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A

TRANINIG REPORT
ON

PERSONNEL ASPECT & WELFARE ASPECT IN THE


PROCESS OF MIRZA INTERNATIONAL Ltd (RED
TAPE)
UNNAO

DEPARTMENT OF SOCIAL WORK

SESSION
2009-2010

UNDER THE GUIDENCE OF


TRANINING

Mr.MOHAMMAD SHAKEEL AHMAD


TARUN NIGAM
Department of social
work, (Personnel Department)
4th Semester

DECLARATION LETTER

I, Raj Narain, Master of Social Work student of C.S.J.M.


University, Kanpur hereby declare that the training report entitled
“the process of personnel aspect & welfare aspect, in
mirza internatinal Ltd industry” is the report of my own
efforts and is based on the information gathered and guidance
given by my mentors from time to time. This training report is
original and not submitted earlier by anyone.

Date:
Place: Kanpur
(TARUN NIGAM)
ACKNOWLEDGEMENT

With a sage sense of gratitude, I acknowledge the efforts,


suggestions and guidance of learned faculty of Deptt. Of Social
Work, on which basis I had been able to prepare my project
training more result oriented. Firstly I wish to offer my
veneration, to Mr. Mohammad Shakeel Ahmad for providing
me, his generous guidance, valuable suggestions and constant
encouragement at every stage of my study by prioritizing my
expectations. I owe my sincere regard to Dr. Sandeep Singh for
their advices and constructive support in preparing this study
result oriented. I am also thankful to my family and friends for
their all time silent support.

TARUN NIGAM
Mirza International limited formerly known as Mirza Tanners Limited)
was incorporated on 5th September 1979. Today, the company has
emerged as a frontrunner in the manufacturing and marketing of
leather and leather footwear. Headquartered in the Indian capital of
New Delhi, the company markets its products across the globe to
countries like the UK, Europe, South Africa and the Middle East, to name
a few. The company is listed on the NSE, BSE and UP Stock exchanges
and is ISO 9001, 9002 and 14000 certified.
Manufacturing is a key strength at Mirza. The company has a fully
integrated in-house shoe production facility backed by a state-of-the-art
double density direct injection polyurethane plant, a tannery with its
own pollution treatment plant, and a dedicated design studio in London.
The manufacturing plants are located at Magarwara and Sahjani in
Unnao, and in Noida. The tannery is located at Magarwara in Unnao.
These plants are backed by more than 25 dedicated ancillary units.

.
The company sources its cowhides from Europe and manufactures
leather in stringent adherence to international norms, ensuring that no
banned chemicals are used in the production process.
Mirza International Limited is a frontrunner in the manufacturing and
marketing of leather and leather footwear. Headquartered in the Indian
capital of New Delhi, the company markets its products across the globe
to countries like the UK, Europe, South Africa and the Middle East, to
name a few. The company is ISO 9001, 9002 and 14000 certified, and
has a fully integrated in-house shoe production facility backed by a
state-of-the-art double density direct injection polyurethane plant, a
tannery with its own pollution treatment plant, and a dedicated design
studio in London.
High-end, fully integrated leather shoe manufacturing facilities offering
considerable cost advantage and international quality.
Competitive advantage owing to company’s established premium brands
and knowledge of Indian consumers.
A growing network of exclusive company-owned and franchised stores
for retailing company’s products
Superior technological capabilities backed by a pool of highly skilled
designers

Mirza’s journey began in the year 1979 with a small tannery for
manufacturing finished leather at Magarwara near Kanpur. The company,
established by Mr. Irshad Mirza and Mr. Rashid Mirza, was then called ‘Mirza
Tanners Private Limited’.
The company focused on supplying high quality leather and leather products
to the overseas markets and gradually became one of the largest exporters
of finished leather in the country.
During this phase, Mirza took a significant leap, by venturing into newer
areas which were extensions of its existing competencies. The global shoe
market was then looking upon outsourcing of leather footwear in a big way.
To take advantage of this opportunity, Mirza diversified into manufacturing
of shoes. Very swiftly, four state-of-the-art manufacturing units were setup at
Unnao and Noida.
Having made a foothold in the footwear business, Mirza quickly reorganized
itself by setting up In-house Design and Development studios, Marketing
offices and a strong Distribution and Logistics network. After successfully
reorganizing itself, Mirza moved a step ahead of others by launching its own
brands ‘Red Tape’ and ‘Oaktrak’.
Having firmly established its product lines and market geographies, the
company spread its wings to several other countries through its marketing
companies and networking associates. Some of countries where Mirza has a
significant presence are U.K., Portugal, South Africa, USA, Germany, France,
Scandinavian Countries and UAE.
Today, Red Tape has emerged as the one of the most stylish lifestyle brands
available. Through growing scale of operations, the brand has reached
markets in USA, U.K., Canada, France, Germany, Belgium, Holland, South
Africa, Australia, New Zealand, South East Asia and the Middle East.
Set up a fully integrated production line

Own tannery for captive consumption in shoe


factories with a capacity of 20 million sq ft p.a.
Increased production capacity to 3.35 million pairs
p.a.

Developed over 25 dedicated ancillaries

Developed 2 fully dedicated outsourcing units for


mass products, supplying 1.2 million pairs of shoes
p.a.
All factories, Indian Offices and UK office connected
through ERP network for a seamless information
system

Created a strong design team based in London

Enabled global presence through group companies


and marketing arrangements
Welfare of the neighbouring communities

A temple in a nearby village was renovated and land


was allotted to the temple for its use.
A Masjid inside the unit premises was designed to
accommodate more number of Namazees.
Village ‘Maswasi’, located adjacent to the unit, has
benefited from the following welfare programs:

Resettlement of War Victims

Donations to Prime Minister’s Relief Fund are made


through district administration from time to time
Flag Day, on every Dec 7th, is celebrated by extending
generous financial contribution to the Armed Forces
Welfare Fund.
Ex-Servicemen are offered resettlement opportunities.
Till now around 200 ex-service personnel have been
offered job opportunities in the factories and other
locations as regular employees or as security
personnel.
Army Wives Welfare Association is helped through
generous donations, distribution of sewing machines
and their felicitation at various occasions.
Financial aid provided to meet the vocational training
needs of war widows and Kargil war victims.

