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A WINTER RESEARCH PROJECT REPORT ON

FORMULATION OF HR POLICIES AND THEIR EFFECT ON EMPLOYEE PERFORMANCE

Submitted in partial fulfillment of the requirement for the award of degree

Of MASTER’S OF BUSINESS ADMINISTRATION SESSION (2011-2013)
SUBMITTED TO:Ms. Arkaja Singh IFTM UNIVERSITY MORADABAD

SUBMITTED BY:Name: Dharmendra Class: MBA “A” College Roll No. 11021049

IFTM UNIVERSITY MORADABAD

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INTRODUCTION
Human resource policies are systems of codified decisions, established by an organization, to support administrative personnel functions, performance management, employee relations and resource planning. Each company has a different set of circumstances, and so develops an individual set of human resource policies. Purposes HR policies allow an organisation to be clear with employees on:
• • • • • •

The nature of the organisation What they should expect from the organisation What the organisation expects of them How policies and procedures work What is acceptable and unacceptable behaviour The consequences of unacceptable behaviour

The establishment of policies can help an organization demonstrate, both internally and externally, that it meets requirements for diversity, ethics and training as well as its commitments in relation to regulation and corporate governance. For example, in order to dismiss an employee in accordance with employment law requirements, amongst other considerations, it will normally be necessary to meet provisions within employment contracts and collective bargaining agreements. The establishment of an HR Policy which sets out obligations, standards of behaviour and document displinary procedures, is now the standard approach to meeting these obligations.

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Developing the HR Policies HR policies provide an organisation with a mechanism to manage risk by staying up to date with current trends in employment standards and legislation. The policies must be framed in a manner that the companies vision & the human resource helping the company to achive it or work towards it are at all levels benefited and at the same time not deviated from their main objective. CODE OF CONDUCT FOR BOARD MEMBERS AND SENIOR MANAGEMENT PERSONNEL 1. INTRODUCTION : 1.1 This code of Conduct (“this Code”) shall be called "The Code of Conduct for Board Members and Senior Management Personnel” of C.L. Gupta Export Firm. 1.2 The subject code has been framed specifically in compliance with the provisions of Clause 49 of the listing agreement with stock exchanges. 1.3 The purpose of this code is to enhance further an ethical and transparent process in managing the affairs of the Company and to deter wrongdoing and promote ethical conduct. Further, these are essential so that we can conduct our business in accordance with our stated values. 1.4 This Code helps ensure compliance with legal requirements and our standards of business conduct. We are committed to continuously reviewing and updating our policies and procedures. Therefore, this Code is subject to modification. This Code of Conduct supersedes all other such Code, policies, procedures, instructions, practices,

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3. 2.5 In this code words importing the masculine shall include feminine and words importing singular shall include the plural or vice versa. (Refer Appendix-I) 2.2 The term “Whole-Time Director” shall be the Directors on the Board of Directors of the Company who are in whole-Time employment of the Company.rules or written or verbal representation to the extent they are inconsistent.1 This code shall be applicable to the following persons: a) b) All Whole-Time Directors including the Chairman of the Company.1 The term "Board Members" shall mean Directors on the Board of Directors of the Company. 2. 4 . 2006. DEFINITIONS & INTERPRETATIONS: 2. 1956. APPLICABILITY: 3.4 The term “Relative” shall have the same meaning as defined in Section 6 of the Companies Act. The Company may update the Code from time to time. 1.3 The term “Ordinary Director” shall mean Directors on the Board of Directors of the Company who are not in whole-time employment of the Company. 2.5 It shall come into force with effect from 1st day of January. All Ordinary Directors and Managers of Net 4 India Limited (hereinafter referred to “Senior Management Personnel”). 2.

integrity. We consider honest conduct to be conduct that is free from fraud or deception. while working on the Company’s premises.1 To act in accordance with the highest standard of honesty. We expect all Board Members and Senior Management Personnel to act in accordance with the highest standards of personal and professional integrity. at offsite locations where the Company’s business is being conducted. rules and procedures of the Company. We consider ethical conduct to be conduct conforming to 5 .3. 4. honesty and ethical conduct. or at any other place where they are representing the Company.2 The Whole-Time Directors and Senior Management Personnel should continue to comply with other applicable/ to be applicable policies. CODE OF CONDUCT ADHERENCE : The Board Members and Senior Management Personnel must act within the authority conferred upon them and in the best interests of the company and observe the following code of conduct: 4. fairness and ethical conduct while working for the Company as well representing the Company without allowing their independent judgment to be subordinated and fulfill the fiduciary obligations. at Company sponsored business and social events.

Ethical conduct includes the ethical handling of actual or apparent conflicts of interest between personal and professional relationships.5 To avoid any relationship with a dealer or supplier that could compromise the ability to transact business on a professional.4 To avoid having any personal financial interest in works or contract awarded by the Company.the accepted professionals standards of conduct.6 Not to hold any positions or jobs or engage in outside businesses or other interests that adversely affect the performance of duties assigned by the Company. the relevant facts shall be disclosed in writing explaining the circumstances that create or could create the conflicts of interest to: (a) Board of Directors in case of Directors (whole-time & ordinary-time) and (b) Chairman in case of Senior Management Personnel for further directions in the matter. 4.3 To avoid conducting business with a relative or with private Company in which the relative is a member or a public limited company in which a relative holds 2% or more shares or voting right or with a firm in which a relative is a partner. 4. 4. Whole- 6 . 4. 4. impartial and competitive basis or influence decision to be made by the Company. In the event of apprehending of such conflict of interest.2 Not to involve themselves in making any decision on a subject matter in which a conflict of interest arises or could arise. between the personal interest and the interest of the Company.

remuneration. that is perceived as intended. favour in whatsoever form howsoever described by the customers. 4. 4. 7 . opportunities that are discovered through company’s business.. any act or failure to act. rules and regulations and any violation thereon may make them personally liable. unless the opportunity is disclosed fully in writing to the Company’s Board of Directors and Chairman as the case may be.Time Directors and Senior Management Personnel are expected to devote their full attention to the business interest of the Company. consultants. opportunity for committing any fraud. 4. any commitment of fraud. donations.8 Not to seek or accept or offer directly or indirectly any gifts. etc. Directors and Senior Management Personnel may be subjected to disciplinary action by the Company for violation of provisions of law. information or position. directly or indirectly. illegal payments.7 Not to exploit for their own personal gain.10 Not to serve as a Director of any other Company or as a partner of a firm that competes with the Company. vendors. hospitability. to influence any business decision.9 To comply with all applicable laws. 4. Whole Time Directors and Senior Management Personnel shall obtain approval of the Chairman prior to accepting Directorship of any other Company or partnership of a firm.

4. The Board Members and Senior Management Personnel shall make timely disclosures of (i) trading in the shares of the Company. unless authorized to do so. 4.11Not to derive benefits or assist others to derive benefits by giving investment advice from the access to and possession of information about the Company..13 Not to provide any information either formally or informally.12 Any information concerning the Company’s business. Protecting the Company’s assets is a key responsibility of every employee. which is not in the public domain and to which the Board Members and Senior Management Personnel has access or possesses such information. Board Members and Senior Management Personnel are responsible for the proper use of Company assets. and must safeguard 8 . agent and contractor. unless specifically authorized. its customers. should be considered confidential and held in confidence. rules & regulations and Code for prevention of Insider Trading in the Securities of C.14 To protect the Company’s assets and company’s information and shall not use these for personal use. Care should be taken to ensure that assets are not misappropriated. Gupta Export Firm. not in public domain and therefore constitute insider information. etc.L. or sold or donated. unless authorized to do so and when disclosure is required as a matter of law. without appropriate authorization.4. loaned to others. (ii) transactions having personal interest and (iii) related party transactions that are required to be made under laws. suppliers. to the press or any other publicity media. 4.

18 4.17 Not to engage in communications that might be considered offensive. computers and peripherals and internet responsibly and primarily for legitimate business purposes and personal uses should be reasonable and kept to a minimum. federal. The Company is required by local. Unless disclosed in advance.15 To maintain and manage appropriate records and information pertaining to affairs of the Company under their purview. misuse or theft. advertisements or solicitations (unless authorized). Not to use Company communications systems to improperly disseminate copyrighted or licensed materials. 4. Board Members and Senior Management Personnel may not use Company assets for personal use. or with a business in which a relative is associated in any significant role.such assets against loss. harassing. Not to use Company communications systems to transmit chain letters. defamatory. nor may they allow any other person to use Company assets for personal use. Unless specifically authorized. The Company discourages the employment of relatives of Board Member and Senior Management Personnel in 9 .16 To use telephone. computer files etc. Relatives means person as mentioned in Appendix–1. obscene or otherwise vulgar. avoid conducting Company business with a relative. including records and information in electronic form like e-mails. state. or proprietary information. 4. Company equipment and assets are to be used for Company business purposes only. damage. foreign and other applicable laws. 4. rules and regulations to retain certain records and to follow specific guidelines in managing its records. networks or systems. 4. derogatory.19 Always protect information used to access computers.

no advance income recognition and no hidden bank accounts and funds. 4. 10 . 5..21 To record all the transaction fully and accurately in the Company’s books and records in compliance with all applicable laws. it would be impractical to attempt to list all possible situations. 4. Any willful material misrepresentation of and/or misinformation of the financial accounts and reports shall be regarded as a violation of the Code apart from inviting appropriate civil or criminal action under the relevant laws. Board Member and Senior Management Personnel must consult the Company’s audit committee. There shall be no willful omissions of any company transactions from the books and records. ENFORCEMENT OF CODE OF CONDUCT : 5. False or misleading entries. unrecorded funds or assets.1 Company Secretary shall be the Compliance Officer for the purpose of this code.positions or assignments within the same department. or payments without appropriate supporting documentation and approval are strictly prohibited and violate Company policy and the law.g.20 Other situations. Because other conflicts of interest may arise. All required information shall be accessible to the company’s auditors and other authorized persons and government agencies. or a supervisor / subordinate relationship). the Company prohibits the employment of such individuals in positions that have a financial dependence or influence (e. an auditing or control relationship. Further. If a proposed transaction or situation raises any questions or doubts.

7 Legal Compliance: The Company’s policy on legal compliance requires every employee to adhere to the legal and regulatory requirements. reported a violation or a suspected violation of law. which comes to his notice to the: (a) Board in case of all Board Members and (b) Chairman in case of Senior Management Personnel. 5. of this code or other Company policies.5 All Board Members and Senior Management Personnel shall be subject to any internal or external investigation if seems to found doing violations of this code. 5. Board Members and Senior Management Personnel must comply with all applicable governmental laws. that affect his or her job. 5.6 The Company shall ensure confidentiality and protection to any person who has. 5.2 Each Board Member and Senior Management Personnel is required to give his interest in other companies/firm members of Committees alongwith list of relatives to the Compliance Officer and shall also intimate any change(s) immediately within 15 days of the change.5.4 Compliance Officer shall report breach of this code. rules 11 . The Directors and Senior Management persons must adhere to this policy on legal compliance and associated reporting.3 Each Board Member and Senior Management Personnel shall be accountable for fully complying with this code. in good faith. or against any person who is assisting in any investigation or process with respect to such a violation. It is essential that information provided to the regulators is accurate and not misleading. 5. in all material respects. if any.

