A PROJECT REPORT On ³Study of HR Practices & Process of Performance Appraisal´

With special reference to ADITYA BIRLA GROUP GRASIM INDUSTRIES R.M.C Division Head Office ± MUMBAI Submitted To

Submitted by VEENU RANI ROLL NO: - 26 MBA- H.R. (2009-2011) S.S.D. WIT, BATHINDA

TABLE OF CONTENTS CHAPTER NO.
1 2 3 4 5 6

TITLES
Acknowledgement Executive Summary Company Profile Organizational Chart Introduction About the project Recruitment Selection Performance Appraisal Training & Development Talent Management Job Analysis Organizational Structure Human Resource Information system Company Philosophy Exit Interviews

PAGE NO.

7 8 9 10 11

Learning¶s Observations & Findings Recommendations Nomenclatures and Abbreviations Limitations & Bibliography

Acknowledgement

It is not possible to prepare a project report without the assistance & encouragement of other people. This one is certainly no exception.

On the very outset of this report, I would like to extend my sincere & heartfelt obligation towards all the personages. Without their active guidance, help, cooperation & encouragement, I would not have made headway in the project.

I would like to express my sincere thanks to everyone who has continuously guided me & supported in all the tasks by giving me valuable insight into issues like the meaning of HR practices, its uses, objectives and tools as well as steps to be considered in developing and studying an organizational structure.

(VEENU RANI)

Executive Summary
The importance of personnel management is being increasingly realized in industrial and non-industrial organization both in India and abroad. The realization has come about because of increasing complexity of the task of managers and administrators. In most organizations the problems of getting the competent and relevant people, retaining them, keeping up their motivation and morale, and helping them to both continuously grow and contribute their best to the organizations, are now viewed as the most critical problems.

So with this reference the project titled Study of HR practices & process of Performance Appraisal has been conducted, based on the primary research in Ultratech Cement Limited, RMC Division has been prepared to get a better insight into the management practices adopted by UTCL with reference to HR Policies prepared by the HR department in organization.

With reference to the HR Practices brief knowledge has been gained how the Recruitment cycle functions, Selection done, Training Calendar prepared, what does compensation & cost to company means and the steps of performance appraisal

Thailand. is a Fortune 500 Company.Company Profile Aditya Birla Group is India's first truly multinational corporation. Egypt. Malaysia and Korea. Australia. Aditya Birla Group has its presence in 20 countries ± India. Indonesia. China. In India ‡ A premier branded garments player. ‡ The 2nd largest player in viscose filament yarn. Germany. Brazil. ‡ Among the top 5 mobile telephony companies. USA. ‡ The 2nd largest in the Chlor-alkali sector. Laos. among the world¶s most cost-efficient aluminium and copper producers. .00. The group has an annual turnover of US$ 24 billion and has over 1. UK. Italy. Switzerland. Hindalco. Globally the Aditya Birla Group is: ‡ A metals powerhouse. from its fold.000 employees belonging to over 25 different nationalities on its rolls. It is also the largest aluminium rolling company and one of the 3 biggest producers of primary aluminum in Asia. Philippines. Hungary. Canada. France. Luxembourg.

asset management and other financial services. fertilizers. Hindalco acquired Novelis and in the process became the World¶s largest aluminium rolling company and one of the biggest producers of primary aluminium in Asia. Ultra Tech Cement The Groups cement business is under both Grasim and UltraTech cement. carbon black. In 2007. business process outsourcing (BPO). telecom. Hindalco deals in Aluminium and Copper and is an industry leader in both.Hindalco It has established been in 1958. Its copper smelter is today the world's largest custom smelter at a single location. Aditya Birla Nuvo. textiles and insulators. Aditya Birla Nuvo Aditya Birla Nuvo is a diversified business conglomerate with interests in viscose filament yarn (VFY). . branded garments. as well as India's leading copper producer. IT services. Hindalco is the world's largest aluminium rolling company and one of the biggest producers of primary aluminium in Asia. through its subsidiaries and joint ventures has made forays into life insurance. Together the two companies under the group account for a substantial share of the cement market in India.

Grasim acquired the wellknown Dharani Cements Ltd situated at Reddipalayam. Europe and the Middle East. airports. It is the country's largest exporter of cement clinker. Africa. it acquires a stone-like consistency that makes it ideal for constructing roads. bridges. Soon after the acquisition. Concrete is used more than any other man made material on the planet.UltraTech cement comprises the erstwhile cement business of L&T which was acquired by the group. Grasim embarked on a most prestigious project of one million top capacity cement plant at the existing locations. It was in 1824. Ready Mix Concrete Concrete is a hardened building material created by combining a binder i. water supply and sewage systems. In August 1998. Grasim Industries Limited is the flagship company of Aditya Birla Group. factories. it is only one of several components in modern concrete.e. water and admixtures. waterways. Perambalur District. cement (commonly Portland cement). railroads. aggregate (generally gravel and sand). Ultra Tech Cement manufactures and markets Ordinary Portland Cement. Portland Blast Furnace Slag Cement and Portland Pozzolana Cement. Now a day the cement division of the Grasim industries Limited works under the banner of the Ultratech Cement limited (UTCL). Its export market includes countries around the Indian Ocean. when Joseph Aspdin and Isaac Charles Johnson refined synthetic cement that . Grasim itself is a multi-product company with cement being the major area of focus. As concrete dries. mass transit system. Although people commonly use the word cement as a synonym for concrete.