Resettlement of War Victims

Blankets are distributed to the poor during extreme


winter conditions
Temporary shelter is extended to the needy, poor and
those displaced due to natural calamities.
Financial assistance is offered regularly to “Kusht
Niyanthran and Ninmoolan”Centre at 11, Knowledge
Park, Greater Noida.
“Blood Donation Camp” was organized at the unit
premises, where employees and the directors donated
blood for noble cause.
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We are an ISO 9001,9002,14000 certified company

Satra guidelines are followed for quality check of


shoes
All our units have in house laboratories for testing of
raw materials and finished products
Regular Inspection of intermediate products is
carried out at various ancillary units to maintain
quality of end product
Batch wise quality inspection of finished products is
undertaken

s a responsible corporate citizen, we believe in contributing to the society


through meaningful measures that go a long way in overall community
upliftment.
Our employee welfare programs, the support we provide to communities
where we have a business presence, our charities, our community
involvement programs and our commitment to the environment, underline
our corporate values. The three key areas where we concentrate our welfare
efforts are:

Workplace Enrichment
Community Wellbeing
Environmental Preservation

All workers are presented with Gifts on Deepavali, and management


and workers have food together on the occasion.
All national events such as Republic Day & Independence Day and
other events such as May Day, Vishwa Karma Day are celebrated at
the units.
New Year Eve is celebrated in the respective units where all
workers and the management join together and enjoy the event.
All religious groups are encouraged to practice their rites and all
religious representatives attend the functions organized at the units
Picnic trips for workers and families are organised periodically.
Human Resource Management
Human resource management (HRM) is the strategic and
coherent approach to the management of an organization's most
valued assets - the people working there who individually and
collectively contribute to the achievement of the objectives of the
business.[1] The terms "human resource management" and
"human resources" (HR) have largely replaced the term
"personnel management" as a description of the processes
involved in managing people in organizations.[1] In simple words,
HRM means employing people, developing their capacities,
utilizing, maintaining and compensating their services in tune
with the job and organizational requirement.
Introduction
The Human Resources Management (HRM) function includes a
variety of activities, and key among them is deciding what
staffing needs you have and whether to use independent
contractors or hire employees to fill these needs, recruiting and
training the best employees, ensuring they are high performers,
dealing with performance issues, and ensuring your personnel
and management practices conform to various regulations.
Activities also include managing your approach to employee
benefits and compensation, employee records and personnel
policies. Usually small businesses (for-profit or nonprofit) have to
carry out these activities themselves because they can't yet
afford part- or full-time help. However, they should always ensure
that employees have -- and are aware of -- personnel policies
which conform to current regulations. These policies are often in
the form of employee manuals, which all employees have.
Note that some people distinguish a difference between HRM (a
major management activity) and HRD (Human Resource
Development, a profession). Those people might include HRM in
HRD, explaining that HRD includes the broader range of activities
to develop personnel inside of organizations, e.g., career
development, training, organization development, etc.
There is a long-standing argument about where HR-related
functions should be organized into large organizations, eg,
"should HR be in the Organization Development department or
the other way around?"
The HRM function and HRD profession have undergone
tremendous change over the past 20-30 years. Many years ago,
large organizations looked to the "Personnel Department," mostly
to manage the paperwork around hiring and paying people. More
recently, organizations consider the "HR Department" as playing
a major role in staffing, training and helping to manage people so
that people and the organization are performing at maximum
capability in a highly fulfilling manner.
Recently, the phrase "talent management" is being used to refer
the activities to attract, develop and retain employees. Some
people and organizations use the phrase to refer
especially to talented and/or high-potential employees. The
phrase often is used interchangeably with the field of Human
Resource Management -- although as the field of talent
management matures, it's very likely there will be an increasing
number of people who will strongly disagree about the
interchange of these fields. For now, this Library uses the phrases
interchangeably.
What Is Human Resource Management?

Human Resource Management (HRM) is the function within an


organization that focuses on recruitment of, management of, and
providing direction for the people who work in the organization.
Human Resource Management can also be performed by line
managers.
Human Resource Management is the organizational function that
deals with issues related to people such as compensation, hiring,
performance management, organization development, safety,
wellness, benefits, employee motivation, communication,
administration, and training.
What is the importance of human resources management
in an organization?
HRM is the legal liason between the organization and the
employees,they are to uphold the employment and safety laws
(osha, and civil rights act) as well as follow the practices, which
may differ within federal guidelines, that the employer authorizes.

Corporations are always searching for better ways to produce


goods and services. When new technological developments give
some organizations a competitive advantage, their rivals try to
catch up by adopting and improving on the new technologies.

Ford has put many of Toyota's technical advances to work in its


own plants, and General Motors has spent over $50 billion in the
last decade to modernize its production facilities to develop skills
in flexible manufacturing.

A large part of this growth is the Human Resources department of


these companies, who are responsible for hiring the people with
the knowledge to bring new technology into a company. To be
successful in the automotive market, these companies needs a
highly skilled, flexible and committed work force, a flexible and
innovative management, the ability to retain developed talent,
and a strong partnership between management and labor unions.

To achieve these goals, the company needs a talented HR


department. Besides hiring the right people to manage and
perform specific jobs, HR managers have to build up commitment
and loyalty among the workforce by keeping them up to date
about company plans, and laying out the implications for job
security and working conditions. Such was the case when I
worked at Velco.