5. When there is legitimate businesses need to share confidential or proprietary information with outsiders.8 Safety: Company assigns highest priority to the safety of its employees. and personal protective equipment. 5. They must acquire appropriate knowledge of the legal requirements relating to their duties sufficient to enable them to recognize potential dangers.and regulations. including self generated computer software applications. as well as to disciplinary action by the Company. Such individual violations may also subject the Company to civil or criminal liability or the loss of business. Senior Managerial persons have to be careful about disclosure of such information to people outside the Company or to employees who need not know or possess the same. Senior Managerial persons are responsible for monitoring the use of all reasonable safeguards in the workplace including Company procedures. abide by the Company procedures and safe work practices. it may be disclosed after prior approval in writing of appropriate authority and under an appropriate confidentiality agreement protecting 12 . for his or her own and fellow workers' health and welfare. Violations of applicable governmental laws. rules and regulations may subject Board Members and Senior Management Personnel’s to individual criminal or civil liability. Every employee must. However. may be confidential or proprietary. ultimately all employees are responsible for their own safety. No job is important enough to justify unsafe operations. and use all appropriate personal protective equipment. and to know when to seek advice from the concerned department. safe work practices.9 Confidential and Proprietary Information: Company information.

accurate. Confidential and proprietary information must not be treated casually or left unprotected. Accordingly.10 Penalty for breach of this code by Senior Management Personnel shall be determined by the Chairman.such information. & other authorities and in our other public communications. and our internal controls for reporting. 5. the same shall be examined by the Board. Where laws have been violated. 13 . In case of breach of this code by the Whole-Time Directors and/or Ordinary Directors. fair. Board Members and Senior Management Personnel must ensure that they and others in the Company comply with our disclosure controls and procedures.11 Penalty may include serious disciplinary action. or submit to. immediate termination of employment as well as other remedies. Where the Company has suffered a loss. the Company will cooperate fully with the appropriate authorities. to the extent permitted by law and as considered appropriate under the circumstances and at the Company’s sole discretion. it may pursue its remedies against the individuals or entities responsible. various Govt. and understandable disclosure in reports and documents that we file with. 5. 6. DISLOSURE: Our policy is to provide full. timely. including recommendations for any of the above penalty. The Company will take appropriate action on any of the above whose actions found to violate the Code or any other policy of the Company.

Human Resource Development includes such opportunities as employee training. all Board Members and Senior Management Personnel shall within 30 days of close of every financial year affirm compliance with the Code. code and any amendments thereto shall be promptly disclosed/posted on the website of the Company 9.1 No waiver of any of the provisions of this code shall be valid unless. and abilities. INFORMATION OF THE CODE ON WEBSITE : As required by Clause 49 of the listing agreement with Stock Exchange. employee career 14 . A Performa of Annual Compliance Report is annexed to this Code as Appendix-II Human Resource Development (HRD): Human Resource Development (HRD) is the framework for helping employees develop their personal and organizational skills. knowledge. the Board of Directors of the Company approves such waiver in case of Board Members and by Chairman in case of Senior Management Personnel. WAIVER AND AMENDMENTS OF THE CODE : 7. The Annual Compliance Report shall be forwarded to the Compliance Officer of the Company.7.2 The provisions of this code can be amended by the Board of Directors of the Company from time to time. AFFIRMATION OF COMPLIANCE OF THE CODE : In terms of Clause 49 of the listing agreement. 7. 8.

Or. a college course. one of four factors of production although this perspective is changing as a function of new and ongoing research into more strategic approaches at national levels. typically referred to as 'human resources management'. and organization development. performance management and development. Human Resource Development can be informal as in employee coaching by a manager.development. 15 . This first usage is used more in terms of 'human resources development'. The more traditional usage within corporations and businesses refers to the individuals within a firm or agency. The field has moved from a traditionally administrative function to a strategic one that recognizes the link between talented and engaged people and organizational success. training. and to the portion of the organization that deals with hiring. where it was traditionally called labor. Human resources has at least two related interpretations depending on context. tuition assistance. succession planning. The focus of all aspects of Human Resource Development is on developing the most superior workforce so that the organization and individual employees can accomplish their work goals in service to customers. The original usage derives from political economy and economics. coaching. and can go beyond just organizations to the level of nations. This article addresses both definitions. and other personnel issues. Human Resource Development can be formal such as in classroom training. firing. Healthy organizations believe in Human Resource Development and cover all of these bases. The field draws upon concepts developed in Industrial/Organizational Psychology and System Theory. key employee identification. Human resources is a term used to refer to how people are managed by organizations. or an organizational planned change effort.

Training and Development (People or Organization) 3. Key functions Human Resource Management serves these key functions: 1. Promotions/Transfer 5. from corporate to national. is to maximize the return on investment from the organization's human capital and minimize financial risk. It is the responsibility of human resource managers in a corporate context to conduct these activities in an effective. 8. training. on the other hand. Recruitment & Selection 2. Industrial and Employee Relations 7. Management Human resource management's objective. Performance Evaluation and Management 4. Total Rewards: Employee Benefits & Compensation 9. health and employment at all levels. and consistent manner. Record keeping of all personal data. fair.Development The objective of human resources development is to foster human resourcefulness through enlightened and cohesive policies in education. Redundancy 6. Confidential advice to internal 'customers' in relation to problems at work 16 . basically human resource deals with the human qualities as a resources and using them in the organization to overcome the problem with the effective solution at the right time by the right person at the right place. legal.

The International Labour Organization also in 2001 decided to revisit. and to define and communicate responsibilities and authorities. as labor can develop skills and experience in various ways. their sequence and interaction. Competency Mapping (Competency mapping is a process an individual uses to identify and describe competencies that are the most critical to success in a work situation or work role. One view of these trends is that a strong social consensus on political economy and a good social welfare system facilitates labor mobility and tends to make the entire economy more productive. Performance Appraisal Modern analysis Modern analysis emphasizes that human beings are not "commodities" or "resources". Time motion study is related to HR Function 13. heavily unionized nations such as France and Germany have adopted and encouraged such job descriptions especially within trade unions. Career development 11. and move from one enterprise to another with little controversy or difficulty in adapting.10. Another view is that governments should become more aware of their national role in facilitating human resources development across all sectors. but are creative and social beings in a productive enterprise. and revise its 1975 Recommendation 150 on Human Resources Development. Labour mobility An important controversy regarding labor mobility illustrates the broader philosophical issue with usage of the phrase "human resources": governments of developing nations often 17 . The 2000 revision of ISO 9001 in contrast requires to identify the processes. In general.) 12.

are examples of traits that such programs typically require. The traditional but extremely narrow context of hiring. and in some cases even their pets and children. their ethics. firing. despite assurances to the contrary.regard developed nations that encourage immigration or "guest workers" as appropriating human capital that is rightfully part of the developing nation and required to further its growth as a civilization. there is a contrasting pull to reflect and require workplace diversity that echoes the diversity of a global customer base. like office machines or vehicles. The term corporate culture is used to characterize such processes at the organizational level. humor. in turn. Corporate management In the very narrow context of corporate "human resources" management. their social connections. ingenuity. 18 . Perceptions Terms like "human resources" and "human capital" may be perceived as insulting to people. and job description is considered a 20th century anachronism. and alter the character of a workplace. Most corporate organizations that compete in the modern global economy have adopted a view of human capital that mirrors the modern consensus as above. They create the impression that people are merely commodities. deprecate the term "human resources" as useless. extracting which diminished national natural capital. They argue that this appropriation is similar to colonial commodity fiat wherein a colonizing European power would define an arbitrary price for natural resources. Foreign language and culture skills. It would appear that these evidence a general shift through the human capital point of view to an acknowledgment that human beings do contribute much more to a productive enterprise than "work": they bring their character. their creativity. and careful listening. Some of these.

19 .”. It is the review of previous work done on the concern subject by the experts. In general the abstractions of macro-economics treat it this way . Coaching in the workplace • Considers the use of coaching in a variety of business contexts Examines how employers are developing internal coaching capability and seeking to create a strong ‘coaching culture’ Features detailed case studies of coaching initiatives at five organizations Coaching has been gaining in credibility in the business community in recent years and there is now widespread recognition of its potential as a development tool.as it characterizes no mechanisms to represent choice or ingenuity. has continued and emerging relevance to public policy. and if related to `resourcefulness'..Yet the term survives. the current trend for organizations to ‘grow their own’ coaches and build the coaching competency of line managers is helping to widen accessibility. So one interpretation is that "firm-specific human capital" as defined in macro-economics is the modern and correct definition of "human resources" .and that this is inadequate to represent the contributions of "human resources" in any modern theory of political economy. Although coaching for senior executives is nothing new. Literature Review Literature Review is defined as the study of various principles and concept which have already being published. Since the study based on “Human Resource Development Process in CL Gupta Exports Pvt Ltd.

A successful coaching experience can have a powerful impact on individuals. This publication includes detailed case studies of coaching initiatives at: Portman Building Society. rather than telling is optimistic and positive in approach. LogicaCMG. with an emphasis on questioning and active listening. There is general agreement that coaching is most effective when it: encourages self-inquiry and reflection. and considers a new approach to improving the quality and consistency of internal coaching at the South East Strategic Health Authority Competency frameworks Competencies are typically used to define the behaviours that an employer values and believes will help it achieve its long-term goals. most cluster around the idea that it is about optimizing personal and professional performance and getting employees to fulfill their potential. John Lewis Partnership. A well-designed competency framework can form the backbone for a wide range of HR activities.While definitions of coaching vary. ‘holding a mirror up’ to the individual elicits solutions from the coachee. encouraging the individual to focus on what is possible rather than what is not. The truly effective coach is likely to be able to tailor their intervention to individual circumstances. rather than imposing them is non-directive. great care and attention 20 . Wheelabrator Group and Jaguar and Land Rover. using a range of approaches and drawing from a ‘kitbag’ of techniques according to the coachee’s specific need. not only delivering an immediate skills gain but potentially altering thought and behaviour patterns for the better in the long-term. liffe is using coaching as a retention tool for women about to go on maternity leave. However. It also includes summary case studies on how Euronext.

set strategy and to get the best out of employees. Leadership is vital in any organization to provide direction. all of which have a role to play in providing employees with essential knowledge and understanding. As the demands on leaders continue to grow. Blended learning Many organizations are now adopting a ‘blended’ approach to learning and development. The greatest strength of e-learning lies in its potential to provide a consistent level of training when and wherever it is needed.needs to be taken during the design stage and the framework should be reviewed regularly to ensure it remains relevant. This is based on the recognition that e-learning is just one of many forms of training delivery. • • Examines issues such as defining leadership and identifying future leaders. 21 . Different goals require different types of leaders and an increasing number of employers now use teams of leaders rather than individual figureheads to benefit from a broad range of skills and abilities at the top of an organization. so the need for leadership development programmes becomes more important. Mentoring • Looks at the principles of good mentoring. Includes detailed case studies of the leadership programmes in place at five named organizations. Leadership development • Looks at the design and delivery of structured leadership development programmes.