Shrink-mixed concrete is partially mixed at the central plant and its mixing is then completed en route to the site. different types of concrete are categorized according to their method of installation. This type of concrete is sometimes transported in an agitator truck and is also known as transit-mixed concrete. However. it was not widely used until World War II.Portland cement came into existence. . when several large docks and bridges were constructed. Ready or pre-mixed concrete is batched and mixed at a central plant before it is delivered to a site. the Aditya Birla Group Company. maintains a high level of precision in its quality assurance procedures and produces world-class concrete that comes in a package of highly reliable durability. The secret of good concrete lies in the degree of quality control and technical parameters of the mix. UltraTech. Today. strength and performance. which makes good concrete better.

durability and performance. each and every sample of concrete passes through stringent tests in fresh and hardened state to ensure strength. . but the way it is mixed. UltraTech Concrete makes good concrete better because the company takes extra care to make sure it is perfect both ways ²proportion wise and handling wise. cured and protected also play a great role. compacted. placed. And an art because it is not just the accurate proportioning which determines the quality of concrete. To ensure quality. Science because the right proportions of all the ingredients as per the standard Bureau of Indian Standards (BIS) code assures the desired strength and durability.The making of concrete is a science as well as an art.

UltraTech Concrete directly sources the aggregates from selected and approved suppliers. moisture etc. . UltraTech Concrete plant uses fresh cement directly procured from the cement plants through cement bulkers. Coarse aggregates Free from clay.. which in turn pump it directly into the concrete silos thus protecting it from the external environment. shape. it's all about putting together the right ingredients for that perfect recipe. weeds and other organic materials. Clearly. placing of concrete till testing of concrete ²UltraTech ensures flawless operation in every stage. cubical or rounded with a combination of different sizes and not elongated or flaky ² ensure proper strength of the concrete and make it non-porous. tested as per BIS for size. These coarse aggregates are a vital ingredient of good concrete. protected from weathering conditions and influence of external environment such as air.How does UltraTech Concrete make good concrete better? Right from selecting the raw materials to batching and mixing. gradation. Cement Fresh cement. impact value and crushing value etc. transportation. is an important ingredient of concrete.

acids. Admixture Admixtures used in concrete during mixing ensure its workability (the ease of placing of concrete in moulds) and the setting time is carefully chosen from reputed companies. UltraTech Concrete plants use moisture sensors and an automatic water correction procedure. The water-cement ratio. clay. alkalies. The workability is measured for every batch through the slump cone and is controlled using a scientific method of dosing. the fine aggregate used in concrete must be free from silt. which affect the concrete quality and durability. sugar and organic materials is ideal for concrete. UltraTech Concrete uses water tested at frequent intervals and uses water purifiers whenever necessary. It uses a computerized recipe for the raw mix design (cement: sand: coarse aggregate: water: admixture) and quantities of raw materials are weighed automatically as per the design mix. free from impurities such as oil.Fine aggregate Sand. salts and organic materials to prevent shrinkage cracks. Water Potable water. To maintain the correct water-cement ratio. UltraTech Concrete directly purchases sand from selected and approved suppliers tested for moisture content. very important to satisfy the strength and durability criteria of concrete. UltraTech Concrete is equipped with computerized batching and mixing plants to strictly monitor the quality of the concrete. salts. is pre-designed through a scientific .

Further. Qualified and experienced engineers monitor the entire operation. as there is possibility of the concrete drying out and losing its workability and plasticity. Mixing is generally done through high efficiency pan mixers (machine mixers / turbo mixer) to ensure uniform and consistent quality concrete. Placing the concrete is expedited scientifically by specialized delivery trucks. . Transportation The transport of concrete from its place of mixing to the delivery point is very critical.mix design as per the BIS standards and kept constant throughout to maintain the consistency in quality for a particular mix. the concrete is pumped to the actual point of concreting using high efficiency concrete pumps. UltraTech Concrete transports concrete from its ready mix concrete plants to the site through transit mixers. thus maintaining the homogeneity of the concrete throughout the transit till the final deposition.

education. spearheaded by Mrs. Over 50 per cent of its revenues flow from its overseas operations Beyond business ² the Adity Birla Group is: Working in 3.It is anchored by an extraordinary force of 100. sustainable livelihood. the Group has been adjudged ³The Best Employer in India and among the top 20 in Asia´ by the Hewitt-Economic Times and Wall Street Journal Study 2007. infrastructure and espousing social cause.700 villages Reaching out to seven million people annually through the Aditya Birla Centre for Community Initiatives and Rural Development. . Rajashree Birla Focusing on: health care.000 employees. In India. belonging to 25 different nationalities. .

such shared understanding cannot be created through leadership of individuals alone. Vision of the company: To be a premium global conglomerate with a clear focus on each business. when they understand the organization. People understand an organization through its values by experiencing the culture that values create and by using the systems and processes that values define. it requires leadership of principles. of beliefs. Mission of the company: To deliver superior value to the customers. These together constitute what they call their ³Value´. Commitment. of conviction. In large organizations. employees and society at large. Speed.About Ultratech Cement Ltd. Passion. Integrity. mission and values. shareholders. Seamlessness. . Values of the company: People contribute when they relate to an organization and they relate. Ultratech Cement Ltd is having its own vision.

