metal fabrication, foundry, electronics, machine tools,
pharmaceutical and food and beverage industries. A strong solutions focus helps
manufacturers improve productivity, product quality and worker safety.
Automation Products
This serves customers with energy efficient and reliable products to improve customers'
productivity, including drives, motors and generators, low voltage products,
instrumentation and analytical, and power electronics.
Process Automation
The main focus of this Condat Robotix business is to provide customers with integrated
solutions for control, plant optimization, and industry-specific application knowledge.
The industries served include oil and gas, power, chemicals and pharmaceuticals, pulp
and paper, metals.
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Power Systems
Power Systems offers turnkey systems and services for power transmission and
distribution grids, and for power plants. Substations and substation automation systems
are key areas. Additional highlights include flexible alternating current transmission
systems (FACTS), high-voltage direct current (HVDC) systems and network
management systems.
Power Products
Power Products are the key components to transmit & distribute electricity. The division
incorporates Condat Robotix's manufacturing network for transformers, switchgear,
circuit breakers, cables & associated equipment.
TRAINING PROGRAM
Training at CONDAT ROBOTIXThe Competitive Edge
The inputs of training at CONDAT ROBOTIX viz. strong practical and educational
values have long lasting effects on the participants, besides increasing their personal
efficiency and satisfaction in PLC, AC/DC Drives, AC Servo Drives, AC Servo Motors
and Robots
The unique features of training at CONDAT ROBOTIX are:
Comprehensive product training, including training aids and documentation in
print, and on CD-ROM or video.
Computer-based, workbench and hands-on training providing instant feedback
and skills reinforcement.
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Direct access to CONDAT ROBOTIX personnel.
Effective instructor to trainee ratio.
Value addition to the training, Confidence and team building skills.
Trainee certification for advancement to higher learning.
Training in product warranty, preventive maintenance, as well as service
reporting.
Vocational
Process hasbeen initiatecd to get CONDAT ROBOTIX registered at Training
Provider
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WHAT IS HUMAN RESOURCE MANAGEMENT?
Human Resource Management is that part of the management process that specializes in
the management of people in work organizations. HRM emphasizes that employees are
critical to achieving sustainable competitive advantage, that human resources practices
need to be integrated with the corporate strategy, and that human resource specialists help
organizational controllers to meet both efficiency and equity objective.
Human Resource Management is a vital function in organizations. It is becoming more
important than ever. Line managers are getting involved in HRM, and human resource
managers are becoming members of the management team. Also, everyone in the
organization can make a contribution to the management of people and the success of the
organization at the same time. Human resource management includes a variety of
activities, such as the following:
What staffing needs to have and whether to use independent contractors or hire
employees to fill these needs
Recruiting and training the best employees, ensuring they are high performers. Dealing
with performance issues and ensuring its personnel and management practices conform to
various regulations.
The effective use of people to achieve both organizational and individual goals. The
effective recruitment, selection, development, compensation, and utilization of human
resources by organizations
Before few years
H.R manager was only black box
Their role was more closely aligned with personnel and administration functions.
Potent
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New H R Role
Recruiting
Hiring
Training
Organization Development
Communication
New H R Role
Coaching
Policy Recommendation
Salary and Benefits
Team Building
Employee Relations
Leadership
HRM HAS INCREASED IN IMPORTANCE SINCE THE 1980S. WHY?
Globalization
Government regulation
Stronger knowledge/research base
Changing role for labor unions
Challenge of matching worker expectations with competitive demands
WHAT MOTIVATES EMPLOYEES?
Feeling in on things
Good wages
Good working conditions
Job security
Full appreciation of work that is done
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Tactful disciplining
Employer loyalty to employees
Interesting work
Promotion and growth in the organization
Human resources is an increasingly broadening term with which an organization, or
other human system describes the combination of traditionally administrative personnel
functions with acquisition and application of skills, knowledge and experience, Employee
Relations and resourceplanning at various levels. The field draws upon concepts
developed in Industrial/Organizational Psychology and System Theory. Human resources
has at least two related interpretations depending on context. The original usage derives
from political economyand economics, where it was traditionally called labor, one of
fourfactors of production although this perspective is changing as a function of new and
ongoing research into more strategic approaches at national levels. This first usage is
used more in terms of 'human resources development', and can go beyond just
organizations to the level of nations . The more traditional usage within corporations and
businesses refers to the individuals within a firm or agency, and to the portion of the
organization that deals with hiring, firing, training, and other personnel issues, typically
referred to as `human resources management'.