A formal mentoring scheme is really an attempt to bring structure. It also includes a section summarizing the activities of some of the key players in the mentoring field who can offer 22 . more opportunities are created for such relationships to flourish and the benefits inherent in mentoring can be extended more evenhandedly to a greater number of staff.• Covers issues in managing a formal mentoring scheme. the process whereby participants are selected and matched. This IDS HR Study examines the objectives of such schemes. setting ground rules and evaluating the scheme's effectiveness. By setting up a formal mentoring programme.usually where a senior employee strikes up a rapport with a more junior colleague and nurtures their development by passing on knowledge and offering guidance. from graduate recruits and department store managers to fast-trackers and senior executives. The Study includes detailed case studies of five organizations that have successfully introduced mentoring schemes for a variety of employees. Mentoring has always gone on . from graduate recruits to senior executives. Includes a short 'mentoring resources' section. Employers that run formal mentoring schemes point to the benefits not only for mentees. • • Five detailed company case studies of mentoring in a variety of contexts. the content of mentoring meetings and the way organizations attempt to evaluate their schemes. Mentoring can be an effective development tool with applications in a wide variety of organizational contexts for different groups of employees. but for programme mentors and the business as a whole. guidelines and clear aims to a practice that is often a fairly normal part of organizational activity. such as the matching process.

conducting the appraisal. applying ratings and ensuring consistency. training courses for mentors or help with setting up a mentoring scheme. • Includes five detailed company case studies. providing constructive feedback and coaching employees to improve. • Looks at how employers track and support progress during the year by means of formal interim reviews and regular feedback. • Discusses the final review process.advice on best practice. establishing SMART measures and taking account of how. • Considers potential outcomes. Performance management is a continuous process based on flexible objectives closely aligned with business goals ad supported by regular feedback. such as the link to pay and career development opportunities. Performance management • Examines the performance planning process. But line managers still have a vital role to play in monitoring progress. and how employers seek to manage poor performers. as well as what. including agreeing individual targets linked with overall business goals. objectives are to be met. Supporting business strategy The ultimate aim of any performance management framework is to improve the effectiveness of the business as a whole. Each individual’s targets should therefore be aligned with the organization’s strategic goals if there is to be a real impact on the bottom 23 . Employees are increasingly being given greater ownership of the process and responsibility for their own career development. including preparation and collection of evidence (possibly in the form of 360-degree feedback).

is likely to build enthusiasm and can help to secure buy-in and long-term commitment to the process. line managers continue to play a key role as facilitators. There is also a growing focus on personal development planning as a means of helping employees achieve their targets and of encouraging continuous improvement. These are typically set in relation to a competency framework to define the manner in which objectives ought to be met. Highlights the importance of selecting an appropriate test. Features six detailed company case studies examining how tests are used for selection and development purposes in a variety of contexts. Tests can measure ability in a range of different areas and provide an insight into employees' personalities and work styles. By offering a way for employers to gain a relatively objective source of information on candidates. Line managers have key role While organizations are increasingly advocating a higher degree of employee ownership of the performance management process. advocates and coaches. The success of a new performance management system rests largely on the ability of line managers to manage and engage their staff. tests should 24 . Consulting with them during the initial design phase. organizations are also placing greater emphasis on behavioral goals. Psychometric tests • • • • Covers both ability tests and personality assessments. However. then. psychometric testing can be an important tool in reaching recruitment decisions. It can also play a valuable role in assessing an employee's suitability for promotion and in identifying development needs.line. Discusses good practice in test administration and feedback. In their push for a higher performance culture that will drive longer-term business success.

It also outlines the training required to become a qualified test user. Considers ways of identifying talent and of developing individuals with high potential. It also examines some of the practical issues that need to be faced if these activities are to make a significant 25 . Succession planning • • Examines how succession planning processes are managed.never be used without suitable training and they should not be employed independently of other assessment measures. Succession planning can help organizations ensure that they have sufficient people of the right calibre and skills in place to take over the roles of senior colleagues as they retire or leave the business. Includes detailed case studies of the succession planning activities in six organizations. • • Offers pointers to how succession plans can be implemented effectively. how employee potential is assessed and how individuals can be given opportunities to develop. This Study Plus looks at how psychometric tests are scored. they are also about ensuring that the talent pool is developed and deployed to the roles where it is needed as organizations grow and evolve. This Study considers how succession processes are managed. succession plans are not just about eliminating gaps when people move on. • Outlines the types of qualities organizations look for in future leaders and how these are assessed. However. interpreted and reported. The objective is to secure an effective and orderly transition. considers how to reduce the potential for discrimination in testing and discusses the pros and cons of online testing.

Barnardo's. skills. Featured case studies: The Carphone Warehouse. environmental climate and the approach to ethical and corporate social responsibilities. competencies. Siemens Communications. education level. for example the organizational culture underpinned by management behaviours (or style). Human resources management trends and influences In organizations. current and future trends of the labor market e. Six case studies illustrate different approaches to managing and delivering succession planning. three major trends should be considered: 26 . development.g. The external factors are those largely out-with the control of the organization and include issues such as the economic climate. Major trends In order to know the business environment in which any organization operates. government investment into industries etc. Huntsman Petrochemicals.contribution to a successful talent management strategy. Hereford and Worcester Fire and Rescue Authority. it is important to determine both current and future organizational requirements for both core employees and the contingent workforce in terms of their skills/technical abilities. They underline that there will always be a need for a pool of talented leaders who can inspire others. The analysis requires consideration of the internal and external factors that can have an effect on the resourcing. On the other hand internal influences are broadly within the control of the organization to predict determine and monitor. motivation and retention of employees and other workers. flexibility etc. deal with emerging challenges and find the best way forward. Merck Pharmaceuticals.

gender. 27 . If the market is "tight" (i. gender or social class. Diversity the variation within the population/workplace. community investment.Demographics the characteristics of a population/workforce. This type of trend may have an effect in relation to pension offerings. Changes in society now mean that a larger proportion of organizations are made up of "baby-boomers" or older employees in comparison to thirty years ago. for example. stankein advocates of "workplace diversity" simply advocate an employee base that is a mirror reflection of the makeup of society insofar as race. Individual responses In regard to how individuals respond to the changes in a labour market the following should be understood: Geographical spread How 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. employers will have to compete for employees by offering financial rewards. sexual orientation. age.e. not enough staff for the jobs). Skills and qualifications as industries move from manual to a more managerial professions so does the need for more highly skilled graduates. etc. etc. insurance packages etc.

education and employment. it becomes a strategic approach to intersectoral linkages between health. or the nation's goals. in a broad context of adequate health and employment policies.1984) Within a national context. The development of the 28 . “with a specific learning objective” (Nadler. organization career (promotion through the firm) and unstructured (lower/unskilled workers who work when needed). and the national human resourcefulness. region. or nation. Human Resources Development is not a defined object. but a series of organised processes. that ensures the continual improvement and growth of both the individual. Adam Smith states. “The capacities of individuals depended on their access to education”.Occupational structure The norms and values of the different careers within an organization. Human Resources Development is the medium that drives the process between training and learning in a broadly fostering environment. for example their behavior and their expectations of the organization. Human Resources Development is a combination of training and education. the organization. Generational difference Different age categories of employees have certain characteristics. potentially satisfying the organization’s. Mahoney 1989 developed 3 different types of occupational structure namely craft (loyalty to the profession). Framework Human Resources Development is a framework for the expansion of human capital within an organization or (in new approaches) a municipality. Structure Human Resources Development is the structure that allows for individual development.

to provide the possibility of performance change” (Nadler 1984). not solely for individual 29 . The people within an organization are its human resource. to satisfy the organizations long-term needs and the individuals’ career goals and employee value to their present and future employers. “development occurs to enhance the organization's value. Human Resources Development from a business perspective is not entirely focused on the individual’s growth and development. tertiary or vocational courses or mentoring and coaching by senior employees with the aim for a desired outcome that will develop the individual’s performance. and then developing the employee. In the corporate vision. “Its primary focus is on growth and employee development…it emphasizes developing individual potential and skills” (Elwood. training. In these settings. “attaining or upgrading the skills and attitudes of employees at all levels in order to maximize the effectiveness of the enterprise” (Kelly 2001). Human Resources Development can be defined simply as developing the most important section of any business its human resource by. or the nation and its citizens. At the level of a national strategy. the Human Resources Development framework views employees. it can be a broad intersectoral approach to fostering creative contributions to national productivity Training At the organizational level. through education. a successful Human Resources Development program will prepare the individual to undertake a higher level of work. olton and Trott 1996) Human Resources Development in this treatment can be in-room group training. the organization. “organized learning over a given period of time. as an asset to the enterprise whose value will be enhanced by development.individual will benefit the individual. Human Resources Development is the framework that focuses on the organizations competencies at the first stage.

Common to the success of either are. securing the best quality candidates for almost all organizations will rely. underpinned by a commitment for strong employer branding and employee engagement strategies. well-defined organizational structures with sound job design. Rapid changing 30 . To be effective these initiatives need to include how and when to source the best recruits internally or externally. Recruitment activities need to be responsive to the ever-increasingly competitive market to secure suitably qualified and capable recruits at all levels. Increasingly. Individual education and development is a tool and a means to an end. robust task and person specification and versatile selection processes. not the end goal itself”. Trott Jr). (Elwood F. Holton II. James W. Recruitment Employee recruitment forms a major part of an organization's overall resourcing strategies which seek to identify and secure the people needed for the organization to survive and succeed in the short to medium-term. employment relations and human resource policies. 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. reward. development and other performance-enhancing activities such as performance appraisal. succession planning and development centers to review performance and assess employee development needs and promotional potential.improvement. Internal recruitment can provide the most cost-effective source for recruits if the potential of the existing pool of employees has been enhanced through training. at least occasionally if not substantially. on external recruitment methods.

or ‘embed’. short listing. Sourcing executive-level and senior management as well as the acquisition of scarce or ‘high-potential’ recruits has been a long-established market serviced by a wide range of ‘search and selection’ or ‘headhunting’ consultancies which typically form long-standing relationships with their client organizations. preliminary interviews or reference and qualification verification. may not possess the particular skill-set required to undertake a specific recruitment assignment. small organizations may not have in-house resources or.business models demand skills of experiences which cannot be sourced or rapidly enough developed from the existing employee base. their resourcing team(s) within the client organization's offices but will work in tandem with the 31 . provision of CVs or resumes. Typically. certain organizations with sophisticated HR practices have identified there is a strategic advantage in outsourcing complete responsibility for all workforce procurement to one or more thirdparty recruitment agencies or consultancies. in common with larger organizations. candidate response handling. advertisement design and media placement for job vacancies. Finally. identifying recruitment media. Except in sectors where high-volume recruitment is the norm. This may involve a range of support services. Where requirements arise these will be referred on an adhoc basis to government job centers or commercially run employment agencies. an organization faced with an unexpected requirement for an unusually large number of new recruits at short notice will often hand over the task to a specialist external recruiter to manage the end-to-end resourcing programme. It would be unusual for an organization today to undertake all aspects of the recruitment process without support from third-party dedicated recruitment firms. such as. conducting aptitude testing. In the most sophisticated of these arrangements the external recruitment services provider may not only physically locate.