From the interview process to my exit interview at the end of the


summer, the HR department was every employee's main
connection between the production floor and the upper
management. The HR department kept us informed via bi-weekly
meetings, a company newsletter, and bulletin-board postings
throughout the plant. Whenever a question arose, instead of
asking middle-management, an employee could go straight to the
HR rep they were assigned to. From my experiences, it seemed
like the HR reps knew everything there was to know about the
company and how it is run. And I found that to be a very valuable
asset. I imagine the same takes place at large corporations
around the world, be it Velcro or General Motors.

The backbone of any successful company is the HR department,


and without a talented group of people to hire, culture, and
inform employees, the company is doomed for failure.

Nature of HRM
Human Resource Management is a process of bringing people
and organisation together so that the goals of each are met. It
tries to secure the best from people by winning their
wholehearted cooperation. In short, it may be defined as the art
of procuring, developing and maintaining competent workforce to
achieve the goals of an organisation in an effective and efficient
manner. It has the following features;

Pervasive force: HRM is pervasive in nature. It is present in


all enterprises. It permeates all levels of management in an
organization.

Action oriented: HRM focuses attention on action , rather


than on record keeping, written procedures or rules. The
problems of employees at work are solved through rational
policies.
Individually oriented: It tries to help employees develop
their potential fully. It encourages than to give their best to the
organization. It motivates employees through a systematic
process of recruitment, selection, training and development
coupled with fair wage policies.

People oriented: HRM is all about people at work, both as


individuals and groups. It tries to put people on assigned jobs in
order to produce good results. The resultant gains are used to
reward people and motivate then toward further improvement in
productivity.

Future –oriented: Effective HRM help an organization meet its


goals in the future by providing for competent and well-motivated
employees.

Development oriented: HRM intends to develop the full


potential of employees. The reward structure is tuned to the need
of employees. Training is offered to sharpen and improve their
skills. Employees are rotated on various jobs so that they gain
experience and exposure. Every attempt is made to use their
talents fully in the service of organizational goals.

Integrating mechanism: HRM tries to build and maintain


cordial relations between people working at various levels in the
organization. In short, it tries to integrate human assets in the
best possible manner in the service of an organization.

Comprehensive function: HRM is, to some extent,


concerned with any organizational decision which has an impact
on the workforce or the potential workforce. The term ‘workforce’
signifies people working at various levels, including workers,
supervisors, middle and top managers. It is concerned with
managing people at work. It covers all types of personnel.
Personnel work may take different shapes and forms at each level
in the organizational hierarchy but the basic objective of
achieving organizational effectiveness through effective and
efficient utilization of human resources, remains the same. ‘’It is
basically a method of developing potentialities of employees so
that they get maximum satisfaction out of their work and give
their best efforts to the organisation’’. (Pigors and Myers)

Auxiliary service: HR departments exist to assist and advise


the line or operating managers to do their personnel work more
effectively. HR manager is a specialist advisor. It is a staff
function.

Inter-disciplinary function: HRM is a multi-disciplinary


activity, utilizing knowledge and inputs drawn from psychology,
sociology, anthropology, economics, etc.

Continuous function: According to Terry, HRM is not a one


shot deal. It cannot be practiced only one hour each day or one
day a week. It requires a constant alertness and awareness of
human relations and their impotence in every day operations.

Scope of HRM
The scope of HRM is very wide. Research in behavioral sciences, new trends in
managing knowledge workers and advances in the field of training have expanded
the scope of HR function in recent years. The Indian Institute of Personnel
Management has specified the scope of HRM thus.
1. Personnel aspect-This is concerned with manpower planning,
recruitment, selection, placement, transfer, promotion, training
and development, layoff and retrenchment, remuneration,
incentives, productivity etc.
2. Welfare aspect-It deals with working conditions and
amenities such as canteens, crèches, rest and lunch rooms,
housing, transport, medical assistance, education, health and
safety, recreation facilities, etc.
3. Industrial relations aspect-This covers union-management
relations, joint consultation, collective bargaining, grievance and
disciplinary procedures, settlement of disputes, etc.
Objectives of HRM
The principal objectives of HRM may be listed thus: TO help the
organization reach its goals: HR department, like other
departments in an organization, exists to achieve the goals of the
organization first and if it does not meet this purpose, HR
department will wither and die.

TO employ the skills and abilities of the workforce


efficiently: the primary purpose of HRM is to make people’s
strengths productive and to benefit customers, stockholders and
employees.

To provide the organization with well-trained and


well-motivated employees: HRM requires that employees
be exert their maximum efforts, that their performance be
evaluated properly for results and that they be remunerated on
the basis of their contributions to the organization.

To increase to the fullest the employee’s job


satisfaction and self-actualization: It tries to prompt and
stimulate every employee to realize his potential. To this end
suitable programmers have to be designed aimed at improving
the quality of work life.

To develop and maintain a quality of work life: It


makes employment in the organization a sesirable, personal and
social, situation. Without improvement in the quality of work life,
it is difficult to improve organizational performance.

To communicate HR policies to all employees: It is


the responsibility of HRM to communicate in the fullest possible
sense; tapping ideas, poinions and feelings of customers, non-
customers, regulators and other external public as well as
understanding the views of internal human resources.

To be ethically and socially and socially responsive


to the need of society: HRM must ensure that organizations
manage human resource in an ethical and socially responsible
manner through ensuring compliance with legal and ethical
standards.

Functions of HRM

1. Human resource or manpower planning.


2. Recruitment, selection and placement of personnel.
3. Training and development of employees.
4. Appraisal of performance of employees.
5. Taking corrective steps such as transfer from one job to
another.
6. Remuneration of employees.
7. Social security and welfare of employees.
8. Setting general and specific management policy for
organizational relationship.
9. Collective bargaining, contract negotiation and grievance
handling.
10. Staffing the organization.
11. Aiding in the self-development of employees at all levels.
12. Developing and maintaining motivation for workers by
providing incentives.
13. Reviewing and auditing manpower management in the
organization
14.Potential Appraisal. Feedback Counseling.
15. Role Analysis for job occupants.
16. Job Rotation.
17. Quality Circle, Organization development and Quality of
Working Life.