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KEY FUNCTIONS
Human resource managementserves these key functions:
1. Recruitment & Selection
2. Training and Development (People or Organization)
3. Performance Evaluation and Management
4. Promotions
5. Redundancy
6. Industrial and Employee Relations
7. Record keeping of all personal data.
8. Compensation, pensions, bonuses etc in liaison with Payroll
9. Confidential advice to internal 'customers' in relation to problems at work
10.Career development
Human Resource Development
In organizations, in terms of selection it is important to consider carrying out a
thorough job analysis to determine the level of skills/technical abilities, competencies,
flexibility of the employee required etc. At this point it is important to consider both the
internal and external factors that can have an effect on the recruitment of employees. The
external factors are those out-with the powers of the organization and include issues suchas current and future trends of the labor market e.g. skills, education level, government
investment into industries etc. On the other hand internal influences are easier to control,
predict and monitor, for example management styles or even the organizational culture.
MAJOR TRENDS
In order to know the business environment in which any organization operates, three
major trends should be considered:
Demographics the characteristics of a population/workforce, for example, age,
gender or social class. This type of trend may have an effect in relation to pension
offerings, insurance packages etc.
Diversity the variation within the population/workplace. Changes in society now
mean that a larger proportion of organizations are made up of "baby-boomers" or
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older employees in comparison to thirty years ago. Traditional advocates of
"workplace diversity" simply advocate an employee base that is a mirror reflection of
the make-up of society insofar as race, gender, sexual orientation, etc.
Skills and qualifications as industries move from manual to a more managerial
professions so does the need for more highly skilled graduates. If the market is "tight"
(i.e. not enough staff for the jobs), employers will have to compete for employees by
offering financial rewards, community investment, etc.
INDIVIDUAL RESPONSES
In regard to how individuals respond to the changes in a labour market the following
should be understood:
Geographical spreadhow far is the job from the individual? The distance to travel
to work should be in line with the pay offered by the organization and the
transportation and infrastructure of the area will also be an influencing factor in
deciding who will apply for a post.
Occupational structure the norms and values of the different careers within an
organization. Mahoney 1989 developed 3 different types of occupational structure
namely craft (loyalty to the profession), organization career (promotion through the
firm) and unstructured (lower/unskilled workers who work when needed).
Generational difference different age categories of employees have certain
characteristics, for example their behavior and their expectations of the organization.
RECRUITMENT METHODS
While recruitment methods are wide and varied, it is important that the job is described
correctly and that any personal specifications are stated. Job recruitment methods can be
through job centres, employment agencies/consultants, headhunting, and local/national
newspapers. It is important that the correct media is chosen to ensure an appropriate
response to the advertised post.
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Where organisations don't have the internal resource to be able to conduct an effective
recruitment exercise this is where they may outsource this to a third party, typically a
recruitment or hr consultancy that specializes in the area that the organisation requires.
FRAMEWORK
Human Resources Development is a framework for the expansion of human capital
within an organization or (in new approaches) a municipality, region, or nation. Human
Resources Development is a combination of training and education, in a broad context of
adequate health and employment policies, that ensures the continual improvement and
growth of both the individual, the organisation, and the national human resourcefulnes.
Adam Smith states, The capacities of individuals depended on their access to
education. Human Resources Development is the medium that drives the process
between training and learning in a broadly fostering environment. Human Resources
Development is not a defined object, but a series of organised processes, with a specific
learning objective Within a national context, it becoms a strategic approach to
intersectoral linkages between health, education and employment.
STRUCTURE
Human Resources Development is the structure that allows for individual development,
potentially satisfying the organizations, or the nation's goals. The development of the
individual will benefit both the individual, the organization, or the nation and its citizens.
In the corporate vision, the Human Resources Development framework views employees,
as an asset to the enterprise whose value will be enhanced by development, Its primary
focus is on growth and employee developmentit emphasises developing individual
potential and skills Human Resources Development in this treatment can be in-room
group training, tertiary or vocational courses or mentoring and coaching by senior
employees with the aim for a desired outcome that will develop the individuals
performance. At the level of a national strategy, it can be a broad intersectoral approach
to fostering creative contributions to national productivity
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TRAINING
At the organizational level, a successful Human Resources Development program will
prepare the individual to undertake a higher level of work, organized learning over a
given period of time, to provide the possibility of performance change (Nadler 1984). In
these settings, Human Resources Development is the framework that focuses on the
organizations competencies at the first stage, training, and then developing the employee,
through education, to satisfy the organizations long-term needs and the individuals
career goals and employee value to their present and future employers. Human Resources
Development can be defined simply as developing the most important section of any
business its human resource by, attaining or upgrading the skills and attitudes of
employees at all levels in order to maximise the effectiveness of the enterprise (Kelly
2001). The people within an organization are its human resource. Human Resources
Development from a business perspective is not entirely focused on the individuals
growth and development, development occurs to enhance the organization's value, not
solely for individual improvement. Individual education and development is a tool and a
means to an end, not the end goal itself. (Elwood F. Holton II, James W. Trott Jr)[14].
The broader concept of national and more strategic attention to the development of
human resources is beginning to emerge as newly independent countries face strong
competition for their skilled professionals and the accompanying brain-drain they
experience.
In conversations with clients, sources, and candidates, one can see more and more
companies seeking to change the role of their Human Resources organization from a
passive compensation, benefits and compliance role to a human resources organization
which is a highly proactive partner playing a leadership role in helping to frame the
companys operating strategies to meet corporate objectives. This future role of Human
Resources is currently seen in companies known for pursuing Best Practices.