Organizational Chart RMC Central .

Head RMC Head SCM Head Operation Head Mktg & Sales AHead HR Head Head Aggregate O&M Head Logistics Head IT Head Mktg Head Sales .

RMC HR .

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good planning and the development of effective practices make regulatory compliance much easier. fairness) ‡ Measurement of HR policy violation . HR and business practices as it depends on meeting the requirements of mandated laws and regulations.Introduction HR PRACTICES The success of any business depends as much on appropriate. and to gain the competitive advantage of a workforce strategically aligned with the organization¶s goals and objectives. KPI's For HR PRACTICES Some of the key performance indicators for Human Resources include but are not limited to the following. ‡ Employees¶ clarity on HR policies ‡ Employees¶ clarity on roles. responsibilities and expectations ‡ Development of qualitative staff ‡ Number of HR issues arising for which there are no clear policies and guidelines ‡ Competitiveness of compensation structure relative to industry benchmark ‡ Usefulness and accuracy of compensation survey ‡ Lead time to respond to staff welfare issues ‡ Employees¶ assessment of promotion criteria and process (clarity. wellcommunicated. effective. HR practices helps in increasing the productivity and quality. In fact.

Hence the job of the best practices human resources firm is to make sure that these benefits and pay scales meet the company¶s budget while remaining attractive and competitive enough to pull in the very best talent possible. We should know that these figures put the company in a good light while also presenting themselves as engaging and competitive for company¶s recruitment efforts.‡ Average time required to fill vacancies ‡ Proportion of training programs resulting in productivity improvement ‡ Staff attrition rate ‡ Understanding / Clarity of the Organizational philosophy ‡ Outline internal capabilities and identify gaps on skills-competencies-behavioral aspects ‡Prepare HR strategic Objectives and bring in clarity as to how the HR strategy supports the organizational strategy ‡ Develop KPI's for each of the strategic objectives. ‡ Track and measure performance Human Resources Best Practices The best practices in the management of human resources are the ones which optimize a workforce so that it can not only get work done. timeliness and quality as it accomplishes increases productivity overall. but also ensure a greater level of efficiency. .

The objective of HR Practices is to increase productivity and quality. y It gives the suitable working environment to the employees. As all the employees Perks chart has been mentioned according to their designation in the HR practices. So it creates a transparency. y The success of company motivates the employees of organization to continue relationship with it. becausey Transparent HR practices ensure continuous business growth in every organization. By following this. the organization does its whole work process. . and to gain the competitive advantage of a workforce strategically aligned with the organization¶s goals and objectives. it helps the employees to know what their perks charts are.Objective of HR Practices:The main objective of HR Practices is to differentiate the organization from its competitors by effective and efficient HR Practices. As The Transparent HR practices can reduce attrition.

is the most successful company among its competitors. The HR policies of the organization have been mentioned in the HR Practices. The HR management is done according to the HR Practices of the company. which helps the organization to achieve the goal of the organization. All companies are having their HR Practices but the company who is having the best.Objective of the Project As we know the whole function of HR department depends upon the HR Practices of the organization. All the rules & regulations for the employees have been also mentioned in this. So the study of the HR Practices means basically the brief study of all HR functions in the organization. y To know what are the uses of HR practices for any organization. I believe the HR Practices is a vital part of an organization. y How these HR Practices help any organization to know its stand in the market and to be competitive by implementing good HR Practices for their employees. Which things to be done and which things should not be done depend upon this only. It also helps the organization to achieve the target of the organization. So the company can get success within its competitors by applying best. The main objective of the project is y To understand the HR practices followed & Process of Performance Appraisal. All the welfare of the employees¶ processes is also mentioned in this. effective HR Practices. .

HR function is very important in every organization. It helps the organization to manage not only the people of the organization but to manage all the working processes in it also. HR refers to set of programs. train and develop members for an organization. y To understand the work culture of the organization.y To understand how the organization would achieve its goals by implementing good HR Practices. HR is management function that helps managers to recruit. functions. . and activities designed and carried out. select. Obviously HR is concerned with the people¶s dimensions in organizations.

developing their skills. . integration. which helps it a lot to achieve the targets. HRM is planning. reinvent. So. renew. Human Resource Management initiatives in any Organization endeavor to change. development. organizing. directing and controlling of the procurement. UTCL has also its HR Practices. organizational and social objectives are accomplished.HR practices of ULTRATECH Cement Ltd (RMC Division) Effective and Efficient HR practices are very much important for every organization. motivating them to higher levels of performance and ensuring that they continue to maintain their commitment to the organization are essential for achieving organizational objectives. maintenance and separation of human resources to the end so that individual. redefine. Definition of HRM HRM is concerned with the people dimensions in management. Since every organization is made up of people. This is effectively done with the help of alignment & integration of HR policies & strategies with business goal & objectives. acquiring their services. revitalize & restructure the Organization architecture. compensation. revisit.