Planning

Organizi Functions of HRM


ng
P/HRM

Directing

Controlli Operative
Manageri
ng Functions
al
Function Procureme Developme Motivation Maintenan Integratio Emergin
nt nt and ce n g issues
Compensati
on
Job Training Job design Health Grievance Personal
Analysis s records

Personal
Executive Work Safety
audit
HR developme scheduling Discipline
Planning nt

Personal
Welfare research
Motivation Teams
Recruitme Career and
nt planning teamwork HR
accounti
Social ng
Job security
evaluation
Selection Succession Collective
HRIS
planning bargaining

Performanc Job
Placement e and stress
Human potential Participati
resource appraisal on
developme Counseli
Empower
nt ng
Induction ment
strategies
Compensati
Mentorin
on
g
Administrati
Internal Trade
on
mobility unions
Internati
onal
HRM
Incentives
Employees
benefits
Associatio
and
n
services
Industrial
relations

The Dimensions of Personnel Management


Personnel
Aspect
Recruitment, selection, placement,
training, appraisal, compensation,
productivity.
Function 1: Manpower planning

The penalties for not being correctly staffed are costly.


• Understaffing loses the business economies of scale and
specialization, orders, customers and profits.
• Overstaffing is wasteful and expensive, if sustained, and it is
Welfarelegislation in respect
costly to eliminate because of modern
aspect
of redundancy payments, consultation,
Personnel
Workingminimum periods of
conditions, amenities,
Management
notice, etc. Very importantly, overstaffing reduces the
facilities, benefits.
competitive efficiency of the business.
Planning staff levels requires that an assessment of present and
future needs of the organization be compared with present
resources and future predicted resources. Appropriate steps then
be planned to bring demand and supply into balance.
Thus the first step is to take a 'satellite picture' of the existing
workforce profile (numbers, skills, ages, flexibility,
Industrial gender,
relation s
experience, forecast capabilities, character,
aspect potential, etc. of
Union-management relations,
existing employees) and then to adjust this for 1, 3 and 10 years
ahead by amendments for normal turnover, disputesplanned
settlement, grievances
staff
handing, discipline, collective
movements, retirements, etc, in line with the business plan for
bargaining.
the corresponding time frames.
The result should be a series of crude supply situations as would
be the outcome of present planning if left unmodified. (This,
clearly, requires a great deal of information accretion,
classification and statistical analysis as a subsidiary aspect of
personnel management.)
What future demands will be is only influenced in part by the
forecast of the personnel manager, whose main task may well be
to scrutinize and modify the crude predictions of other managers.
Future staffing needs will derive from:
• Sales and production forecasts
• The effects of technological change on task needs
• Variations in the efficiency, productivity, flexibility of labor as
a result of training, work study, organizational change, new
motivations, etc.
• Changes in employment practices (e.g. use of
subcontractors or agency staffs, hiving-off tasks, buying in,
substitution, etc.)
• Variations, which respond to new legislation, e.g. payroll
taxes or their abolition, new health and safety requirements
• Changes in Government policies (investment incentives,
regional or trade grants, etc.)
What should emerge from this 'blue sky gazing' is a 'thought out'
and logical staffing demand schedule for varying dates in the
future which can then be compared with the crude supply
schedules. The comparisons will then indicate what steps must be
taken to achieve a balance.
That, in turn, will involve the further planning of such recruitment,
training, retraining, labor reductions (early
retirement/redundancy) or changes in workforce utilization as will
bring supply and demand into equilibrium, not just as a one–off
but as a continuing workforce planning exercise the inputs to
which will need constant varying to reflect 'actual' as against
predicted experience on the supply side and changes in production actually achieved as
against forecast on the demand side.

Function 2: Recruitment and selection of employees

Recruitment of staff should be preceded by:


An analysis of the job to be done (i.e. an analytical study of the
tasks to be performed to determine their essential factors) written
into a job description so that the selectors know what physical
and mental characteristics applicants must possess, what
qualities and attitudes are desirable and what characteristics are
a decided disadvantage;
• In the case of replacement staff a critical questioning of the
need to recruit at all (replacement should rarely be an
automatic process).
• Effectively, selection is 'buying' an employee (the price
being the wage or salary multiplied by probable years of
service) hence bad buys can be very expensive. For that
reason some firms (and some firms for particular jobs) use
external expert consultants for recruitment and selection.
• Equally some small organizations exist to 'head hunt', i.e. to
attract staff with high reputations from existing employers to
the recruiting employer. However, the 'cost' of poor selection
is such that, even for the mundane day-to-day jobs, those
who recruit and select should be well trained to judge the
suitability of applicants.
The main sources of recruitment are:
• Internal promotion and internal introductions (at times
desirable for morale purposes)
• Careers officers (and careers masters at schools)
• University appointment boards
• Agencies for the unemployed
• Advertising (often via agents for specialist posts) or the use
of other local media (e.g. commercial radio)
Where the organization does its own printed advertising it is
useful if it has some identifying logo as its trade mark for rapid
attraction and it must take care not to offend the sex, race, etc.
antidiscrimination legislation either directly or indirectly. The form
on which the applicant is to apply (personal appearance, letter of
application, completion of a form) will vary according to the posts
vacant and numbers to be recruited.
It is very desirable in many jobs that claim about experience and
statements about qualifications are thoroughly checked and that
applicants unfailingly complete a health questionnaire (the latter
is not necessarily injurious to the applicants chance of being
appointed as firms are required to employ a percentage of
disabled people).
Before letters of appointment are sent any doubts about medical
fitness or capacity (in employments where hygiene considerations
are dominant) should be resolved by requiring applicants to
attend a medical examination. This is especially so where, as for
example in the case of apprentices, the recruitment is for a
contractual period or involves the firm in training costs.
Interviewing can be carried out by individuals (e.g. supervisor or
departmental manager), by panels of interviewers or in the form
of sequential interviews by different experts and can vary from a
five minute 'chat' to a process of several