Modern concept of human resources Though human resources have been part of business and organizations since the first days of agriculture. psychologists and employment experts in the United States started the human relations movement. placing emphasis on how leadership. increasingly as not only an academic discipline. and loyalty played important roles in organizational success. which viewed workers in terms of their psychology and fit with companies.senior human resource management team in developing the longer-term HR resourcing strategy and plan. Although this view was increasingly challenged by more quantitatively rigorous and less "soft" management techniques in the 1960s and beyond. rather than as interchangeable parts. This movement grew throughout the middle of the 20th century. By 1920. the modern concept of human resources began in reaction to the efficiency focus of Taylorism in the early 1900s. cohesion. agencies and nations. but as a central theme in development policy. human resources development had gained a permanent role within organizations. 32 .

• • • To provide an overview of the Human Resources Policies and Procedures. • To examine the relationship between the Export Firm policies and procedures and local. Support and promote individual development for the betterment of the C. procedure and standard. To explain why the development and enforcement of policies and procedures are important to all employees. state and federal laws. • Recognize individual contribution at all levels and appreciate innovative effort and accomplishments.OBJECTIVE OF THE STUDY • • To define department. To increase awareness of campus resources for department interpretation. Gupta Export Firms. 33 .L.

4) Chamber Of Indian Industries. Nauticals.N.Steel. in Moradabad.GUPTA is fully prepared to cover the continuing from Brass. Copper.GUPTA is known as a reputed Export House in India. We have our own infra-structure of 1.P.000 sq. Hotel Wares. Garden Accessories. a city 150 kms.200. Costume Jewellery.L. professionals. S. Aluminum. matrxing. Wooden & Bone Handicrafts. The company offering for various products all sorts of Handicrafts items.L. Wrought Iron. machinery process & as semblance in one continuous line.ft area with large number of veteran. 2) Messe Frankfurt Venue GmbH & Co. 34 . C. GUPTA We are 118-year-old company.L.COMPANY PROFILE C. specializing in various areas of product development. Our company follows the principle of honoring the contract. Kg 3) Export Promotion Council for Handicrafts. from Delhi. technical staff & more than 2000 skilled labors. Kitchen Wares.S. Home Furnishings & Other Household product Proud Members of :1) Indo German Chamber of Commerce. Our items are with the latest trends of International Market and well appreciated. Christmas Decoration. C. keeping the best credit & first quality. Bathroom Accessories. specialize in Home & Office Decoration. the company combined with design. E. 5) Export Promotion Bureau. Thus have a great experience in this field.

Crate & Barrel. Becara Historical Collections. Ikea.6) India Exposition Mart. Crate & Barrel. Target Stores.200. Pete Van Roon etc.com We are 118-year-old company. Marks & Spencer. Target Stores. Ikea. Pete Van Roon etc. a city 150 kms. Pottery Barn. Schubert Varia. Stone. 7) Moradabad West Industries Chamber. Cost Plus World Market.000 sq. Delhi road. Infrastructure Factory Land Area: 50 acres.ft In-house Electricity Generation: 6. Vill. Some of our major clients are. Marks & Spencer. e-mail: info@clgupta. Becara Historical Collections. Covered Area: 1. Cost Plus World Market. 35 . Schubert Varia. Jyotibaphule Nagar – 244221 Phone: +91-591-305 1234 till 34. Jivai.0 MW Residential Complex within factory premises for Craftsmen A task force of 2000+ direct & indirect Some of our major clients are : Pottery Barn. from Delhi. Fax: +91-591-305 1111. Restoration Hardware. in Moradabad. Restoration Hardware. COMPANY DETAILS 18 Km.

Entry of visitor’s details in register at main gate.g. The company personnel shall be made aware of the implication of quality department through training to ensure that is understood & implemented: SAFETY DEPARTMENT OF THE COMPANY 1. has locked gates with 24 hours security guard on site. 36 . registration at the gate 7 use of the visitors identification. 6.To constantly improve quality through preventive action. Signed gate pass is received by visitors after visit at gate. Quality Department & Objectives. Co. It shall be our endeavor to achieve quality and excellence in all our activities.Definition: The quality department and objectives of the company have been defined by the management in conformity with the corporate objective and changing customer need & expectation. 2. 4. Implement procedure to screen the coming & going of any individual who are not the employee of the company e.OUR POLICIES Quality Department: Our Foremost Commitment is to satisfy our customers by providing quality products and on time services that meet their requirements. Quality Objective: 1. 3. 3. 5. 4.To Establish and implement ISO 9001: 2000 quality management system.To provide products that meet customer requirements consistently. Visitors’ gate pass is given to visitors. 2. CCTV`s are used at main gate & many location.To Develop employees through continuous training in knowledge and skills.

9. 13. Punch cards are used for in –out time for employee. 15. to loading. 12. 14. Vehicle parking area is situated outside the company. 3. 10. 3. STRENGTH OF COMPANY 37 . All employees have identity card 2. 4. Only experienced security guard have appointed. 2. make sure the container seal is legitimate and applied. Employees are checked by metal detector at main gate. Tracking of incoming & outgoing goods. 8. All labor has identity cards. Security guards are remaining on duty during working hours. Container are loaded inside the factory ground using their own All containers must first be searched for any concealed material prior When all the containers are fully loaded. A protective wall is around premises.7. Correcting by your own personnel and that this seal is not broken all the way to the container yard. We are using mercury lights in factory compound. Employee’s documents are checked 3. workers 2.) Factory worker documentation& identification 1. 11. Guard is appointed at main gate.) Container loading process 1.

Excellent industrial relation in company. sales tax. • No income tax. Impeccable track record of statutory payment and repayment to banks and financial institutions. Silver plated gift items. 38 . Copper and Wooden gift items. Manufacture and export of Brass gift items & planters. excise and custom claims and proceedings are pending against the company. • • • • Neither union activities nor union exist. • Company’s affairs are guided by a professional board of directors comprising to individuals who are expert in their respective fields. • All major commercial/manufacturing activities co-ordinate and controlled through a fully computerized network. Team headed by professional. Glass. Superb and imported technology. A 100% export unit. Iron. National Award for Best Performance in the year 1999 & 2000.• • • • • An ISO 9001:2000 company.

ORGANIGATION CHART (HR & ADMINISTRATION) GENERAL MANAGER [Compliance Commitment] Manager HR Safety Officer Astt. Manager [Admin] Welfare Officer Security Officer Security Assistant Medical Assistant ( Supported Officer Supporting staff Supervisor By yield Att) Other Supporting Staff Staff Supporting Staff 39 .HUMAN RESOURCE GUIDELINES DEPARTMENT It is the department of C. Gupta to provide Supervisors with the flexibility to schedule work hours that will be efficient and productive while meeting the needs of the business and accommodating the personal needs of Employees.L.

evacuation plan / exit doors etc. gate security policies. goods checking & monitoring all the procedures as per ( TPA ) rules & security polices. documents. Safety Officer :.To Prepare & implementing the safety instructions / plan & provide training.Prepare & implementing the safety instructions / plan & provide training. Bonus and return of all the related depts.L. provident fund. Mangaer ( Admn ) :. conveyance ( to / fro – factory ) for employees. working. evacuation plan / exit doors etc. renewals & returns of various. Astt. first aid / dispensary. 40 . benefits paid. Legal compliance. GUPTA EXPORT FIRM: Manager HR :Singing I way compliance commitment. As per schedules. labour laws. cour cases. canteen. To ensure salary / wages / OT / full & final settlements & other. control on hazardous / non hazardous chemical storages & also ensuring the use of PPE’s / fire fighting system and equipment. house keeping. benefits. control on hazardous / non hazardous chemical storages & also ensuring the use of PPE’s / fire fighting system and equipment. checking of fair wages. Security Officer: To ensure all security checking from main gate to factory internal. Welfare officers: Implementation of all welfare policies.PRESENT HUMAN RESOURCES DEVELOPMENT RESPONSIBILITIES IN C.

Gupta Export Firm The first critical strategy element is Vision.External Assessment 41 . Mission and Competitive Advantage.Policies of C. it's current and long term market objectives and the manner in which it differentiates itself from the competition. • Focused Purpose o o o o Clearly defining short-term purpose Ensuring mission is realistic Serving the best interests of all stakeholders Defining a point of differentiation • Future Perspective o o o Clearly defining long-term outlook Appealing to the long-term interests of the company's stakeholders Providing a foundation for decision-making • Strategic Advantage o o o Competitive advantage is a key driver to forming an organizational strategy Competitive advantage is clearly understood by all stakeholders Employees clearly understand how their role supports the company's organizational strategy Organizational Strategy .L. which describe the business a company is in.

• Customer Profile o o o o o Clearly defining reasons why customers buy products or services Clearly defining benefits that customers seek Clearly defining reasons why customers would not buy products or services Assessing customer bargaining power Knowing customer preferred choice of distribution channel • Industry and Competitive Analysis Is Essential Component of Organizational Strategy o o o o Identifying primary competitors Identifying potential and indirect competitors Clearly defining strengths. and understanding what it takes to be successful in a given market. weaknesses and strategies of competitors Assessing the threat of substitute products or services or new entrants into the marketplace o o o • Understanding what it takes to be successful in a given market Comparing customer growth rate with industry standards Ongoing market evaluation process Environmental Assessment o Defining and clarifying regulatory requirements 42 . studying macro and micro economic information. identifying industry opportunities and threats. Included in this data are developing competitive profiles. which reflects an organization's approach to gathering and analyzing essential market data.A second key strategy element is External Assessment.

o o Assessing vulnerability to adverse business cycles Summarizing opportunities and threats due to:       Economic conditions New technology Demographic structure Legal or political events The natural environment Socio-cultural norms • Key Success Factors Are Identified With a Critical Thinking Process o o o o o Implementing a critical thinking process Clearly measuring competitive intensity Clearly defining product or service demand within your market Clearly defining drivers to success within your industry Consistently monitoring key influences within your industry Organizational Strategy . This would include evaluating the company's management processes and how effectively it utilizes a "value chain" analysis approach. Production.Internal Assessment Internal Assessment is the key strategy element that reflects the company's ability to objectively evaluate its own strengths and weaknesses. Sales and Customer Service) • Finance o o Adequate funding of key initiatives Utilizing a comprehensive pricing model 43 . Marketing. (Value Chain components are Research & Development.

fast and responsive • Marketing o o o o Coordinating all departments to support marketing Having a clearly defined marketing plan Branding plays a critical role Utilizing a marketing system or database to track customer and market information o o Employing an effective product / service management process "Competitive advantage" is a key driver for all marketing decisions 44 .o o o o o o • Consistently performing within a range of financial goals Having a targeted long-range financial plan Employing a "Cost / Benefit" approach to resource allocation Financial plan allowing for economic or environmental disruption Financial plan allows for flexibility Employing the "If / Then" model when forming organizational strategy Research and Development o o o Fully integrating all appropriate departments with R&D Maintaining a creative and innovative process Ensuring R&D has all required resources to successfully fulfill its function • Production o o o o Fully integrating all departments to support production Strategic partners consistently fulfill production commitments Production process is cost-effective Production process is flexible.