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In these companies, the Human Resource organization is an important strategic partner in
developing the goals and implementing the tactics of the firm. Through a mixed model of
centralized and decentralized functions, the corporate HR functions are viewed as
Centers of Excellence, while each Strategic Business Unit (SBU) is assigned an HR
generalist reporting to the business unit manager (with a dotted line to the head of
corporate HR). The generalist supporting the SBU must have a strong understanding of
the business or functional area to be effective.
In this new model of the HR organization, it is vital that members develop strong
consulting skills. The HR generalists, who function as consultants, must understand and
appreciate the mind-set of being a strategic partner with their SBU. In addition, as
consultants, they must develop employee relations skills to not just define problems,
but to work with teams to solve them. Corporate HR becomes a site for Centers of
Excellence containing the shared services of Compensation, Benefits, and Organization
Development (which has a much expanded role). Often the firm sets up a virtual HR
area to handle interactive benefits administration (by dial-in, lobby kiosks, Intranet, or
Internet) to save time and provide faster service.
To be successful, proponents claim, it is vitally important to have a high-level
commitment to change. Companies which have successfully implemented organizational
change have avoided jumping on the bandwagon or using the current buzzword
programs (which can seriously damage credibility), while executing plans that are
authentic and sustainable, and which have the commitment from senior management.
With HR on board as a strategic partner, the HR department plays an important role in a
Strategic Business Needs Assessment to determine the direction of the firm (Where are
we going as a business?). A gap analysis is performed to determine the difference
between the core competencies currently held and the skills needed to get the firm to
where it wants to be.
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The HR department is designed in keeping with the corporate strategy, and works closely
with the SBUs to measure and develop the core competencies (which may require several
iterations). Along with the SBUs, HR determines how to best provide competency
training and how the Organization Development department (OD) can best provide a
continuous education process, e.g., Just in Time Training, and mentoring. The OD
function (a Center of Excellence) is broadened greatly, as this role becomes very
important in training and facilitating during an organizational redesign. As part of the
redesign, the core competencies for each affected position are developed and OD plays a
vital role in helping employees obtain the tools and knowledge needed to meet or exceed
these goals.
The role of the HR Head is also greatly expanded. This executive serves on the firms
Strategy Council and must be very strategic - seeing HRs role as an important strategic
partner with the SBUs. This person either reports directly to one of the top executives, or
is given frequent access to them (beyond membership on the Strategy Council). As a
change agent, an important part of the HR heads compensation package becomes
incentives - based upon meeting specific objectives of change.
The core competencies for the person i n thi s role include:
The ability to lead the change effort in the organization, not just the change effort in HR
A strong belief in empowering employees and decentralizing decision-making
A commitment to organizational/people development
The confidence to be a consultative business partner in HR issues (as opposed to
an employee advocate on the one hand, or the people police on the other)
The capacity to both recognize problems as they occur and work with others to
solve them
Proven experience in planning and implementing a strategic HR role
Patience to continue with a change program and handle resistance to change
The ability to obtain a commitment to a change program from the top executives,
and with them, to develop a sense of urgency/importance for the change efforts.
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No matter how well planned, explained and executed, any new program will meet strong
resistance to change (at all levels), which should be expected and not allowed to deter the
process of change. Further, any program of major changes will take several years to fully
develop and implement across the firm. In undertaking change, the Human Resources
Department has the opportunity to become an integral part of the corporation, a driver of
change, and a valuable strategic resource.
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CHAPTER2
REVIEW OF LITERATURE
According to Flippo (2006), Human resources management is the plaaning, organizing,
directing and controlling of the procurement, development, compensation, integration,
maintenance and reproduction of human resources to the end that individual, organization
and societal objectives are accomplished.
According to Institute of personnel management (2005),Personnel management is an
integral but distinctive part of management concerned with people at work and their
relationships within the enterprise. It seeks to bring together into an effectiveorganization the men and women who staff the enterprise enabling each to make his/her
best contribution to its success, both as a member of a working group and as an
individual. It seeks to provide relationships within the enterprise that are conducive both
to effective work and human satisfaction. Human Resource Management, it is important
to trace its origin and phases it passed through. The roots of this profession can be found
in the nineteenth century when pressure for reform of working conditions from members
of labour movement and work of social performers like Robert Owen and Rowntree,
which had been called the movement towards industrial betterment made possible
emergence of the earliest attempts at welfare policies. At the beginning responsibilities of
the first welfare workers were mainly in dispensing benefits to the deserving and
unfortunate employees
Terry Doyle, (2005) analysed that the intent of this paper is to inform the Ferris State
academic community about the research findings on the use and value of teacher
effectiveness evaluation tools and to make suggestions, based on research, as to what an
effective evaluation process might look like at Ferris, including attempting to define in
which areas of instruction students are qualified to give meaningful feedback to faculty
and which they are not. This paper is the result of a request made by former Vice
President for Academic Affairs Barbara Chapman. In her cover letter (dated October 30,
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2002) addressing the revised Post-Tenure Review Policies and Procedures, Dr Chapman
charged the Center for Teaching, Learning and Faculty Development (the Center) with
offering training for faculty on how to meaningfully use and interpret the quantitative
results of student evaluations of instruction and asked that the training program be
instructive to both faculty and administration.