days. Ultimately personal skills in judgment are probably the most


important, but techniques to aid judgment include selection
testing for:
• Aptitudes (particularly useful for school leavers)
• Attainments
• General intelligence
(All of these need skilled testing and assessment.) In more senior
posts other techniques are:
• Leaderless groups
• Command exercises
• Group problem solving
(These are some common techniques - professional selection
organizations often use other techniques to aid in selection.)
Training in interviewing and in appraising candidates is clearly
essential to good recruitment. Largely the former consists of
teaching interviewers how to draw out the interviewee and the
latter how to xratex the candidates. For consistency (and as an
aid to checking that) rating often consists of scoring candidates
for experience, knowledge, physical/mental capabilities,
intellectual levels, motivation, prospective potential, leadership
abilities etc. (according to the needs of the post). Application of
the normal curve of distribution to scoring eliminates freak
judgments.

Function 3: Employee motivation


To retain good staff and to encourage them to give of their best
while at work requires attention to the financial and psychological
and even physiological rewards offered by the organization as a
continuous exercise.
Basic financial rewards and conditions of service (e.g. working
hours per week) are determined externally (by national
bargaining or government minimum wage legislation) in many
occupations but as much as 50 per cent of the gross pay of
manual workers is often the result of local negotiations and
details (e.g. which particular hours shall be worked) of conditions
of service are often more important than the basics. Hence there
is scope for financial and other motivations to be used at local
levels.
As staffing needs will vary with the productivity of the workforce
(and the industrial peace achieved) so good personnel policies are
desirable. The latter can depend upon other factors (like
environment, welfare, employee benefits, etc.) but unless the
wage packet is accepted as 'fair and just' there will be no
motivation.
Hence while the technicalities of payment and other systems may
be the concern of others, the outcome of them is a matter of
great concern to human resource management.
Increasingly the influence of behavioral science discoveries are
becoming important not merely because of the widely-
acknowledged limitations of money as a motivator, but because
of the changing mix and nature of tasks (e.g. more service and
professional jobs and far fewer unskilled and repetitive production
jobs).
The former demand better-educated, mobile and multi-skilled
employees much more likely to be influenced by things like job
satisfaction, involvement, participation, etc. than the
economically dependent employees of yesteryear.
Hence human resource management must act as a source of
information about and a source of inspiration for the application
of the findings of behavioral science. It may be a matter of
drawing the attention of senior managers to what is being
achieved elsewhere and the gradual education of middle
managers to new points of view on job design, work organization
and worker autonomy.

Function 4: Employee evaluation


An organization needs constantly to take stock of its workforce
and to assess its performance in existing jobs for three reasons:
• To improve organizational performance via improving the
performance of individual contributors (should be an
automatic process in the case of good managers, but (about
annually) two key questions should be posed:
○ what has been done to improve the performance of a
person last year?
○ and what can be done to improve his or her
performance in the year to come?).
• To identify potential, i.e. to recognize existing talent and to
use that to fill vacancies higher in the organization or to
transfer individuals into jobs where better use can be made
of their abilities or developing skills.
• To provide an equitable method of linking payment to
performance where there are no numerical criteria (often
this salary performance review takes place about three
months later and is kept quite separate from 1. and 2. but is
based on the same assessment).
On-the-spot managers and supervisors, not HR staffs, carry out
evaluations. The personnel role is usually that of:
• Advising top management of the principles and objectives of
an evaluation system and designing it for particular
organizations and environments.
• Developing systems appropriately in consultation with
managers, supervisors and staff representatives. Securing
the involvement and cooperation of appraisers and those to
be appraised.
• Assistance in the setting of objective standards of evaluation
/ assessment, for example:
○ Defining targets for achievement;
○ Explaining how to quantify and agree objectives;
○ Introducing self-assessment;
○ Eliminating complexity and duplication.
• Publicizing the purposes of the exercise and explaining to
staff how the system will be used.
• Organizing and establishing the necessary training of
managers and supervisors who will carry out the actual
evaluations/ appraisals. Not only training in principles and
procedures but also in the human relations skills necessary.
(Lack of confidence in their own ability to handle situations
of poor performance is the main weakness of assessors.)
• Monitoring the scheme - ensuring it does not fall into disuse,
following up on training/job exchange etc. recommendations,
reminding managers of their responsibilities.
Full-scale periodic reviews should be a standard feature of
schemes since resistance to evaluation / appraisal schemes is
common and the temptation to water down or render schemes
ineffectual is ever present (managers resent the time taken if
nothing else).
Basically an evaluation / appraisal scheme is a formalization of
what is done in a more casual manner anyway (e.g. if there is a
vacancy, discussion about internal moves and internal attempts
to put square pegs into 'squarer holes' are both the results of
casual evaluation). Most managers approve merit payment and
that too calls for evaluation. Made a standard routine task, it aids
the development of talent, warns the inefficient or uncaring and
can be an effective form of motivation.