Objectives. Initiatives and Goals Objectives. Initiatives and Goals are the final element of organizational strategy and illustrate a company's ability to articulate what it wants to accomplish. customer loyalty and referrals Organizational Strategy . how it will do it. and 45 .o o o • Employees take pride in the ability to promote products and services Monitoring the ROI of all marketing campaigns Sales / Distribution o o o Consistently achieving sales goals Ensuring that sales teams / channels possess required skills to achieve plan Ensuring that sales teams / channels are provided with the necessary information to achieve their goals o o o • Employing a well-defined sales management process Coordinating all departments to support our sales process Tracking sales activity from lead generation through close Does Your Organizational Strategy Emphasize Customer Service? o o o o Clearly defining customer service standards Meeting or exceeding customer expectations Measuring customer satisfaction Managers and employees share a high commitment to achieving customer loyalty o Maintaining a customer relationship management system that provides critical service information to make the best decision o Maintaining a high rate of repeat business.

Included in this process are defining direction. instilling accountability and determining critical measurements.when it will be achieved. • Organization Strategy Needs Vital Direction o o o o Identifying key strategic objectives Prioritizing action items by their importance to strategic intent Ensuring objectives are quantifiable and measurable Those responsible for implementation participate in the strategic planning process o • Plans must specify how each area will contribute to achieving strategic plan Resource Alignment o o o Allocating sufficient resources to achieve strategic intent Clearly defining resources necessary for each objective Evaluatiing individual or group capacity prior to assigning workload • Organization Accountabilities o Ensuring that employees understand how their roles and responsibilities relate to strategic objectives o o o o o Holding individuals accountable for their work Employee goals reflect accountabilities and timeliness Employing an internal system to routinely review the status of key objectives Measuring key financial indicators Utilizing a uniform format to measure and report performance 46 . aligning financial and human resources.

H. age. For Group D Employees / workers: All unit supp. & residential proof etc. GUPTA RECRUITMENT & ATTENDANCE POLICY 01 REQUISITION / SANCTION OF POSTS : (i) RECRUITMENT AND CARD ISSUING SYSTEM: For Group A Employees : ( General Manager ) To be finalized by directors.L.R.with appraisal. Sup / Sup. POLICE OF C. ) To be interviewed by HOD and approval by owners. application form photo. 47 . After that it is to be sent to personnel deptt before recruitment. are required to fill the requisition form duly singed by HOD’s & send it to higher authority for approval or may take approval from higher authority directly. (ii) ENTRY FOR TRIAL: T he person for trial to concerned department along . For Group B Employees : ( Astt. Manager / Manger / Sr. / incharge / Astt. For Grop C Employees ( Jr. Manager & AGM ) To be interviewed by Committee including HOD & owners and approval by owners ( Directors ). ( to be completed same or next day maximum ).

00 pm & will send the person back to recruitment officer with his specific observationsc ( Pass / Fail ). (iv) PHOTO ATTENDANCE CARD: . 02 CARD PUNCHING: (i) ATTENDANCE CARD PUNCHING: Every workman ( including field man / Driver ) while entering the establishment shall punch his / her attendance card personally. after that he / she will be treated absentee for that day.The card with provision of photographs of individual is a kind of permanent card & will be issued to employees within 3 days after due acknowledgement. 48 . If any employee is found to be involved in proxy punching then it will be taken as act of in discipline under Standing Orders. If employee has to leave for outdoor duties directly from home then he / she must submit the OD slip in advance duly signed by HOD to personnel deptt & personnel deptt is also authorized to check the gate pass of that individual on the gate.card and get his In – Out timings noted at reception gate. (iii) MISS PUNCHING: If any employee is not able to provide the card for punching for any reason then he / she will report immediately to Personnel Department though an application duly singed by HOD. (iv) OUTDOOR DUTY: Each employee who will be going for outdoor duties has to fill the OD slip & submit it to the security / personnel / time office.The unit supp / in charge will take trial by 4. If the same is repeated more then 3 times in a month.(iii) TRIAL & ID CARD ISSUANCE : . Meantime the person will come on visitor . (ii) PROXY PUNCHING: Time keeper / Security guard should strictly watch punching of cards to avoid proxies.

00 hrs) 3rd late coming in the month (not allowed) 3rd early going in the month (allowed 1. (a) Habitual late attendance is an act of misconduct & the workman is likely to be punished for the same. (b) Wages are liable to be deducted for late attendance as per the following company rule. For late attendance the workman are liable to following penalties.30hrs 2nd early going in the month (allow 2. 1 2 3 4 5 6 Ist late coming in the month (allow 0. Any workman who after punching his card found to be absent from his proper place of duty during working hours without permission or does not perform duties hall be treated as absent.30 hrs) Ist early going in the month (allow 2.03 ATTENDANCE VERIFICATION: PHYSICAL VERIFICATION: Personnel deptt is responsible for making note of the physical presence of each employee in the factory premises.00 hrs) 4th early going in the month (not allowed) 5th late coming in the month (Not Allowed) 5th early going in the month (Not allowed) 6th & onwards late coming 6th & onwards early going 49 No Deduction No Deduction Cut Half day No Deduction. CALCULATION SYSTEM: (i) PANALTIES FOR LATE COMING: Attendance on duty regularly & punctuality form part of employee’s duty.00hrs) 4th late coming in the month (1.00 hrs) 2nd late coming in the month (allow 0. 04 ATTENDANCE. All workmen shall commence work at their respective work place in the establishment at the time specified & notified. Cut Half day Cut Half day Cut Half day Cut Half day Cut Half day Every late coming / early going .

Table-1 The above – mentioned timings will be relaxable subject to Staff Bus late arrival

(ii) M/s C.L. Gupta Exports Ltd. Shall apply the universal law of wages / salary
calculation ( rate / total month days x total working days ( w / d + leave + weekly off ) with effect wef - 01/04/08---------------CONDITION APPLY

Note: - personnel department will act centrally by ensuring the smooth functioning
of all units. The CENTRAL PERSONNEL etc.) & units have the prime responsibility of individually send the requirements of recuritments, photo cards regularly with photgraphs, age / address proof, of new employees. each unit is held responsible for filling the requirement of new joining employees on daily basis till 4.00 pm & personnel department will follow all the above mentioned compliance. DEPTT. PROVIDE THE SERVICE TO UNIT CORORDINATOR, ALL THE SEPARATE UNIT LIKE WOOD, IRON / BRASS / CORROGATION,GASS / THERMACOL,

GENERAL ( Maint, admin, merchandising, finance / commercial)

SAFETY AWARENESS AMONG WORKERS
It is very essential to impart safety awareness among workers in order to reduce / minimize of the number of accidents. (a) We propose to arrange regular lectures by the experienced persons of the safety and fire department at least once in every six months. Such lectures are very useful for our safety staff and for the workers. (b) The government and other organizations are conducting many seminars and workshops on safety. We propose to depute our staff to attend such

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workshops so that they may be in a position to pass on their trained knowledge to the workers as well as to handle the situation property at the time of any incident. (c) PRACTICAL EXERCISES : We propose to train our workers and staff by distributing small pamphlets along with sketches of fire protection which will be very helpful to the workers. (d) DISTRIBUTIONS & PRACTICE OF SAFETY INSTRUCTIONS: We propose to train our workers and staff by distributing small pamphlets along with sketches of fire protection which will be very helpful to the workers. (e) SAFETY QUIZ CONTEST / COMPETITIONS FOR THE INDIVIDUALS AND ALSO FOR GROUPS : It will be very encouraging for the workers especially the essential workers, if they are involved in quiz contests / competitions by declaring certain prizes. This will not only create interests among the workers but also their knowledge in the safety measures will increase. We propose to adopt such contests. (f) DISPLAY OF SAFETY POSTERS: We display safety posters at all the vital

points in our factory for the workers. Such posters are readily available with the National Safety and other organizations dealing with safety measures. (g) SAFETY INSTRUCTIONS THROUGH BOOKLETS: Under this scheme we published booklets on safety, which are distributed among the workers. It is seen that at the time of any accident small precautions can save big accident provided they are sincerely adopted. The booklet is published in local language i.e. Hindi to enable the workers to read & understand I t easily.

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(h)

SAFETY SLOGANS DISPLAY : Various safety slogans are painted on walls at common places, which are very time, read by workers & keep them reminded about their meaning in their interest of safety.

(i)

GENERAL INSTRUCTIONS :Certain common instructions which a workers should know are imparted to them so that the workers may understand the proper use of the same. Such instructions are as under:1. Workers are clearly informed to know about the physical hazard from different sections. They are made to know various measures to be taken to ensure safety and control of physical and life hazard. Apart from various measures to be taken by them to ensure safe handling, storage and transportation of various raw materials and chemicals etc. Workers are also trained to know meaning of various labels and markings used on the containers of hazardous Substances. 2. The workers are taught to know the use of personal protective equipments. The workers are also trained to inform the right person in the case of any accident. We work on the principle “ Prevention is better than cure ”. We have following control tools.:

i.

Work Permit – Whenever any erection is conducted by contractor, a work permit is issued so that the safety department is aware of the job and keeps itself ready to meet any exigency. The format is as per Annexure P.

ii.

Analysis of accident register – The accident register is analyzed for causes of accidents and preventive actions are taken to avoid such incidents in future.

iii.

Establishing Emergency Control Centre.

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2. We do regular analysis of accident register by which causes and places of Accident Prone Areas are known. pressure monitoring visible observation ultrasonic thickness surveys with hot probes etc. Our security control room supervised by the security officer shall be utilized as emergency control center at the time of emergency. (a) On stream inspection Infrared thermograph temperatures. More control is done at that place to avoid recurrence of such accidents. 5. Emergency Control and centralized fire alarm system adds feather to the cap of our Safety Control Systems. We have provisions of issuing work permits and such persons are allowed to work only when they follow safety norms such format is as per Annexure P. Mechanical or Electrical Maintenance. (b) Shutdown inspection 53 . First Aid box has been provided. 1. 3. BREAKDOWN PROCESS AND PREVENTIVE MAINTENANCE SHCEDULE Details of inspection procedures for various equipments and systems in the factory. 4. P & T telephone & internal extension phone numbers supervisor. 2 Security guards under the control of security supervisor. It is at a safe distance from the plants and store. This room has been provided with the following.For the job work contractors like Civil. Telephone numbers and addresses of the important persons to be contacted at the time of major hazard for help have been displayed.