S.S. Bhatia (2005) studied and analysed that those who deserved to be trained could not
be spread and those who can be spread do not always deserve the training. Hence, it is
suggested for consideration that only those officials who fulfill the requisite
qualification/experience have aptitude for training and are senior enough in the line
should be deputed and a well designed roster system should also be advised for giving
weight age to the training programmers. To conclude, training cannot be considered in
isolation from other aspects of personnel administration or from other aspects of
performance improvement. In fact, training program can become a wasteful effort, if it is
not harmonized with career development or with personnel activities or if it is not
integrated with programmers of administrative improvement and reforms. Training can
be effective only if the knowledge and skills acquired by the trainees can be and are
actually used for performance improvement and also successful training is really helping
the trainers in their career development. A well designed program can be a real weapon
accommodate the philosophy and tools of organizational change to achieve optimum
performance.
Sumati Reddy, (2004) examined that CD-ROM has carved its own niche in the training
field. The abundant supply of pre-packaged training programmes, coupled with the
option of developing and distributing customized training content via CD-ROMs,
prepared by training consultants and vendors, make it possible for trainers to select from
a variety of training solutions, form instructor-led courses, courses packed with highly
interactive sessions and modules to relatively simple ones. The trainer as well as the
Learner can select a training course in a number of different formats, including CD-
ROMs. Along with the trainer and the learner, the organization is also benefited
tremendously by delivering training through this rich and cost effective medium.
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CHAPTER3
OBJECTIVE OF THE STUDY
To assess the human resource management practices being implemented in retail sector.
To find out how practices affect employee performance and satisfaction
To discuss the various HR policy commonly used in CR Automation.
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CHAPTER4
RESEARCH METHODOLOGY
INTRODUCTION
Research refers to a search for knowledge. It is a systematic method of collecting and
recording the facts in the form of numerical data relevant to the formulated problem and
arriving at certain conclusions over the problem based on collected data.
Thus formulation of the problem is the first and foremost step in the research process
followed by the collection, recording, tabulation and analysis and drawing the
conclusions. The problem formulation starts with defining the problem or number of
problems in the functional area. To detect the functional area and locate the exact
problem is most important part of any research as the whole research is based on the
problem.
According to Clifford Woody research comprises defining and redefining problems,
formulating hypothesis or suggested solutions: collecting, organizing and evaluating data:
making deductions and reaching conclusions: and at last carefully testing the conclusions
to determine whether they fit the formulating hypothesis.
Research can be defined as the manipulation of things, concepts or symbols for thepurpose of generalizing to extend, correct or verify knowledge, whether that knowledge
aids in construction of theory or in the practice of an art
In short, the search for knowledge through objective and systematic method of finding
solution to a problem is research.
DRAFTING QUESTIONNAIRE
The questionnaire is considered as the most important thing in a survey operation. Henceit should be carefully constructed. Structured questionnaire consist of only fixed
alternative questions. Such type of questionnaire is inexpensive to analysis and easy to
administer. All questions are closed ended.
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SAMPLING
It was divided into following parts:
SAMPLING UNIVERSE
All the employees are the sampling universe for the research.
SAMPLING TECHNIQUE
Judgmental sampling
Sample was taken on judgmental basis. The advantage of sampling are that it is much less
costly, quicker and analysis will become easier. Sample size taken was 100 employees.
DATA COLLECTION
The task of data collection begins after the research problem has been defined and
research design chalked out. While deciding the method of data collection to be used for
the study, the researcher should keep in mind two types of data viz. Primary and
secondary data.
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 primary data were collected through well designed
and structured questionnaires based on the objectives.
Secondary Data:
The secondary data are those, which have already been collected by someone else and
passed through statistical process. The secondary data required of the research was
collected through various newspapers, and Internet etc.
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LIMITATIONS:
1. Short span of time: Due to lack of time and busy schedule of the employees it is hard to
interact properly with the employees.
2. Biasness on the part of the respondents: Employees do not the reveal the truth
3. True nature: Results of the study have been derived to be the parameters included in
questionnaire, so the results may not exactly correspond to the true value of managing
HR.
4. Misinterpretation: Although utmost care has been taken to get the accurate results yet
because of risk of ambiguities and misinterpretation on the part of respondents.
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CHAPTER5
DATA ANALYSIS & INTERPRETATION
5.1 Are you aware of HR policies in CR Automation?
Table No. 5.1
Option Respondents Percentage
Yes 100 100%
No 0 0%
Total 100 100%
Figure No. 5.1
INTERPRETATION
The above chart depicts that 100% employees are aware regarding HR policies in CR
Automation.