Function 5: Industrial relations

Good industrial relations, while a recognizable and legitimate


objective for an organization, are difficult to define since a good
system of industrial relations involves complex relationships
between:
(a) Workers (and their informal and formal groups, i. e. trade
union, organizations and their representatives);
(b) Employers (and their managers and formal organizations like
trade and professional associations);
(c) The government and legislation and government agencies l
and 'independent' agencies like the Advisory Conciliation and
Arbitration Service.
Oversimplified, work is a matter of managers giving instructions
and workers following them - but (and even under slavery we
recognize that different 'managing' produces very different
results) the variety of 'forms' which have evolved to regulate the
conduct of parties (i.e. laws, custom and practice, observances,
agreements) makes the giving and receipt of instructions far from
simple. Two types of 'rule' have evolved:
• 'Substantive', determining basic pay and conditions of
service (what rewards workers should receive);
• 'Procedural,' determining how workers should be treated and
methods and procedures.
Determining these rules are many common sense matters like:
• Financial, policy and market constraints on the parties (e.g.
some unions do not have the finance to support industrial
action, some have policies not to strike, some employers are
more vulnerable than others to industrial action, some will
not make changes unless worker agreement is made first,
and rewards always ultimately reflect what the market will
bear);
• The technology of production (the effect of a strike in
newspaper production is immediate -it may be months
before becoming effective in shipbuilding);
• The distribution of power within the community - that tends
to vary over time and with economic conditions workers (or
unions) dominating in times of full employment and
employers in times of recession.
Broadly in the Western style economies the parties (workers and
employers) are free to make their own agreements and rules. This
is called 'voluntarism'. But it does not mean there is total
noninterference by the government. That is necessary to:
• Protect the weak (hence minimum wage);
• Outlaw discrimination (race or sex);
• Determine minimum standards of safety, health, hygiene
and even important conditions of service;
• To try to prevent the abuse of power by either party.

Function 6: Provision of employee services


Attention to the mental and physical well-being of employees is
normal in many organizations as a means of keeping good staff
and attracting others.
The forms this welfare can take are many and varied, from loans
to the needy to counseling in respect of personal problems.
Among the activities regarded as normal are:
• Schemes for occupational sick pay, extended sick leave and
access to the firm's medical adviser;
• Schemes for bereavement or other special leave;
• The rehabilitation of injured/unfit/ disabled employees and
temporary or permanent move to lighter work;
• The maintenance of disablement statistics and registers
(there are complicated legal requirements in respect of
quotas of disabled workers and a need for 'certificates'
where quota are not fulfilled and recruitment must take
place);
• Provision of financial and other support for sports, social,
hobbies, activities of many kinds which are work related;
• Provision of canteens and other catering facilities;
• Possibly assistance with financial and other aid to employees
in difficulty (supervision, maybe, of an employee managed
benevolent fund or scheme);
• Provision of information handbooks,
• Running of pre-retirement courses and similar fringe
activities;
• Care for the welfare aspects of health and safety legislation
and provision of first-aid training.
The location of the health and safety function within the
organization varies. Commonly a split of responsibilities exists
under which 'production' or 'engineering' management cares for
the provision of safe systems of work and safe places and
machines etc., but HRM is responsible for administration, training
and education in awareness and understanding of the law, and for
the alerting of all levels to new requirements.
Function 7: Employee education, training and development
In general, education is 'mind preparation' and is carried out
remote from the actual work area, training is the systematic
development of the attitude, knowledge, skill pattern required by
a person to perform a given task or job adequately and
development is 'the growth of the individual in terms of ability,
understanding and awareness'.
Within an organization all three are necessary in order to:
• Develop workers to undertake higher-grade tasks;
• Provide the conventional training of new and young workers
(e.g. as apprentices, clerks, etc.);
• Raise efficiency and standards of performance;
• Meet legislative requirements (e.g. health and safety);
• Inform people (induction training, pre-retirement courses,
etc.);
From time to time meet special needs arising from technical,
legislative, and knowledge need changes. Meeting these needs is
achieved via the 'training loop'. (Schematic available in PDF
version.)
The diagnosis of other than conventional needs is complex and
often depends upon the intuition or personal experience of
managers and needs revealed by deficiencies. Sources of
inspiration include:
• Common sense - it is often obvious that new machines, work
systems, task requirements and changes in job content will
require workers to be prepared;
• Shortcomings revealed by statistics of output per head,
performance indices, unit costs, etc. and behavioral failures
revealed by absentee figures, lateness, sickness etc.
records;
• Recommendations of government and industry training
organizations;
• Inspiration and innovations of individual managers and
supervisors;
• Forecasts and predictions about staffing needs;
• Inspirations prompted by the technical press, training
journals, reports of the experience of others;
• The suggestions made by specialist (e.g. education and
training officers, safety engineers, work-study staff and
management services personnel).
Designing training is far more than devising courses; it can
include activities such as:
• Learning from observation of trained workers;
• Receiving coaching from seniors;
• Discovery as the result of working party, project team
membership or attendance at meetings;
• Job swaps within and without the organization;
• Undertaking planned reading, or follow from the use of self–
teaching texts and video tapes;
• Learning via involvement in research, report writing and
visiting other works or organizations.
So far as group training is concerned in addition to formal courses
there are:
• Lectures and talks by senior or specialist managers;
• Discussion group (conference and meeting) activities;
• Briefing by senior staffs;
• Role-playing exercises and simulation of actual conditions;
• Video and computer teaching activities;
• Case studies (and discussion) tests, quizzes, panel 'games',
group forums, observation exercises and inspection and
reporting techniques.
Evaluation of the effectiveness of training is done to ensure that it
is cost effective, to identify needs to modify or extend what is
being provided, to reveal new needs and redefine priorities and
most of all to ensure that the objectives of the training are being
met.
The latter may not be easy to ascertain where results cannot be
measured mathematically. In the case of attitude and behavioral
changes sought, leadership abilities, drive and ambition fostered,
etc., achievement is a matter of the judgment of senior staffs.
Exact validation might be impossible but unless on the whole the
judgments are favorable the cooperation of managers in
identifying needs, releasing personnel and assisting in training
ventures will cease.
In making their judgments senior managers will question whether
the efforts expended have produced:
• More effective, efficient, flexible employees;
• Faster results in making newcomers knowledgeable and
effective than would follow from experience;
• More effective or efficient use of machinery, equipment and
work procedures;
• Fewer requirements to implement redundancy (by
retraining);
• Fewer accidents both personal and to property;
• Improvements in the qualifications of staff and their ability to
take on tougher roles;
Better employee loyalty to the organization with more willingness
to innovate and accept change.