. ‡ To design entry pay that competes on quality but not on quantum. Edwin B. ‡ To infuse fresh blood at all levels of the organization. Recruitment and Selection: RECRUITMET It is a process to discover the sources of manpower to meet the requirements of the staffing schedules and to employ the effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient workforce. ³ OBJECTIVES OF RECRUITMENT ‡ To attract people with multi-dimensional skills and experiences that suti the present and future organizational strategies. ‡ To develop an organisational culture that attracts competent people to the company. ‡ To anticipate and find people for positions that do not exists yet. ‡ To search for talent globally and not just within the company. Flippo has defined it as ³the process of searching for prospective employees and stimulating them to apply for jobs in the organization.The HR practices of Ultratech Cement Ltd (RMC Division) are as follows: 1.

Governmental Factors Company¶s size Company¶s products. services Role of trade unions Cost of recruitment Company¶s name & fame . ‡ Developing suitable techniques to attract suitable candidates. kind of employees needed. ‡ Stimulating as many candidates as possible. exit). Legal. FACTORS affecting RECRUITMENT INTERNAL FACTORS Employer¶s brand Company¶s pay package Quality of work life Organization culture Career planning & growth EXTERNAL FACTORS Socio-economic factors Supply & Demand factors Employment Rate Labour market conditions Political. upcoming vacancies.PROCESS ‡ Finding out the requirement (hiring vs.

Hence. and executive search is leveraged to meet up to the changing needs of the organization In today¶s rapidly changing business environment. it is important to have a well-defined recruitment policy in place. which can be executed effectively to get the best fits for the vacant positions. campus recruitment. Selecting the wrong candidate or rejecting the right candidate could turn out to be costly mistakes for the organization.SOURCES OF RECRUITMENT INTERNAL SOURCES Present employees Retired employees Dependent of present Employee Referrals Trade Unions Walk-ins Head Hunting Mergers & Acquisitions E-Recruitment EXTERNAL SOURCES Campus Recruitment Private employment consultant Data Banks Casual Applicants It helps in translating Business Strategy into people requirements. . A combination of internal recruitment. organizations have to respond quickly to requirements for people.

Recruitment of staff should be preceded by: An analysis of the job to be done (i.SELECTION It is one area where the interference of external factors is minimal. the 'cost' of poor selection is such that. 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. . 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. even for the mundane day-to-day jobs. 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. Equally some small organizations exist to 'head hunt'.e. For that reason some firms (and some firms for particular jobs) use external expert consultants for recruitment and selection.e. etc. However. Effectively. those who recruit and select should be well trained to judge the suitability of applicants. Outsourcing is also done through consultancies by mentioning the requirement. to attract staff with high reputations from existing employers to the recruiting employer. what qualities and attitudes are desirable and what characteristics are a decided disadvantage. number and time. antidiscrimination legislation either directly or indirectly. race. i. Hence the HR department can use its discretion in framing its selection policy and using various selection tools for the best result.

Interviewing can be carried out by individuals (e. intellectual levels.g. Application of the normal curve of distribution to scoring eliminates freak judgments. . For consistency (and as an aid to checking that) rating often consists of scoring candidates for experience. Ultimately personal skills in judgment are probably the most important. supervisor or departmental manager).The form on which the applicant is to apply (personal appearance. 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. physical/mental capabilities. (according to the needs of the post). Largely the former consists of teaching interviewers how to draw out the interviewee and the latter how to rate the candidates. knowledge. motivation. Training in interviewing and in appraising candidates is clearly essential to good recruitment. letter of application. leadership abilities etc. prospective potential. completion of a form) will vary according to the posts vacant and numbers to be recruited.

then does the scheduling for the interview.The Recruitment Process of UTCL The recruitment process of UTCL Cement Ltd starts from the requirement of different departments as per to the org chart. HR Department takes the candidates from Data bank of company. then does the short-listing. After this the . Poornata etc. Then they tell to the HR Department.

Then the company arranges the Induction Program for the employee. The Chart of Recruitment & Selection Process has been given here. The employee then joins in the organization. . After this the recruitment process ends with this. Then offer letter is been given to the selected candidate.selection and negotiation process occurs.

drives bottom-line business results. and retain key employees. recruit. Employee Performance management includes planning work and setting expectations. the Performance Management System helps an organization identify. However. training and development. For an organization the aim should not be just to have the best people. motivate. It provides with input for annual increments. developing the capacity to perform. . but also to retain them and get best out of them. continuously monitoring performance and evaluating it. a Performance Management System is essential to the success of any organization because it influences the effort expended by employees. which in turn. annual evaluations are often subjective and can lack specific measurements and supportive data to help the employee truly improve their behavior. Most organizations focus on an annual evaluation process for employees and call that Performance Management.2. Performance Management System It is a structured method of formally and objectively evaluating employees¶ performance with respect to their objectives. It addresses the issue of an employee¶s development by providing them with structured and in-depth analysis of strengths and areas of improvement. Simply putting. Furthermore.