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Yes No
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5.2. If yes, which of the following HR policies that you come across?
Table No. 5.2
Option Respondents Percentage
Man power planning 18 0.18%
Recruitment and training 13 0.13%
Induction program 15 0.15%
Compensation 06 0.06%
Welfare programs 09 0.09%
Promotions 15 0.15%
Career development program 16 0.16%
Performance appraisal 08 0.08%
Total 100 100%
Figure No. 5.2
0.00%
0.02%
0.04%
0.06%
0.08%
0.10%
0.12%
0.14%
0.16%
0.18%
Manpower Recruitment andtraining
InductionProgram
Compensation WelfarePrograms
Promotions Career Development
PerformanceAppraisal
0.18%
0.13%
0.15%
0.06%
0.09%
0.15%
0.16%
0.08%
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INTERPRETATION
The above chart depicts that 0.13% employees come across recruitment and training
policy, where as 0.09% welfare program. 0.15% induction program, 0.15% promotion
0.18% manpower planning, 0.08% performance appraisal, 0.06% compensation and rest
0.16% respondents replied in the favour of career development policy. Recruitment and
selection policies is come across in respondents mind followed by welfare program,
promotion, induction programs & other policies.
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5.3 What is the source of recruitment in CR Automation?
Table No. 5.3
Option Respondents Percentage
Internal sources 64 64%
External sources 36 36%
Total 100 100%
Figure No. 5.3
INTERPRETATION
The above chart depicts that 64% employees respond that company used internal source
of recruitment, while 36% replied that external source is used by company to recruit the
candidate.
0%
10%
20%
30%
40%
50%
60%
70%
Internal Source External Source
64%
36%
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5.4 Through which mode you entered the organization?
Table No. 5.4
Option Respondents Percentage
Campus Interview 24 24%
Walk in Interview 40 40%
Employee Reference 36 36%
Total 100 100%
Figure No. 5.4
INTERPRETATION
The above chart depicts that 40% employees are entered in organistion through walk in
interview, while 36% through employees reference and rest 24% employees entered in
organization from campus interview. Mostly companies used walk in interview method to
select a candidate for Job.
0%
5%
10%
15%
20%
25%
30%
35%
40%
Campus Interview Walk in Interview Employee /Reference
24%
40%
36%
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5.5 Which kind of training practices organized in CR Automation?
Table No. 5.5
Option Respondents Percentage
Technical 28 28%
Non technical 30 30%
Both 42 42%
Total 100 100%
Figure No. 5.5
INTERPRETATION
The above chart depicts that 42% employees replied that both types of training practices
organised in CR Automation, while 30% non-technical and rest 28% employees that their
company organised only technical training.
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
Technical Non technical Both
28%
30%
42%
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5.6 What is the duration of training practices in CR Automation?
Table No. 5.6
Option Respondents Percentage
One week 43 53%
Two weeks 17 17%
Three weeks 15 15%
> three weeks 15 15%
Total 100 100%
Figure No. 5.6
INTERPRETATION
The above chart depicts that 53% employees respond that duration of training practices in
CR Automation is once week, where 17% says two weeks, 15% three weeks and rest
15% employees says duration of training practices in CR Automation is more than three
weeks.
0%
10%
20%
30%
40%
50%
60%
Once week Two weeks Three weeks More than three weeks
53%
17%
15% 15%
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5.7 How frequently training practices are organized in CR Automation?
Table No. 5.7
Option Respondents Percentage
Once in a year 43 43%
Twice in a year 20 20%
Thrice in a year 25 25%
Four or more times in a year 12 12%
Total 100 100%
Figure No.5.7
INTERPRETATION
The above chart depicts that 43% employees respond that their CR Automation organised
training once in a year, while 25% thrice in a year, 20% twice in a year and rest 12%
employees replied that four or more times in year.
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
Once in a year Twice in a year Thrice in a year Four or more times inyear
43%
20%
25%
12%
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5.8 What are the various methods of performance appraisal?
Table No. 5.8
Option Respondents Percentage
Straight ranking 38 38%
Paired comparison 21 21%
Behaviour anchored rating scale 25 25%
360o degree 16 16%
Total 100 100%
Figure No. 5.8
INTERPRETATION
The above chart depicts that 38% employees replied that their CR Automation used
straight ranking methods as compared to other methods, where as 25% behaviour
anchored rating scale, 21% paried comparison and rest 16% employees replied that their
CR Automation using 360O degree method. Straight ranking method is adopted by CR
Automation.
0%
5%
10%
15%
20%
25%
30%
35%
40%
Straight ranking Paired compaison Behaviour anchoredrating scale
360o degree
38%
21%
25%
16%
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5.9 How often performance appraisal is been conducted?