Salary & Wages slip


Form No. 10

Wages Slip (Rule 26(2))

Mirza International Ltd. Unit 2

Sahjani Magarwara, Unnao

Name of the worker --------------------------------------------------------------

Ticket No. --------------------------------------------------------------------------

Wage period------------------------------------------------------------------------

Wage Rs----------------------------------------------------------------------------

Dearness Allowance Rs----------------------------------------------------------


Over time worked/Extra worked
------------------------------------------------

Total Rs-----------------------------------------------------------------------------

Deduction-P.F. Rs---------------- Insurance Rs--------------------------------

Net Amount payable Rs.


-----------------------------------------------------------

Sing. Of the Employer

Or any person

Authorized by him

Sing. Of the Employee

SOCIAL SECURITY NUMBER(SSN)


KEY TO YOUR SOCIAL SECURITY

Employees’ Provident Fund Organisation has launched


a major project called “Re-Inventing EPF India’ to provide
world class service to all its clients. As part of this project a
unique identity number called Social Security Number (SSN) is
allotted to every Provident Fund subscriber. It is the first step
towards providing world class service to all Provident Fund
subscribers. Social Security Number is a unique 14 digit
identification number. Subscriber’s information is collected in
prescribed SSN forms along with Photograph of the member. The
SSN forms are supplied by Provident Fund Office, free of cost.
Social Security Number is compulsory for every
Provident Fund subscribers in the new system for providing all
kind of services. Provident Fund Office will be setting up camp in
your establishment or nearby area for data collection for
allotment of Social Security Number very shortly. Please contact
your employer or the Provident Fund Office for filling up of the
forms for getting Social Security Number.

WHY DO I NEED IT?


AFTER ALLOTMENT OF SOCIAL SECURITY NUMBER:

• You will have one unique number for life time including for
your Pension after retirement.

• You will get ANY WHERE ANY TIME FACILITY. , when all
the offices of Employees Provident Fund Organisation are
eventually linked together electronically in a phased
manner.

• There will not be any necessity to transfer your Provident


fund accumulations every time you change your
employment, or move from one place to another.

• Your Provident Fund account will be updated every month


instead of the present yearly updating.

• Eventually, when the necessary infrastructure is put in


place, you can know your Provident Fund balance even over
telephone (IVRS), through the internet or through specially
set up interactive kiosks.

• Please take care to furnish all information about you


in the SSN Form correctly and completely. Kindly co-
operate with EPF team when they visit your
establishment or in a nearby camp for capturing
Photographs and data.

REMEMBER !
SOCIAL SECURITY NUMBER
IS COMPULSORY FOR ALL PF MEMBERS
PROCEDURE ALLOTMENT OF SSN:FOR

• A unique SSN form supplied free of cost by EPFO field Office


will have to be got filled by every employer in respect of
each of his employees.
• For allotment of SSN the data will be captured either
through a Camp (in case where a large number of employees
are available in an establishment under one roof), in the
premises of the establishment itself; or filled in forms with
pasted photo. The procedure to be followed is as under-
• The employer/manager of the establishment should get the
date and venue of the Camp decided in consultation with the
local EPF Officer In-charge of SSN so that attendance of all
the employees of the establishment is ensured in the camp.
• Forms should be filled after reading and understanding the
form filling instructions. If need be, seek the help of the form
filling enumerators accompanying the data collection teams.
The six personal information viz member’s name, his/her
father’s name, mother’s maiden name, his date of birth, ,
place of birth, sex; plus one change of original name ie. (if
the member was known by any other name earlier) will be
used to identify the person uniquely.
• Employer will be aided/ assisted in filling up the forms by a
team of data collection vendor accompanying local EPF
official termed as ECRs (EPF Camp Representatives).
• Data (from filled forms of each individual) and digital photo
of the member will be captured in the Camp by a joint team
of local EPF Office and data collection vendor.
• The details furnished in the forms will be verified and signed
by the employer (for the authenticity and accuracy.
• Employees, who could not attend a camp, can join another
adjoining next camp. Still, if some members could not visit
the camps they can paste a passport size photograph
(preferably colored) and submit the same at local field Office
of EPFO (Sub Regional Office, Regional Office).
• Once data has been collected, a communication regarding
number allotted to each employee will be sent to the
employers who will communicate the number to respective
individual.
• All new employees will fill the forms with pasted photo and
submit the same to EPFO or can visit local EPF Office to get
his/her details captured in the permanent Camp.

Social Security number

VI NATIONAL MATERNITY BENEFIT SCHEME:


Specific Conditions:-
25. The maternity benefit will provide lump sum cash assistance
to women of households below the poverty line subject to the
conditions in Paragraph 26 below.
26. For purposes of determining central assistance, the following
criteria shall apply:-
• The maternity benefit will be restricted to pregnant women
for up to the first two live births provided they are of 19
years of age and above.
• The beneficiary should belong to a household below the
poverty line according to the criteria prescribed by the
Government of India.
• The ceiling on the amount of the benefit for purposes of
claiming Central assistance will be Rs.500.
• The ceiling on the total number of maternity benefits for
purposes of claiming Central assistance will be as specified
for the States/UTs in Table I.
27. The maternity benefit will be disbursed in one instalment 12-8
weeks prior to the delivery. However, the benefit can be made
even after the delivery of child subject to the sanctioning
authority being satisfied about the genuineness of the case. It is
desirable that the child receives one dose of oral polio and BCG
vaccination at birth and the first dose of DPT and polio in the sixth
week.
28. The sanctioning authority shall have the right to stop/recover
payments made on the basis of false or mistaken information
about eligibility.
VII MONITORING AND EVALUATION:
29. The State/UT Committee constituted as per Para 13(iv) shall
institute adequate and appropriate arrangements for monitoring
and evaluation of the NSAP. For this purpose, they can utilise the
District Level Committees, Government evaluation agencies and
independent academic and other institutions.
30. An Advisory Committee will be established at the all India
level to assist the Ministry of Rural Development in the monitoring
and evaluation of the NSAP and to advise on matters related to its
effective implementation.
31 The State/UT Governments shall furnish to the Department of
Rural Development in the Ministry of Rural Development, which is
the nodal agency at the Centre, monthly and annual progress
reports as per format prescribed in Annexure II.

Bonus
An important component of employee’s earning, besides salary, is
bonus. Starting as an adhoc and ex-gratia payment, bonus was
claimed as dearness allowance during World War 2. In the course
of labour history, it has metamorphosed from a reward or an
incentive for good work, into a defendable right and a just claim.
Subsequently, under the payment of bonus Act, 1965, it secured
the character of a legal right. The dictionary meaning of ‘bonus‘ is
an extra payment of the workers beyond the normal wage. It is
argued that bonus is a deferred wage payment which aims at
bridging the gap between the actual wage and the need based
wage. It is also said that bonus is a share in the surplus. But it is
only incidentally treated as a source of bridging the gap between
the actual wage and the need based wage.

The Payment of Bonus Act, 1965


The Act defines an employee who is covered by it as one earning
Rs. 2500 p.m. basic plus dearness allowance and
specifies the formula for calculating the allocable
surplus from which bonus is to be distributed. The
minimum bonus to be paid has been raised from 4 per
cent to 8.33 per cent and is sought to be linked to
increased productivity in recent time. Through
collective bargaining the workers, through their
representative union, can negotiate for more then what
the Act provides and get the same retified by the
government, if necessary. In the absence of such a
process, the Act makes it mandatory to pay bonus to
employee following a prescribed formula for calculating
the available surplus. The available surplus is normally
the gross profits for that year after deducting
depreciation, development rebate\investment
allowance\development allowance, direct tax and other
sums referred to in sec. 6. The act applies to every
factory or establishment in which 20 or more person
are employed in an accounting year. Currently the
position is such that even if there is a loss, a minimum
bonus needs to be paid treating the same as deficit to
be carried forward and set off against profits in the
subsequent years .The act is proposed to be changed
since the amount of bonus, the formula for calculating
surplus and the set off provision have all been under
serious attack from various quarters

Evaluation
During training, learned and practice different aspects of
personnel management. The work of personnel
management includes plenty of work, Like-managerial
work and clerical work etc. o that we learned different
work as we studied in theory. In Mirza International Ltd.
We got practical experience such as-
• Maintenance of form no.-12,which denote workers, Labours
and staff’s present and absentee leave.
• Mirza provide punching card system to workers. Which
shows daily, in-out in factory. In the work of month, by
calculating working hours of workers through this card and
provide wages to workers.
• Most of the worker works under the contractor, means
production mostly depend upon contract. That’s why Mirza
apply contract labour and regulation and abolition Act.
• Over time wages provide to worker.
• E S I facility for permanent workers.
• Provident fund provided by the employer.
• In any gratuity worker can take help by the employer.
• Personnel department maintain personal record of each
worker and employee.
• Salary and wage provide by cheques and cash.
• Wages depend on piece rate.
• There are two type leave provide by employer.
(1) Earn leave (2) Casual leave.

• Earn leave-300/20 days-15 leave


• Casual leave-7 leave – If doesn’t take then, Amount will not
payable.

• Bonus PROVIDED BY EMPLOYER 20% OF THE EARNING


WHICH IS MAXIMEUM GOVERNMENT RATE .

• FOR PERMAMENT WORKER BONUS IS 20%AND 10% BONUS


FOR STTIPEND.

• E S I PROVIDED 1.75% OF THE EMPLOYEE AND 4.5%BY THE


EMPLOYER
EMPLOYEE PROVIDENT FUND 12%OF THE SALARY OR
WAGES.

• SOCIAL SECURITY NUMBER (SSN)FOR WORKERS IT APPIY ALL


INDIA FOR WORKER

• RECRUITEMENT AND SELECTION BASED ON ADVERTIESMENT


AND THROUGH REFERENCE .

• ON JOB TRENING PROGRAM FACILITY.


FOR GRADE 1&2 SELECTION & RECRUITEMENT PROCESS
DEPEND ON REFERENCE.
• PRE INFORMATION AND APPLICATION ESSENTIAL FOR LEAVE.

• LATE CHARGE IN 3 DAYS LATE 1ST DAY HALF SALARY CUT BY


THE EMPLOYER.

• THERE IS NONE CHILD LABOUR.

• CANTEEN, DRINKING WATER, URINALS, PARK,GARDEN,


CYCLE & VECHICLE ,TRANSPORT, BUILDING FACILITY.
• MASQUE FOR NAMAJ.

• WELL DECIPLINE WORKING ATMOSPHERE.

• LUNCH TIME IS ½ AN HOUR.


OVERTIME:
IN ONE MONTH MAXIMUM – 80 HOURS

AS PER LAW OVERTIME SHOULD BE ONLY 2 HOURS IN ONE DAY

OVERTIME SALARY/WAGES

WORKING HOURS = 8H+2H+1(LUNCH BREAK)

TOTAL= 11 HOURS

AS PER LAW, WORKER CANNOT DO WORK MORE THAN 11


HOURS IN ONE DAY.

OVERTIME AMOUNT =14.42*TOTAL HOURS