Physical checking, dry penetration test, Magnetic particle test, dimensional check, visible inspection etc. (c) Electrical continuity test For critical area half yearly, and for other areas by means of mongering the earth resistance and reactivity earthing pit. (d) Testing of pressure vessels All the test as mentioned in A & B and record are kept as per factory act. (e) Testing of vaccum plants On streams inspection regularly. (f) Technique & procedure of testing of safety alarm tripping and interlocking devices and other safety instruments All the interlocks and tripping devices are being checked during start up & before taken in line after breakdown. Details of safety organizations and its activities The organization chart which includes safety has been given The organization system has strong vertical hierarchy starting from General Manager to operators. SAFETY COMMITTEE AND ITS PLAN OF ACTION At C L G E L J. P NAGAR a safety committee is formed with the aim tomaximize safety awareness among the plant personal and safety compliance. INSPECTION PROCEDURE FOR EQUIPMENT AND SYSTEMS IN THE FACTORY C L G E L, J. P NAGAR is carrying out and maintaining register for periodical testing of all alarms, instruments, trips and interlocks. The cable tested for electrical continuity tests. identification of vital records or factors and method of safeguard in 54

the event of emergency All the important document / drawings are kept in almirah on which titles of important document is written. In the event of fire these documents shall be moved to safely first. All execution are made aware so that any one who is available can take out this important documents from almirah. SAFETY SYSTEM Safety system to be adopted at C L G E L J. P. NAGAR is as follow: Safety precautions to be adopted : The plant is located over a flat terrain. The plant layout is well thought out plan and keep in view of safety standards of spacing of storage , plant machinery etc. The spacing between various sections have been kept strictly as specified in standard Access to plant area is by main roads generally laid in straight lines. The work areas are clearly worked out and separated from movement areas. The maintenance philosophy at C L G E L J. P. NAGAR focus on the following : (i) (ii) (iii) Predictive Maintenance Preventive Maintenance Minimum Breakdown Maintenance.

The maintenance engineers and their skills at C L G E L J. P. NAGAR are of very high level. House keeping in the existing plant is very good. The basic principal is “ Everything must have a place and everything be in its place ” followed for good house keeping at C L G E L J. P. NAGAR. Mostly the material handling in the plant is mechanized.

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MAIN FEATURES OF SAFETY SYSTEM COLOUR CODE SYSTEM A uniform colour coding system is followed for all pipelines.

SAFE WORK PERMIT AND CONFINED SPACE ENTRY In order to safeguard men, material and machinery, no maintenance is carried out without work permit. Their work permit system has been designed to provide a close contact and tight degree of co – operation between the maintenance and operational staff. The permit produce is a means of assuring that the operational staff has determined that it is safer to perform the assigned work , that the scope of the job is defined and that the priority and time limits are set for performance of the job. Certification of any vessels / equipments as safe from toxic and of explosion hazards for the performance of maintenance work etc. may be under taken by a competent person , periodically authorized for this purpose.

EMERGENCY AND DISASTER CONTROL MEASURES AND MANAGEMENT PLAN For onsite and offsite disaster management plan, every industry requires specific plan protection organization to meet its need . In most of the cases, organization planning is based on the number of workers and work environment as well as type of disaster control facilities and available equipment. The type of disaster control facilities related to fire the Insurance of plant.

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is one and may cause extensive damage to a property and serious disruption in a plant. Nagar is to minimize effect of such emergency with complete coordination with outside agencies. it will normally manifest itself in three basic forms viz. To rescue victims and treat them suitably. To identify the person affected / dead. earthquake. c. explosion or toxic release. material an machine. Fire. Controlling the spread of accidental with minimum damage to men.DEFINITION OF EMERGENCY A major emergency. vehicle crash or sabotage. To rehabilitate the affected areas and also delegate the specific assignment to available manpower outside icon in such emergencies and avoid overlapping of within various 57 . To provide authoritative information to news media and others. Sometimes it may require assistance of outside agencies to handle it effectively. To inform relatives of casualties. The aim of C L G E L J. f. e. which has the potential to cause serious injury or loss of life in a plant. To safe guard others evacuating them to safe placed. b. The emergency may be caused by a number of factors such as plant failure. d. g. The major functions of disaster management are as below : a. human error. P.

Loss of property as a consequence of incident is over Rs. Disaster due to external factors on account of : • • • • Flood. Disaster due to emergencies are of the account of : • • • Fire Explosion Leakage / Dispersion ii. Earthquake / cyclone. plant. A situation apparently may not have much loss but its long – term severity can A situation. POSSIBLE TYPE OF DISASTER AT CLGEL J.DEFENITION OF DISASTER If entails any one or more of the following factors. Cloud burst / lightning. which goes beyond the control of the available resource of the affect loss of life. Storm / typhoon. i. iv. 1corer and / or bears a potential to the above. Risk of loss to human lifes ten or more in one single situation. 58 . ii. NAGAR i. iii. production and property. the situation will be called a disaster. P.

Factory layout plan with inventories and location of hazardous substances. II are applicable to C L G E L J. iv. LEVEL OF ACCIDENT If there is any disaster in any part of plant due to any reason the area that may be affected can be classified in the following four cases : i. which always be away form likely points of accident and be easily accessible to public and peon where the operations to handle the emergency are directed and coordinated. War. 59 .international level Only levels I.iii. Nagar. iii. Level I . Plot plan and its surroundings.operator level Level II – local / cockney Level III – regional level evel IV . ii. It is suggested that security room near main gate be used as “site emergency control room”. 2. Disaster due to external factors on account of: • • • Food poisoning / water poisoning. SITE EMERGENCY CONTROL ROOM (SECR) AND FACILITIES An emergency has to be controlled from one particular place. Sabotage. P. The information and facilities to be displayed / provided in SECR will be as given below: 1.

Tape recorder. Public address system. fire brigade. Torch lights. 8. 6. 10. hospitals.3. Nagar. Copy of the material safety data sheet. Details of population around the factory with in a distance of 2 km. 11. Telephone directory of offices and residences of senior and responsible officers of C L G E L J. Telephone directory of civic authorities. 9. Hotline connection to district magistrate. Addresses and telephone numbers of surround hospitals. etc. 7. P. 5. 60 . 4. police control room.

Casual Research Design:A Casual Research Design is concerned with determining cause and effect relationship. 61 .The major emphasis in exploratory Research design is on discovery of ideas and insights. used as a guide in collecting and analyzing data.” RESEARCH METHODOLOGY may be understood as a science of studying of how research is done scientifically. RESEARCH DESIGN Research design is simply the framework or plan for a study. Exploratory Research Design:. 3. It can also be defined as “A scientific and systematic search for pertinent information on a specific topic. There are three types of Research Design:1.The Descriptive Research Design Study is typically concerned with determining the frequency with which something occurs or the relationship between two variables. In it they study the various steps that are generally adopted by a research problem along with the logic behind them.RESEARCH METHODOLOGY RESEARCH in general refers to a search for knowledge. Descriptive Research Design:. 2. Researchers not only need to know how to develop certain indices but also need to know which technique or method is relevant and which is not.

62 . Convenience 2. Quota Researcher selects the sample as per their convenience. That is each member does not have a known non zero chance of being included. For this research work I have choosen Non. Simple Random 2. Non-Probability Sampling: Non probability sampling is non-random and subjective. Probability Sampling: It is based on the concept of random selection of a controlled procedure that assures that each Population element is gives a non-zero chance of selection. Stratified 5. Double 2.SAMPLING DESIGN Sampling Method:There are two methods of sampling:1.Probability Convenience Sampling because time limit for the completion of the work is limited and also managers and employees are not available all the time. Systematic 3. Types of NonProbability Sampling 1. Cluster 4. Probability Sampling is of following types: 1. Judgement 3.

journal and websites. Primary:. They were asked to choose the best alternative among the given alternatives. books. Secondary: . magazines. For this purpose a questionnaire is given to the managerial staff of the CAP.Definition of problem: changes in the definition of human resource management during the last 50years. various newspapers and published books. experience and observation. b. DATA SOURCES a. Magazines. DATA COLLECTION METHOD Data for the present study is collected from Secondary Data. Research design: Date Type: .Secondary data will be collected from published sources like Journals.The first hand information is collected with the responses of questionnaire. as per their knowledge. 63 .secondary data Data Sources: .internal database of the company.

Sup / Sup. For Group D Employees / workers: All unit supp. POLICE OF C. 64 .ANALYSIS & INTERPRETATIONS H.with appraisal. After that it is to be sent to personnel deptt before recruitment. & residential proof etc. Manager & AGM ) To be interviewed by Committee including HOD & owners and approval by owners ( Directors ).R. are required to fill the requisition form duly singed by HOD’s & send it to higher authority for approval or may take approval from higher authority directly. age. GUPTA RECRUITMENT & ATTENDANCE POLICY 01 REQUISITION / SANCTION OF POSTS: (i) RECRUITMENT AND CARD ISSUING SYSTEM: For Group A Employees: ( General Manager ) To be finalized by directors. Manager / Manger / Sr. ( to be completed same or next day maximum ). / incharge / Astt. (ii) ENTRY FOR TRIAL: T he person for trial to concerned department along .L. For Grop C Employees ( Jr. ) To be interviewed by HOD and approval by owners. application form photo. For Group B Employees : ( Astt.

If any employee is found to be involved in proxy punching then it will be taken as act of in discipline under Standing Orders. 02 CARD PUNCHING: (i) ATTENDANCE CARD PUNCHING: Every workman ( including field man / Driver ) while entering the establishment shall punch his / her attendance card personally. (iv) PHOTO ATTENDANCE CARD: .The unit supp / in charge will take trial by 4. after that he / she will be treated absentee for that day. 65 .00 pm & will send the person back to recruitment officer with his specific observationsc ( Pass / Fail ). If employee has to leave for outdoor duties directly from home then he / she must submit the OD slip in advance duly signed by HOD to personnel deptt & personnel deptt is also authorized to check the gate pass of that individual on the gate.(iii) TRIAL & ID CARD ISSUANCE : . Meantime the person will come on visitor . (iv) OUTDOOR DUTY: Each employee who will be going for outdoor duties has to fill the OD slip & submit it to the security / personnel / time office.The card with provision of photographs of individual is a kind of permanent card & will be issued to employees within 3 days after due acknowledgement. (ii) PROXY PUNCHING: Time keeper / Security guard should strictly watch punching of cards to avoid proxies. If the same is repeated more then 3 times in a month. (iii) MISS PUNCHING: If any employee is not able to provide the card for punching for any reason then he / she will report immediately to Personnel Department though an application duly singed by HOD.card and get his In – Out timings noted at reception gate.

on the other hand is confined theoretically learning in classroom To distinct more. training and development refers to the imparting of specific skills. knowledge to an employee. usually by changing the employee’s attitude or increasing his or her skills and knowledge.TRAINING & DEVELOPMENT In simple words. Which refers to the process of imparting specific skills. 66 . Such distinctions enables us to acquire a better perspective about the meaning if the term training. abilities.” The need for training and development is determined by the employee’s performance deficiency. computed as follows: The undertaken research report make a distinction among training. education and development. the training is offered in case of operatives whereas development programs are conducted for employees at higher levels. Education. A formal definition of training and development is determined as follows: “It is any attempt to improve current or future employee performance by increasing an employee’s ability to perform through learning. Education however is common to all the employees.