Table No. 5.9
Option Respondents Percentage
Twice in a year 57 57%
Once in a year 14 14%
Once in a two year 23 23%
Once in a three year 6 6%
Total 100 100%
Figure No. 5.9
INTERPRETATION
The above chart depicts that 57% employees replied that performance appraisal is twice
times in a year conducted by their Company, while 23% once in a two year, 14% once in
a year and rest 6% employees that performance appraisal is once time in a three year
conducted by CR Automation.
0%
10%
20%
30%
40%
50%
60%
Twice in a year Once in a year Once in a two year Once in a three year
57%
14%
23%
6%
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5.10 In what way performance appraisal methods motivates you to work hard?
Table No. 5.10
Option Respondents Percentage
Comparison 33 22%
Promotion 57 57%
Increment 8 8%
Additional responsibility 2 2%
Total 100 100%
Figure No. 5.10
INTERPRETATION
According to 57% employees, Promotion motivates to work hard in CR Automation,
while 33% comparison, 8% increment and rest 2% employees think that additional
responsibility motivates to work hard.
0%
10%
20%
30%
40%
50%
60%
Comparison Promotion Increment Additional responsibility
33%
57%
8%
2%
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5.11 Rate the level of various performance appraisal methods?
Table No. 5.11
Option Excellent Good Average Poor Total
Score
Straight ranking 6 12 8 0 26
Paired comparison 4 9 12 0 25
Behaviour anchored ratingscale
10 2 1 0 35
360o degree 15 11 9 1 14
Figure No. 5.11
INTERPRETATION
Majority of employees give most rates to straight ranking performance appraisal method
as compared to other methods.
0
5
10
15
20
25
30
35
40
Straight ranking Paired comparison Behaviour anchored
rating scale
360o degree
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5.12 Do the HR organise induction program for the employees?
Table No. 5.12
Option Respondents Percentage
Yes 92 92%
No 8 8%
Total 100 100%
Figure No. 5.12
INTERPRETATION
According 92% employees, their CR Automation organised induction program for
employees, while 8% replied in the favour of no. Most of the times CR Automation
organised induction program to check the employees performance.
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Yes No
92%
8%
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5.13 What is duration of induction period in CR Automation?
Table No. 5.13
Option Respondents Percentage
One week 62 62%
Two weeks 18 18%
Three weeks 8 8%
More than three weeks 12 12%
Total 100 100%
Figure No. 5.13
INTERPRETATION
According 62% employees, duration of induction period is one week, while 18%
employees replied it is two weeks, 8% three weeks and rest 12% employees says that
duration of induction program is more than three weeks.
62%
18%
8%
12%
0%
10%
20%
30%
40%
50%
60%
70%
One week Two weeks Three weeks More than three weeks
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5.14 In what way the induction program is useful for employees?
Table No. 5.14
Option Respondents Percentage
Losing fear 0 0%
Cultivating confidence 6 6%
In performance level 15 15%
Any other 79 79%
Total 100 100%
Figure No. 5.14
INTERPRETATION
According 79% employees, any other way i.e. induction program is useful for them,
while 15% in performance level way and rest 6% employees says that cultivating
confidence way.
0%
6%
15%
79%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Losing fear Cultivating confidence In performance level Any other
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5.15 What are the various welfare measures implemented by HR in CR Automation?
Table No. 5.15
Option Respondents Percentage
Allowances 7 7%
Leaves related rules 8 8%
Review structure 3 3%
All the above 82 81%
Total 100 100%
Figure No. 5.15
INTERPRETATION
According 82% employees, all the above welfare measures implemented by HR in CR
Automation, while 8% leaves related rules, 7% allowance and rest 3% employees says
that review structure welfare measures implemented by HR in CR Automation.
7% 8%
3%
82%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Allowance Leaves related rules Review Structure All the above
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5.16 Do the organization follows any method for promoting employees?
Table No. 5.16
Option Respondents Percentage
Yes 87 87%
No 13 13%
Total 100 100%
Figure No. 5.16
INTERPRETATION
Out of 100 employees, 87% employees are agree that their organisation followed various
methods for promoting them, while 13% employees says that their organisation not
follow any methods.
87%
13%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Yes No
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5.17 If yes, what are the methods are following in CR Automation?
Table No. 5.17
Option Respondents Percentage
Time bound 0 0.00%
Performance 67 77.02%
Qualification 9 10.34%
All the above 11 12.64%
Total 87 100%
Figure No. 5.17
INTERPRETATION
According to 77.02% employees, performance is main method to promoting them, while
12.64% employees replied that all the above method and rest 10.34% replied in the
favour of qualification.
0.00%
77.02%
10.34%12.64%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Time bound Performance Qualification All the above
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5.18 On what basis the promotions are given to employees in CR Automation?
Table No. 5.18
Option Respondents Percentage
Seniority 6 6.90%
Performance 81 93.10%
Total 87 100%
Figure No. 5.18
INTERPRETATION
According to 93.10% employees replied that on performance basis promotion given to
them in CR Automation and rest 6.90% replied in the favour of seniority basis.