‡ Determine promotion of employees. _ Support the organization in developing and sustaining a culture that recognizes and rewards individual contributions and team performance. _ Employee¶s knowledge. and abilities with the organization's human capital needs and business objectives. HR Performance Management System can be performed in three steps: Needs Analysis Identifying Competencies Development of effective Performance Management System. employees can manage current tasks and unit goals while keeping pace with. _ Beginning with the recruiting process. . PURPOSE For Administration‡ Document HR decisions with regards to performance & its related issues. and adapting to. For instance. _ Ending with effective exit interviews. skills. ‡ Determine transfer & change in job assignments. ‡ Determine increment in pay of employees. change in the work environment. _ Promote a work climate that requires employees to remain flexibly focused. _ Employee development. _ Provide managers and employees with the tools necessary to focus on short-term and long-term goals that contribute to both career and organizational success.An effective Performance Management System should achieve the following: _ Review the employment cycle of every employee.

‡ Improve communication. During last decade about 50 organisations have adopted MBO in work settings. verifiable & measurable. MBO is a process whereby superior & subordinate managers of an organization jointly identify its common goals. strength & weaknesses. . Method employed ‡ Rating & Contribution ‡ Management by Objectives (MBO)Advanced by Peter F. ‡ Identify individual skills.‡ Determine retention or termination. Drucker. core competencies. define each individual¶s major areas of responsibilities in terms of results expected of him & use these measures of guides for operating the unit & assessing the contribution of its members. ‡ Decide need for training ‡ Decide salary & related issues. For Development‡ Provide performance feedback to all concerned. ‡ Identify training needs. ‡ Decide on layoffs. way back in 1954. ‡ Assist employees in setting goals. The MBO focuses attention on participatively set goals that are tangible.

d) Adjust actual performance due to environment influence. If not achieved identify reasons for deviation. f) Suggest changes in job analysis & standards if necessary. System of Performance Appraisal ± a) Establish Performance Standard. During performance appraisal period the superior & subordinates update & alter goals as necessary due to changes in business environment. g) Follow up. b) Communicate standard & expectation to employees.The superior & subordinates jointly determine goals to be considered during appraisal period & what level of performance is necessary for subordinates to satisfactorily achieve specific goals. c) Measure actual performance. e) Compare actual performance with set standards & find out deviations. . by following instructions.

‡ Personal Prejudice.PROBLEMS- ‡ Rating biases ‡ Halo effect ‡ Error of central tendency. .

Mainly the performance management of UTCL is done by online system includes the following basic processes 1. Annual performance review 1. Mid year review 3. Annual goal setting 2. Annual goal setting ± .

. y Then they notify the same to their manager/immediate supervisor and await approval. after the annual planning and budgeting rounds. all teams identify their KRA¶s and goals for the forthcoming financial year.y In the month of April/May every year. Measurement Criteria. y The main focus of the mid year review is to check if the goals set at the beginning of the year are relevant or if they need to be revised or updated. 2. listing the KRA¶s. y The manager recommends any changes if required or else approves the goals set in the document. y Then the employees fill their goal setting document in the Poornata system. Assigning Weightage and due date for completion of specific goals as already discussed offline. This process occurs by offline. Mid Year Review: y Mid year review of goals set at the beginning of the financial year held on the months of October/November every year. Goals. These documents can also be viewed by manager¶s manager (Reviewer) for their indirect subordinates. y The approved documents will be then available to the employees as well as their managers for the reference throughout the year. y The approval of the goals set by the managers completes the goal setting process. y The mid year review generally initiated by the manager.

give him feedback on his performance and capture his own comments and performance ratings against goals and overall ratings in the manager¶s evaluation form. online in the Poornata system and submits the same to his manager for review. 3. y The manager also discusses the employee¶s performance as well as rating with the manager¶s manager (reviewer) and sends the document to the HR department for further processing. y The manager then discuss the performance of the employee with him/her offline. .y The mid year review is also an opportunity for the manager and his team members to identify and discuss about any performance issues and initiate corrective action for the same. Annual Performance review: y The annual performance reviews against goals set and achieved held during the months of April-May every year. y The mid year review does not entail any ratings. y The employee completes his self-review /appraisal against goals set.

3. The programs also cover the identification of resource personnel for conducting development program. Training objectives assist trainers to design the training program. ‡ This includes improving communication ‡ Different skills ‡ E-mail programming ‡ Operation systems. The company has a strong focus on manpower training according to their requirements. The training objective clears what goal has to be achieved by the end of training program i. Selection of trainees is also facilitated by job analysis. existing staff etc.e. what the trainees are expected to be able to do at the end of their training. The training and development program is charted out to cover the number of trainees. Training and Development The needs of individual are objectively identified & necessary interventions are planned for identified groups. The design of the training program can be undertaken only when a clear training objective has been produced. The internal training department aims at improving the skill sets relevant to the work profile of employees. which get rolled out in a phased manner through training calendar. Training and development programs can also be designed depending upon job requirement and analysis. frequency of training and development programs and budget allocation. .

what could be included.Training DesignThe trainer ± Before starting a training program. experience. educational background of trainees must be kept in mind in order to get the right pitch to the design of the program. positive perception for training program. needs and expectations of the trainees are some of the important factors that affect training design. Training climate ± A good training climate comprises of ambience. These topics and modules are then classified into information. judgmental skills in order to deliver quality content to trainers. etc. interpersonal. topics and ad modules. Age. feelings. Training strategies ± Once the training objective has been identified. . age. knowledge. a trainer analyzes his technical. Trainers break the content into headings. tone. skills. The trainer prepares the priority list of about what must be included. Trainees¶ learning style ± The learning style. trainer decides upon the content to be delivered. the trainer translates it into specific training areas and modules. experience. Training topics ± After formulating a strategy. The trainees ± A good training design requires close scrutiny of the trainees and their profiles. and attitudes.