Inputs in Training and Development Any training and development programme must contain inputs which enable the participants to gain skills. There is also a need of motor skills or psychomotor skills as they are refer to performance of specific physical activities . and use other equipments with least damage and scrap. learn theoretical concepts and help acquire vision to look into the distant future. A worker needs skills to operate machines.These skills involve learning to move various parts of their body in response to certain external and internal stimuli. The inputs of training and development are as follows: 1) Skills 2) Education 3) Development 4) Ethics 5) Attitudinal Changes 6) Decision making and problem solving skills 1) Skills Training is imparting skills to the employees. These skills helps a person understand oneself and others better and act accordingly. Examples of 67 . need interpersonal skills mostly know as people skills. This is basic skills without which the operator will not function. Employees particularly like supervisors and executives.

build sense of commitment. organizations depute or encourage employees to do courses on a part time basis. Chief executive officers (CEO’s) are known to attend refresher course conducted in many Business schools. Knowledge about business environment. Persuading and showing an understanding of others feelings 2) Education The purpose of education is to teach theoretical concepts and develop a sense of reasoning and judgment. Education is more important for managers and executives than for lower-cadre workers. sometimes. The late Manu Chabria. It should make their performance result oriented and help them in being more efficient and effective. human relations. In fact. his potentials and his limitations. attended such a two month programme at the Harvard business school. specific industry analysis and the like is useful for better management of a company. Development programme should help an employee to be a self-starter.e. That any training and development programme must contain an element of education is well understood by the HR specialist. This programme should keep the employee aware of him i. management principles and techniques. Help him see himself as others see him and accept his self 68 .interpersonal skills include listening. which should again helps him being self generating. motivation. It should also help in making the employee sensitive towards the environment that is his work place and outside. Shaw Wallace. 3) Development Another component of a training and development programme is development which is less skill – oriented but stress on knowledge. CMD.

satisfaction and job commitment. 4) Ethics There is a need for imparting greater ethical orientation to a training and development programme. 6) Decision making and problem solving skills 69 . Attitudes affect motivation.image as a prelude to change. finance or marketing personnel indulge in unethical practices the fault rest on the HR manager. to see and feel points of view different from their own. If the production. And finally helps install a zest for excellence. Also helps them understand the powers in their hands and thereby develop leadership styles which inspire and motivate others. Changing negative attitudes is difficult because of (1) Employees refuse to change (2) They have prior commitments and (3) Information needed to change attitudes may not be sufficient. Attitude must be changed so that the employee feels committed to the organization and give better performance. 5) Attitudinal Changes Attitudinal represents feelings and beliefs an individual towards others. There is no denial of the fact that ethics are largely ignored in businesses. It helps teach an individual to communicate without filters. Negative attitudes needs to be converted into positive attitudes. It is his/her duty to enlighten all the employees in the organization about the need for ethical behavior. a divine discontent. They are less seen and talked about in the personnel function this does not mean that the HR manager is absolved if the responsibility. a nagging dissatisfaction with the status quo.

70 .Decision making and problem solving skill focus on methods and techniques for making organizational decision and solve work related problems. d) Provides information on other government laws and administration policies. f) Makes organizational policies. c) Provides information on equal opportunities and affirmative action. h) Provides a good climate for learning. e) Improve interpersonal skills. collect and analysis information. intra group and internal group relation and policy implementation 1) Benefits for the organization a) Improves communication between group and individuals. supervisors and professionals Importance of Training and development for the organization There are many benefits of Training and Development to the organization as well as employee. i) Makes the organization a better place to work and live. generate alternatives. Learning related to decision making and problem solving skills seeks to improve trainee’s abilities to define and structure problems. Training of this type is typically provided to potential managers. rules and regulations viable. b) Aid in orientation of new employee and those taking new job through transfer or promotion. growth and co ordination. We have categorized as under 1) Benefits for the organization 2) Benefits for the individual 3) Benefits for personnel and human relation. g) Builds cohesiveness in group.

i) Provides the trainee an avenue for growth in his or her future. b) Through training and development. speaking skills also with his writing skills. d) Provides information on other government laws and administration policies. frustration and conflict. communication skills and attitudes. c) Provides information on equal opportunities and affirmative action. f) Increases job satisfaction and recognition. tension. b) Aid in orientation of new employee and those taking new job through transfer or promotion. d) Helps a person handle stress. j) Develops a sense of learning. growth.2) Benefits for the individual a) Helps and individual in making better decision and effective problem solving. responsibility and advancement are internalized and operationalised. e) Provides information for improving leadership. k) Helps eliminate fear in attempting new task. h) Satisfies personal needs of a trainee. c) Aid in encouraging and achieving self–development and self confidence. 71 . knowledge. intra group and internal group relation and policy implementation a) Improves communication between group and individuals. l) Helps a person improve his listening skill. motivational variables of recognition achievement. g) Moves a person towards personal goals while improving interactive skills. 3) Benefits for personnel and human relation.

an individual obviously needs training when his or her performance falls short or standards that is when there is performance deficiency. f) Makes organizational policies. The following diagram explains performance deficiency Performance Deficiency 72 .e.e) Improve interpersonal skills. h) Provides a good climate for learning. Inadequate in performance may be due to lack of skills or knowledge or any other problem. growth and co ordination. b) Need assessment Need assessment diagnoses present problems and future challenge to be met through training and development. group level and individual level. i) Makes the organization a better place to work and live. Needs assessment occurs at two levels i. g) Builds cohesiveness in group. rules and regulations viable. What business are we in? At what level of quality do we wish to provide this product or service? Where do we what to be in the future? Its only after answering these and other related questions that the organization must assess the strength and weakness of its human resources. Training Process The steps of Training Process are as under: a) Organizational objectives and strategies The first step in the training process is an organization in the assessment of its objectives and strategies.

Without clearly-set goals. · On site but not the job for example in a training room in the company. This is easy where skilled training is involved d) Designing training and development program Who are the trainees? Who are the trainers? What methods and techniques? What is the what are the where to conduct level of training principles of learning the program e) Conducting training activities Where is the training going to be conducted and how? · At the job itself. Goals must be tangible. there will be no way of measuring its effectiveness. · Off site such as a university. training and development goals must be established. verifying and measurable. f) Implementation of the training programme Program implementation involves actions on the following lines: · Deciding the location and organizing training and other facilities. college classroom hotel. it is not possible to design a training and development programme and after it has been implemented.Lack of skills other causes Or knowledge Training Non training measures c) Training and development objectives once training needs are assessed. 73 . etc.

how far the programme has been useful must be judge/determined. A virtue in this method is that it can be used for large groups and hence the cost of training per employee is very low. Evaluation helps determine the results of the training and development programme. Also this type of communication is a one-way communication and there is no feedback from the audience because in case of very 74 . however organizations either overlook or lack facilities for evaluation. The lecturer is presumed to possess knowledge about the subject. Methods of training A multitude of techniques are used to train employees. In the practice. this method violates the principle of learning by practice. · Conducting the programme. g) Evaluation of the results The last stage in the training and development process is the evaluation of the results. Training techniques are means employed in the training methods. Training techniques represent the medium of imparting skills and knowledge to employees. 1) Lectures It is the verbal presentation of information by an instructor to a large audience. Since huge sums of money are spent on training and development. · Monitoring the progress of the trainees.· Scheduling the training programme. However. They are basically of two types.

3) On. training is offered without the intervention of the trainer. OHPs. Then the employee is allowed to mimic the trainer’s example. It is conducted at the work site and in the context of the job. This method includes slides.large groups it is difficult to have interactive sessions. it is informal. the transferability to the job is very high. in form of books or through teaching machine. The trainee repeats these jobs until the job is mastered. Long lectures can also cause Boredom. as when experienced worker shows a trainee how to perform tasks. The trainer then demonstrates how the job is to be performed and to give trainee a model to copy. Often. It has several steps. Information is provided to the employee in blocks. 4) Programmed Instruction (PI) In this method. the focus of trainer’s focus is on making a good product and not on good training technique. They can be used to provide a range of realistic examples of job conditions and situations in the condensed period of time.the – Job. And since a model is given to the trainee. video tapes and films.Training It is used primarily to teach workers how to do their present jobs. 2) Audio Visuals This is an extension of the lecture method. It also improves the quality of presentation to a great extent. In this method. the trainee first receives an overview of the job. its purpose and the desired outcomes. Majority of the industrial training is on the job training. After 75 .

6) Simulation It is any equipment or technique that duplicates as nearly as the possible the actual conditions encountered at the job. It is however difficult to duplicate pressures 76 .It is performed in a special area set aside for the purpose and not at the workplace. and problems to the learner. The emphasis is placed on learning skills than on production. This method is most widely used in Aeronautical Industry. 7) Vestibule Training This method utilizes equipment which closely resembles the actual ones used in the job. In this method. 5) Computer Assisted Instruction (CAI) This is an extension of the PI method. memory and the data manipulation capabilities of the computer. manuals and machinery is very high. he proceeds to the next block or else. Also the cost of preparing books. · Allowing the person to respond · Providing feedback on the accuracy of the answers · If the answers are correct. This is possible thanks to the speed. Feedback in the form of correct answers is provided after each response. the trainee goes through a test/ answers a question. Thus PI involves: · Presenting questions. However it is an impersonal method and the scope of learning is less as compared to other methods of training. It is an attempt to create a realistic for decision-making. the learner’s response determines the frequency and difficulty level of the next frame. repeats the same.going through each block of material. facts.

select the best one and implement it. Even though the kind of tension or pressure may be the same but the employee knows it is just a technique and not a real situation. 9) Role Playing and Behavior Modeling This method mainly focuses on emotional (human relation) issues than other ones. Concept of Behavior Modeling: 77 . The consequence is better understanding of issues from the other’s point of view. The essences are on creating a real life situation and have trainees assumed parts of specific personalities (mostly interchanged roles of boss and subordinate to create empathy for one another). Many a times only the result at the end of the case may be considered and not the line of thinking to approach it. The trainees read the case. Also the employees behave differently in real situations than in simulations. This is the most effective method of developing problem solving skills The method /approach to analysis may not be given importance. They allow participation through discussion. which provokes the reader to think and make decisions/ suggestions. This is a major disadvantage since case studies must primarily be used to influence or mend the attitude or thinking of an individual. They also provide transference to an extent. 8) Case study It is a written description of an actual situation in the business. analyze it and develop alternative solutions. Also additional investment is required for the equipment. It is an ideal method to promote decision making skills.and realities of actual situations.