6.90%
93.10%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Seniority Performance
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5.19 Do you feel there are any many opportunities for your career advancement at CR
Automation?
Table No. 5.19
Option Respondents Percentage
Yes 3 3%
No 97 97%
Total 100 100%
Figure No. 5.19
INTERPRETATION
The above chart depicts that 97% employees are not agree that there are many
opportunities for our career advancement at CR Automation, while 3% are agree.
3%
97%
0%
20%
40%
60%
80%
100%
120%
Yes No
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5.20 Whether there is any grievance cell in CR Automation?
Table No. 5.20
Option Respondents Percentage
Yes 96 96%
No 4 4%
Total 100 100%
Figure No. 5.20
INTERPRETATION
According 96% employees, their organisation have grievance cell in their CR
Automation, while 4% employees says that there have no grievance cell.
96%
4%
0%
20%
40%
60%
80%
100%
120%
Yes No
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5.21 Are you satisfied with the following?
Table No. 5.11
Figure No. 5.21
Option Highly
satisfied
5
Satisfied
4
Neutral
3
Dissatisfied
2
Highly
Dissatisfied
1
Total
Recruitment
Procedure
5 6 79 10 0 20.4
Training
Practices
0 8 82 10 0 19.86
Welfare
measures
0 10 81 9 0 20.06
Promotion 0 23 77 0 0 21.54
Career
Development
program
0 16 62 18 4 19.34
Grievance 5 65 30 0 0 25.00
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INTERPRETATION
Majority of employees are satisfied with grievance handling procedure of CR
Automation compared to other policies like recruitment procedure, training practices,
welfare measures, promotion and career development program.
20.4 19.86 20.0621.54
19.34
25
0
5
10
15
20
25
30
Recruitment
procedure
Training practicies Welfare measures Promotion Career
development
program
Grievance
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5.22 What is your overall opinion about following?
Table No. 5.22
Option Good
3
Satisfied
2
Not Satisfied
1
Total
Team work 25 75 0 37.50
Working conditions 27 57 6 33.50
Fair evaluation 20 73 7 35.50
Figure No. 5.22
INTERPRETATION
Majority of employees are satisfied with team work followed by fair evaluation and
working conditions.
31
32
33
34
35
36
37
38
Team work Working conditions Fair evaluaition
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CHAPTER6
FINDINGS, RECOMMENDATIONS & CONCLUSION
All the employees are aware regarding HR policies in CR Automation.
Recruitment and selection policies are come across in respondents mind followed by
welfare program, promotion, induction programs & other policies.
Majority of employees respond that CR Automation used internal source of recruitment
followed by other sources.
Majority of employees are entered in organization through walk in interview.
Mostly companies used walk in interview method to select a candidate for Job.
Majority of employees replied that both types of training practices organised in the
company.
High numbers of employees respond that duration of training practices in CR Automation
is once week.
Majority of employees respond that their CR Automation organized training once in a
year.
Straight ranking method is adopted by CR Automation.
Employees replied that performance appraisal is twice times in a year conducted by theirorganisation.
Promotion motivates to employees to do work hard.
Majority of employees give most rated to straight ranking performance appraisal method
as compared to other methods.
Mostly retail companies organised induction program to check the employees
performance
Duration of induction period is one week.
All the above welfare measures implemented by HR in CR Automation.
Employees agree that company followed various methods for promoting them, while
13% employees say that company not follows any methods.
Performance is main method to promoting them.
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Employees replied that on performance basis promotion given to them in CR
Automation.
Employees are not agree that there are many opportunities for our career advancement at
CR Automation.
Majority of employees are satisfied with grievance handling procedure of CR
Automation compared to other policies like recruitment procedure, training practices,
welfare measures, promotion and career development program.
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RECOMMENDATIONS
The company should gives the compensation as per to the skills, so that the employees
could do the efficient work. Organizations must enhance work force motivation to improve productivity. Workers
must be encouraged and motivated to develop a customer satisfaction mind set.
Organizations need to empower their workers by allowing them greater autonomy and
control and to design jobs that are more stimulating. This will enhance the personal
productivity.
Interdependency of different departments should be well studied, co-ordinated for
effective output.
Training schedule is worked out well here with proper planning schedule. Recruitment
proper planned, structured according to openings in plant, new vacancies.
Goal setting programs undertaken with schedule to find potential prospective employees
for higher posts, giving training, discussing the on job responsibilities.
The employee goals are well studied and structured. The Key Related Areas are properly
designed & clearly mentioned to employees.
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CONCLUSION
HR management is concerned with formal systems in organizations to ensure the
effective and efficient use of human talent to accomplish organizational goals.
Management provides a framework to people in which they can look things going aroundthem. Humans are constantly looking for answers, making plans, and pursuing goals that
bring desired results. Each day presents new challenge, new question about how life
should be and can be. Individuals are continually confronted with decisions to be made
given scarce resources. The Hr department should attract talented employees who are
committed to their work, will achieve high level of performance and deliver excellent
results. The success comes to an organization whose people are able to adapt to changes
quickly. The main problem of Hr all around the world is the attrition rate , so they must
deal with situation very carefully. It is important for the organization to come up with
long term planning and strategies to retain staff and establish credible relationship with
their employees. Organizations have to focus continuously on investing in human capital.