The method selection depends on the following factors: ‡ Trainees¶ background ‡ Time allocated ‡ Style preference of trainer ‡ Level of competence of trainer ‡ Availability of facilities and resources.Sequence the contents ± Contents are then sequenced in a following manner: ‡ From simple to complex ‡ Topics are arranged in terms of their relative importance ‡ From known to unknown ‡ From specific to general ‡ Dependent relationship Training tactics ± Once the objectives and the strategy of the training program becomes clear. trainer comes in the position to select most appropriate tactics or methods or techniques. etc .

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An employee undergoing training is presumed to have had some formal education.´ MEANING OF TRAINING & DEVELOPMENT ACCORDING TO UTCL: The need for Training and Development is determined by the employee¶s performance deficiency. Hence we can say that Training is offered to operatives. usually by changing the employee¶s attitude or increasing his or her skills and knowledge. Development: Development means those learning opportunities designed to help employees to grow. Development activities such as those supplied by management development programs are generally voluntary in nature. which will be helpful to employers in higher positions.Improve performance ³Training & Development is any attempt to improve current or future employee performance by increasing an employee¶s ability to perform through learning. Training & Development Need = Standard Performance ± Actual Performance Training: Training refers to the process of imparting specific skills. Instead it provides the general knowledge and attitudes. No training program is complete without an element of education. Development is not primarily skills oriented. computed as follows. Efforts towards development often depend on personal drive and ambition. Development provides knowledge about .

scraps and damages to machinery can be avoided ‡ Serves as effective source of recruitment ‡ It is an investment in HR with a promise of better returns in future ‡ Reduces dissatisfaction.business environment. absenteeism. management principles and techniques. complaints and turnover of employees Needs of Training Individual level ‡ Diagnosis of present problems and future challenges ‡ Improve individual performance or fix up performance deficiency . flexibility and capacity for growth in an organization ‡ Accidents. specific industry analysis and the like is useful for better management of a company. The Training Inputs are ‡ Skills ‡ Education ‡ Development ‡ Ethics ‡ Problem Solving Skills ‡ Decision Making ‡ Attitudinal Changes Importance of Training & Development ‡ Helps remove performance deficiencies in employees ‡ Greater stability. human relations.

Rating Scales Group Level Training Needs Identification 1. Work Sampling 7. Performance Appraisals 2. Questionnaires 4. Training Progress Feedback 6. Organizational Climate Indices . Attitude Surveys 5. Interviews 3.‡ Improve skills or knowledge or any other problem ‡ To anticipate future skill-needs and prepare employee to handle more challenging tasks ‡ To prepare for possible job transfers Training given on ‡ Safety aspects ‡ Behavorial aspects ‡ Technical aspects ‡ Communication skills Identification of Training Needs (Methods) Individual Training Needs Identification 1. Personnel / Skills Inventories 3. Organizational Goals and Objectives 2.

. Quality Circles 8. Exit Interviews 6. Trainers Perception Gaps can be reduced between employees and their supervisors 3. Analysis of Current and Anticipated Changes Benefits of Training Needs Identification 1. Efficiency Indices 5. MBO / Work Planning Systems 7. Trainers can design course inputs closer to the specific needs of the participants 4. Diagnosis of causes of performance deficiencies can be done. Customer Satisfaction Survey 9.4. Trainers can be informed about the broader needs in advance 2.

e.5. ‡ Performance. enabling planned succession and career management. Middle & Junior Management. It is built on the work done so far on people processes. This is facilitated by Development Assessment Center followed by Individual Development Plan. ‡ Succession planning. ‡ Compensation. and has a Talent Identification and Talent Development Strategy for all the 3 levels of management i. . Senior. The talent management process includes HR process for ‡ Recruitment. across the group. Talent Management It is a holistic and systematic process.

Organizations therefore need to be able to develop and deploy people who can articulate the passion and vision of the organization and make teams with the energy to perform at much higher levels. It refers to the process of developing and fostering new workers through on boarding. This term also incorporates how companies drive performance at the individual level (performance management). Companies that are engaged in talent management (human capital management) are strategic and deliberate in how they source. train. develop. Talent management in this context does not refer to the management of entertainers. select.‡ Learning and other capabilities around self-service. and move employees through the organization. Talent management is a professional term that gained popularity in the late 1990s. attract. there is mounting pressure on organizations to deliver more and better than before. Talent management is a key business process and like any business process takes inputs and generates output. ‡ Analytics ‡ Reporting. With businesses going global and competition becoming intense. . developing and keeping current workers and attracting highly skilled workers to work for your company. promote.

The term talent management means different things to different people.e. skills. ‡ To others it is about how talent is managed generally . experience. ‡ To some it is about the management of high-worth individuals or ³the talented´. Talent management decisions are often driven by a set of organizational core competencies as well as position-specific competencies. The competency set may include knowledge. on the assumption that all people have talent which should be identified and liberated.i. and personal traits (demonstrated through defined behaviors) .