· Fundamental psychological process by which new patterns of behavior can be acquired and existing ones can be altered. · It also helps him see the negative consequences that result from not using the behavior as recommended. Laboratory training is a form of group training primarily used to enhance interpersonal skills. However once the training is over employees get back to being the way they are. Examples: Laboratory training. “observational learning” or “imitation” implying that it a behavior is learned or modified through observation of other’s experiences. encounter groups. The objective is to provide the participants with increased awareness of their own behavior. · It is referred to as “copying”. · This change may be videotaped and showed to the trainee and he can review and critique it. The discussions focus on why participants behave the way they do and how others perceive them. · “Vicarious process” learning takes place not by own experience but by observation or imagination of others’ action. the perception of others about them and increased understanding of group process. 10) Sensitivity Training It uses small number of trainees usually less than 12 in a group. A trained professional serves as a facilitator. 11) Apprenticeships and Coaching 78 . These meetings have no agenda and take place away from the workplace. They meet with a passive trainer and get an insight into their own behavior and that of others. It can be used to develop desired behaviors for future job responsibilities.

plumbers and mechanics. Immediate returns can be expected from training – almost as soon as the training is over the desired outcomes can be seen in the trainee. feedback and job transference is very high. In this method skilled workforce is maintained – since the participation. I.L.It is involved learning from more experienced employee/s. It is applied in cases of most craft workers. But it is always handled by a supervisor and not by the HR department. It is very similar to on the job training method. The person being trained is called understudy. Various Staff motivation schemes have been established in the civil service and they are briefly summarized below for your reference. GUPTA WORLD EXPORT Staff Recantation Schemes Organizations have different structural devices to motivate their employees. carpenters. to achieve your goal of enhancing staff motivation. This approach uses high levels of participation and facilitates transferability. This method may be supplemented with other off-the-job methods for effectiveness. But in that case. in addition to your own initiatives. the focus is on learning. You may like to make use of these schemes. Coaching is similar to apprenticeships. enhance commitment to them and to motivate staff towards continuous improvement of service in pursuance of the spirit of serving the 79 . MOTIVATION EMPLOYEE MOTIVATION AT C. whereas here. Staff Motivation Scheme The objectives of the Staff Motivation Scheme are to promote staff awareness of departments' performance pledges. more stress is laid on productivity.

Customer Service Award Scheme The objectives of the scheme are to award staff who provide good customer service. III. The award is in kind and its maximum value is Rs. II.community. Award ranges from a certificate of commendation to a cash award of up to Rs15. effectiveness and standard of service. to motivate staff to enhance their efforts in providing good customer service.000 per team member. Awards for the winners include trophies. Long Service Travel Award Scheme 80 .000. objective and pre-determined indicators reflecting efficiency. and to further promote a customer focused service culture in the civil service. IV. Staff Suggestions Scheme It aims to encourage staff to make suggestions for improving the efficiency of the civil service. 1. The winners receive an award in kind in recognition of improvement in performance as measured by a set of balanced. V. Rs. souvenir pins and gift coupons. Staff Recognition/Performance Incentive Schemes in Trading Fund Departments Trading Fund departments have developed performance incentive schemes. 1. for a team .000 for an individual and.

or a 40 Years' Meritorious Service Certificate photo-engraved on a metal plate with a wooden stand.e. rather than having to use external motivation (i. It operates on the basis of granting travel allowance to non-directorate local officers. Performance Management System Motivation is in many ways the key to the success of Human Resource Management. or a 30 Years' Meritorious Service Certificate plus a commemorative gold pin. 81 . as follows • • • a 20 Years' Meritorious Service Certificate. and their spouses. VI.The scheme aims to reward long-serving officers with consistent good performance. or performed an exceptionally meritorious act warranting special recognition. Commendation Letters Commendation letters may be issued to officers who have made a substantial contribution towards enhancing the efficiency or the image of their bureau/department. the imposition of rules and continual improvements to conditions of service) to bring about higher standards of performance. 30th and 40th year of service. Long and Meritorious Service Award Scheme Civilian staffs with long and meritorious service are granted an award on their 20th. VII. Managers should aim to increase performance through self-motivation. selected on the basis of length of service and performance.

• • Encourage staff to express their views on their performance. Supervisors may adopt the following ways to motivate their staff: • Discuss with staff from time to time especially at the beginning of the appraisal period and during performance review meetings. what their work goals and targets are and how they should be accomplished. • Provide feedback on what staff have done well and where improvement could be made. Consider training and/or development needs of staff and work out for them corresponding training and development plans to raise the capability of staff for performance improvement. Employee Motivation: Non-Cash Incentives 82 . Assess the staff's performance throughout the appraisal period rather than focusing on periods where their performance was particularly good or bad.Motivation should be built into the performance management system where supervisors will have the opportunity to communicate and motivate staff on their performances. • • Discuss ways to empower staff.

Incentives may be cash or non-cash.Employees need motivation – to stay. which involve monetary compensation or rewards for the exemplary work done to the company’s cause. let’s focus on Incentives as a way of keeping folks happy. There is a subtle difference between Non-cash incentives and “Employee Recognition Schemes”. in that they set a target 83 . Cash incentives are those given to employees. Non-cash incentives are other non-monetary forms of recognition of the staffs’ contributions towards organisational improvements and making them perform better towards enhancing the bottom-line. Employee Recognition Schemes form a vital part of the non-cash incentive programme. While employee motivation is a wide subject. to work and to be efficient. Non-cash incentives are proactive and forward-looking. organisations may find themselves in an unenviable position where they are placed so well in the market but have lost their vital resources to drive them forward or to retain their market share. Without that extra scoop.

it is clear that organisations can not do away with non-cash incentives that may satisfy some of the innate needs of employees. but the awards may be decided based on actual performance of the staff in question. go by past performances to decide on eligibility for the incentive. special merchandise given away. the performance level and standards are spelt out for the employee to aim for and work towards. This is more informal and selection may be subjective. The rationale behind non-cash incentives is that. schemes like “Employee of the Month” or “Rising Star of the year” may be announced at the beginning of the year. For instance. as in terms of social activities or recognitions by peers. retail vouchers that could be exchanged for merchandise or activities. Whatever the relative effectiveness of cash and non-cash incentives. In essence. While monetary compensation may be good enough to retain employees in the organisation. employees may not always see cash incentives as the best motivation. 84 . trips and events. travel allowances and reimbursements. Employee Recognition Schemes.and desired level of performance standard and measure actual performance to judge if an employee is eligible for the incentives. Non-cash incentives could involve awarding of points based on performance. on the other hand. This scheme may not specifically mention the target level of performance or the incentive that would be awarded for performance. it is the non-cash incentives that make the employee put in that extra effort and strive towards achieving and surpassing the goals set by the management.

How to Motivate Employees during a Recession Instead of ignoring the pink elephant in the room. you could be headed towards a downward spiral. that the company will crumble. to fear for demotion or in a worst case scenario. empowering your staff and sourcing leadership to the right individuals. During a recession rumors may swirl causing a level of panic and unease. obtaining creative contribution. it’s vital to take initiative and implement strategy to keep your employees motivated towards a common goal. An example points to a 85 . The first and most necessary step is communication. Uncertainty sits in which propels employees to fear for their jobs. How to Motivate Employees During a Recession Without communicating effectively. Informing employees of the situation at hand and explaining the steps the company is taking to combat market conditions will provide stability in the workplace.

During harsh economic times. employees will often feel that the company failed them or failed business objectives. It’s imperative that employees are made a central cog in the process of refocusing resources and objectives. Empowerment is an excellent source of motivation and motivation is ultimately a central force in driving change in the workplace.recent commercial that was created by GM. This was a very straight forward approach that not only addressed the condition of the auto industry but also gave a glimpse into GM’s direction and integrity. They basically admitted that they FAILED and are now having to implement a change in fundamental business strategy to compete once again. made sense. Now the focus is on fewer brands that highlight efficiency and economies of scale. When company layoffs have employees chewing off their fingernails in anticipation of the big axe. it’s crucial to inform the remaining employees that they remain for a reason. Not only does this provide for additional perspective from an array of minds but it also empowers employees to feel that their opinion and ideas are worthy of consideration and perhaps integration. They admitted that their pricing structure could no longer compete. The commercial addressed the situation GM is facing and explained that there was a time that their prior business model. They admitted that restructuring was the only way they could survive. When the company needs to shift its focus and change business strategy during a recession it can be a difficult transition and employees may feel they are in the dark. 86 . which carried several brands.

After all. prophesizing the company position and agenda. this is called recognition. it’s imperative to implement strategy to keep your employees motivated and excited for the brighter days ahead. Recognizing employees’ contributions and their place in the workforce reinforces their position and motivates them to continue forward despite the doom and gloom references. Although recessions often result in a focus on numbers and expense reduction. it is essential to identify your cream of the crop. A disconnect can exist between management and staff so identifying the leaders among the staff and empowering them through additional duties and responsibilities can have a trickle down effect that changes the culture from dismal to positive.Only the strongest survive and hearing that the company feels that they are a core element in rebuilding the companies foundation towards success will also empower the employees. This group can act as your mouth piece. who wouldn’t want to be accredited for helping turn the company around? 87 . Lastly.

since a change in the system is required. Transparency into the system should be ensured through the discussion about the employee’s performance with the employee concerned and trying to find out the grey areas so that training can be implemented to improve on that. But. There should not be a common appraisal form for every job position in the organization. The job and role expected from the employees should be decided well in advance and that too with the consensus with them. so that the exercise becomes a continuous phenomenon. human resource development system should be done. it cannot be a drastic one. It ought to be gradual and a change in the mindset of both the employees and the head is required. taking the views of all the concerned parties who have some bearing on the employee. It should be noted that the development system for each job position should be different as each job has different knowledge and skill requirements. 88 .CONCLUSION Ideally in the present day scenario. The time period for conducting the development system be revised.

 Timing problem was there because employees were busy with their work.  Matters were not provided on the ground of confidentiality.  The employees to complete all the work manually.  Communication Gap. There is no computerized at all there for it takes much time to do a work. 89 .  To follow the organizational strategy is the expensive process.LIMITATIONS  Employees were reluctant to respond.  No delegation of authority in H R department created problem.  Secondary data was not so reliable because it collected by any other person for different purpose.

Chicago.J. Hindustan times -10.BIBLIOGRAPHY BOOKS1) Awasthapa. Economic time -27 ‘Thw march 2007 2.B Grankar S. New Delhi Wishwa Prakashan 5) Memoria C.1973 NEWS PAPERS 1.1976 2-U.Rand McNally . J. Hall of India Put edition 4) Kothari CR (2000) “Research Methodology” method & technology. K (2001) “Human Resource Management” Tata MC Graw Hill 5th edition 2) Bernadi (2000) “Human Resource Management” Tata Graw Hill 4th edition 3) Desslar Gary (2003). Handbook of Job AnalysisWasington.S.Th July 9th 90 .) Handbook of Industial and Organizational Psychology . 22 editions HAND BOOK 1-Fomulo. (Et. “Human Resource Management” Prentice. Department of Lobour .V (2002) “Personnel Management” Himalaya Publishing House.

WEBSITES : • • • • www.gov.haryana.humanresources.export.htm www.com/od/.com www.clgupta.by/en/?act=event&mode=search&mode2 91 ...htm www./f/hr_development.in/ip2005WEBSITE/HTML/hrd.about.