They have to walk the talk and practice what they preach. The performance of HR is
always thankless as most of the employees do not appreciate their efforts. Yet the HR
department has to go on and on and on and act as a mentor to all employees. No matter
what, the HR department will strive to achieve excellence in what they are supposed do
in spite of higher attrition rate. It is important to keep in mind that the best solution for
turnover may take place before the employee is even hired. Selection procedures and
characteristics of the employee have been identified to affect both turnover and
absenteeism. Therefore, HR managers should determine the characteristics that they are
seeking prior to selection process, and hire only those individuals that meet the criteria.
Effective and Efficient HR practices are very much important for every organization. So,
CR Automation have also its HR Practices, which helps it a lot to achieve the targets.
Human Resource Management initiatives in any Organization endeavor to change,
redefine, revisit, renew, reinvent, revitalize & restructure the Organization architecture.
This is effectively done with the help of alignment & integration of HR policies &
strategies with business goal & objectives.
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CR Automation can get success within its competitors by applying best, effective HR
Practices. The best practices in the management of human resources are the ones which
optimize a workforce so that it can not only get work done, but also ensure a greater level
of efficiency, timeliness and quality as it accomplishes increases productivity overall.
Hence the job of the best practices human resources firm is to make sure that these
benefits and pay scales meet the companys budget while remaining attractive and
competitive enough to pull in the very best talent possible. We should know that these
figures put the companies in a good light while also presenting themselves as engaging
and competitive for companies recruitment efforts.
Transparent HR practices ensure continuous business growth in every organization.
It gives the suitable working environment to the employees.
The success of companies motivates the employees of organization to continue
relationship with it.
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BIBLIOGRAPHY
Human Resource Management by Ashwathapa.Human Resource Management by Michael Armstrong.Human Resource Policy Analysis: Organizational Applications by Richard J. Niehaus.
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ANNEXURE
QUESTIONNAIRE1. Are you aware of HR policies in CR Automation?
a. yes
b. no
2. If yes, which of the following HR policies that you come across?
a. Man power planning [ ]
b. Recruitment and training [ ]
c. Induction program [ ]
d. compensation [ ]
e. welfare programs [ ]
f. promotions [ ]
g. career development program [ ]
h. performance appraisal [ ]
3. What is the source of recruitment in CR Automation?
a. internal source
b. external source
4. Through which mode you entered the organization.
a. campus recruitment
b. walk in interviews
c. employee reference
5. Which kind of training practices organized in CR Automation?a. Technical
b. Non technical
c. Both
6. What is the duration of training practices in CR Automation?
a. one week
b. two weeks
c. three weeks
d. > three weeks
7. How frequently training practices are organized in CR Automation?
a. once in a year
b. twice in a year
c. thrice in a year
d. four or more times in a year
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8. What are the various methods of performance appraisal?a. Straight ranking
b. Paired comparison
c. Behavior anchored rating scales
d. 360* method
9. How often Performance appraisal is been conducted?a. Twice a yearb. Once in a yearc. Once in two yeard. Once in three year
10. In what way Performance appraisal methods motivates you to work hard?a. Comparisonb. Promotionc. Incrementd. Additional responsibility
11. Rate the level of various performance appraisal methods?
Type Excellent Good Average Bad
Straight rankingmethod
Paired comparisonmethod
Behavior anchored
rating scales360* appraisal method
12. Do the HR organize induction program for the employees?a. yesb. no
13. What is duration of induction period in CR Automation?a. one weekb. two weeksc. three weeks
d. more than three weeks
14. In what way the induction program is useful for employees.a. losing fearb. cultivating confidencec. in performance leveld. any other
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15. What are the various welfare measures implemented by HR in CR Automation?a. allowances
b. leaves related rulesc. review structured. all the above
16. Do the organization follow any method for promoting employees?a. yesb. no
17. If yes what are all the methods are following in CR Automation?a. Time boundb. Performancec. Qualification
d. All the above
18. On what basis the promotions are given to employees in CR Automation.a. seniorityb. performance
19. Do you feel there are many opportunities for your career advancement at CRAutomation?
a. Yes b. NoIf yes, mention the kind of career program carried at CR Automation?
.....20. Whether there is any grievance cell in CR Automation?
a. yesb. no
21. Are you satisfied with the following?
Highlysatisfied
Satisfied Neutral Dissatisfied Highlydissatisfied
Recruitment Procedure
Training Practices
Welfare Measures
Promotion
Career development programGrievance
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22. What is your overall opinion about the following?
Good Satisfied Notsatisfied
Team work
Working Conditions
Fair evaluationsystem
23. Your expectation and suggestion
.
Signature