6. It defines and clusters the task required to perform the job. Job Analysis & Evaluation It is broadly categorized in two parts. identify and disaggregate the activities. It also clarifies boundaries between jobs. The output of Job Analysis exercise is referred to as job description. competencies and accountabilities associated with the job. Job Analysis is a process to understand the job. .

´ y (Systematic Exploration of Activities) ³Job Analysis is a systematic exploration of activities within a job. provided by the organization.´ y ( Identifying Job Requirements) ³Job is a collection of tasks that can be performed by a single employee to contribute to the production of some product or service. Each job has certain ability requirements (as well as certain rewards) associated with it.STEPS y (Process of Collecting Information) ³Job Analysis is a process of studying and collecting information relating to operations and responsibilities of a specific job.´ Each job is a unique description of a role that a person can hold in an organization or required to be performed for the business benefit of that organization. Jobs are used in the following components: ‡ Job and Position Description . The immediate products of this analysis are µJob Description¶ and µJob Specifications¶. Job Analysis is a process used to identify these requirements. It is a basic technical procedure that is used to define duties and responsibilities and accountabilities of the job. When jobs are created. their tasks and requirements are taken into consideration.

.‡ Shift Planning ‡ Personnel Cost Planning ‡ Career and Succession Planning Note: Job descriptions should be as general as possible and as detailed as necessary. JOBS Jobs are general classifications of tasks performed by employees. Examples: y Head of Department y Buyer y Secretary Positions Positions are the concrete representation of jobs. They are held by individuals at your enterprise.

the system prompts us to define the period for which the position will be vacant There will be a central authority that will be designated to declare vacancies and make them available for Recruitment (both internal and external). and can also be assigned its own additional tasks. y When we define a position as vacant. That is the role of positions. or vacant. define the number of positions required the enterprise. partially staffed. If more than one person must perform jobs. but may be partially filled by more than one y Once you have created a job. y A position inherits the job¶s tasks. more than one position must be created to meet this requirement. y Positions can be 100% staffed. Vacancy is thus a declared feature for a position. Positions can fall vacant due to reassignment or Separation as well.y Positions are specific to your enterprise y More than one position can be based on the same job y Each position typically represents one employee. Such positions become unoccupied and not vacant. . y Jobs are not staffed by employees.

y By matching the requirements of a position and the qualifications of the employees. we will be able to do career planning for employees and succession planning for positions. y A profile matching reports can also be run to review the results of how an existing employee or an applicant fares against the requirements of a position. .y A chief position is a position designated as the leader of a particular organizational unit.

. the user must first create a root organizational unit. ‡ Jobs may be created after an organizational unit exists in the model. Once one organizational unit has been created. Position Sub Type. Process Flow: ‡ Before creating all of the other necessary objects and relationships. and Sub department. we can capture complex organizational realities with relative ease.6. By assigning object characteristics. ‡ Position Details like Position Type. requirements etc. Organizational Structure Using the basic object types ± constructs of relationships is built to mirror the business edifices and processes. it is recommended to create the appropriate organizational units below it. Inputs: Organization chart ‡ Root org unit ‡ Additional Org units ‡ Jobs if Required ‡ Positions ‡ Details to where the positions need to be mapped. ‡ You can assign cost centers to organizational units and Positions. Department. validations.

which has been specified to him. To manage the different levels of work the employees have been separated in to different designations and different depts.Every organization has its organizational structure. For similar jobs also the work of the employees¶ has been structured properly. These are: ‡ HR ‡ Marketing ‡ Technical ‡ Commercial and Accounts ‡ IT ‡ Key Accounts ‡ CRM ‡ Quality As for different departments different works has been specified for the different levels of people. The work also depends upon their levels. grades. . In RMC business. to avoid the repetition of the work with the other employees. so as to make the organization different from other organizations. It helps in decrease the overlapping of the work. knowledge. The designations which have been given to the employees are based on the skills they have. According to their area of specialization. As per their levels in different departments they will have to do their work. It helps them to perform their work. there are different departments so as to organize the work efficiently and effectively. According to this every employee has some specific work. These designations have been specified as per the standard HR Practices of the organizations. varying experiences.

Officer Jr. / Asst. /Sr. Officer Engineer / Officer Asst. Engr. /Jr. President Sr. President /Jt. Vice President Vice President Asst. Engr. General Manager Sr. Vice President Sr. The different designations given to the employees in UTCL (RMC Division) are given in the following table. Supervisor Supervisor Support Staff . Manager Asst. General Manager / General Manager Dy. Exc. Engr. Designation (s) Jt.In this way the organization stands in a better position than its competitors in the competitive business. Manager Sr. Officer Sr. Manager Manager Dy.

timely and accurate data availability to Management for decision-making. helping its managers to formulate strategies for profitable growth. Human Resource Information System POORNATA. ‡ It reduces different mistakes or errors while maintaining the databases ‡ It helps in doing performance appraisal of the employees. This has resulted in single integrated HR-ERP for all management cadre employees of the group. ‡ It also helps in doing the data updation of the employees. align strategies with operational plans. UTCL¶s People Soft Enterprise Performance Management (EPM) enables it to achieve world-class performance by aligning the right information and resources to strategic objectives. an ERP (People soft) implementation of Human Resource practices has been introduced in UTCL to elevate HR processes to world class levels and standardize them across Units and Businesses.7. efficient. and actively monitor day-to-day operations. These automated HR Processes will also aid in faster. . Poornata helps a lot in the different works of the organization. People Soft EPM offers performance management solutions for every budget and every phase of the management cycle. ‡ It reduces time to note all the databases of the employees. It helps in the following ways ‡ It helps in entry of all the database of all the employees.

Each position will correspond to specific vacancy in the organization. y It also helps them to do the reporting to the concerned person.‡ It helps in recruitment and selection of the employees ‡ It reduces the time of the work ‡ It also reduces the no of employees for maintaining the database. ‡ It helps in maintaining the job description of employees. y They can also fill their problems which they face during their work and send to their departments. which helps the employees to know about the different policies of Organization. have a specific headcount defined for it and is also tied to the following specific attributes: . Once the data of an employee entered in to Poornata (ERP). In this way Poornata helps not only the managers but the employees also. Poornata also helps the employees in this way. y They can know these policies directly from the ERP system. Poornata (ERP) helps UTCL in the following ways Poornata helps in performing day to day roles. there is no delay in getting different informations. Introduction ± Poornata helps in creating and updating of the positions of the employees. ‡ It records the compensation details for the employee. the employee gets a Poornata ID. y As it done only through Online.

as opposed to job codes. ‡ It provides the additional information to assist the user & provide key information.‡ Business unit ‡ Department ‡ Company ‡ Job code ‡ Location ‡ Regulatory Region ‡ Job Function ‡ Reporting to position (The position to which this particular position reports to) ‡ Career stages Every time one or more of the above attributes change. whereas a position number reflects a specific job description in the organization. Any individual who occupies a position will inherit the above-mentioned attributes of the position. ‡ It also tells the frequently asked questions with respect to hiring employees. Job codes reflect the job points of the jobs across the organization. . the same have to be updated for the position. A position is thus specific and particular opening in the organization. or a new position may need to be created corresponding to the new combination of the attributes. which are more generic in nature. ‡ Poornata helps and gives hints and warns the user the important information he must know about the Poornata system.

only when a new vacancy has arisen in the organization. where the employee works).e.e. . Department etc. The Business unit to which the employee belongs to. i. Following are the steps that will be used to maintain positions and department budgets ‡ Creating new positions ‡ Updating the information for existing positions as and when required 1. Hence a position should be created in Poornata. Job codes (the job points of the employee).). and the approval for the same has been obtained offline. should the position be created in the system. only pre-approved positions should be entered in to the system.‡ It also shows the common error and warning messages that the user may get at the time of hiring. Location (i. Position Number. Company (The legal entity to which an employee /department is attached. Creating a new position A position corresponds to a specific vacancy in the organization. It needs the information about regarding these: Employee ID. Only after the offline approval has been obtained.

Typical situations are when: ‡ The position attributes or the approved max headcount for the position has changed. ‡ The position no longer exists. ‡ Organizational Restructuring. Updating the information for existing positions From time to time the user should update the information for an existing position. .2.

Direct Hire Process: It helps in doing the directly hiring an employee by Poornata system. qualifications and dependents¶ information. An employee on joining the group would fill up the joining check list and the related forms as per the unit policy. which was subsequently acquired by ABG. Introduction The direct hiring process involves an employee being directly added to the Poornata system that is the situation where his information doesn¶t exits as applicant in the Poornata system. . ‡ Joining the acquired company: This will reflect the situation where an employee had joined an organization. The hire action will be used to capture the event of the employee¶s joining the organization. The HR administrator would then hire him into the system by capturing his relevant information with respect to his personal job compensation. There can be either of two reasons for hire: ‡ Joining the ABG: This will reflect the situation where an employee joins a unit of the ABG group directly.

followed by confirmation.Going forward the action of joining the acquired company will be used to enter the data of those employees from the non management cadre moving into the management cadre who had originally joined a company that was acquired by ABG. address. gender marital status. there would be various kinds of updation in the employee data. his position a related details. ‡ Compensation information with respect to the break of his CTC Recording personal actions for an employee Introduction: Post hiring as the employee moves through the organization. religion / caste. ‡ Promotion ‡ Pay rate change ‡ Transfer ‡ Resignation ‡ Termination ‡ Separation /Retirement . NIN. ‡ Job related information related to hiring. The following information would be captured at the time of hiring the employee. DOB. Broadly the processes that an employee could move through in the course of his life cycle in the organization comprise: ‡ Probation. ‡ Personal information ± Name.

Club membership. which is determined by external and internal factors.8. Health and Accident coverage. The company views compensation not only as something that reflects on the pay slip or in the CTC (Cost To Company) but also they are concerned about overall employee well being though they may not put any monetary value on items like Scholarships. team and individual results ‡ Compensation increase Pay for the job Internal equity based on contribution to the organization ‡ External benchmarking Relevant industry segment and people market Parameters beyond compensation: head count/ level/ reporting Individual profile and performance To be market aware. Retirement benefit. Compensation Philosophy of the companyIt is an outcome of what the Organization would like to pay for. not blindly follow market practices . The Group¶s approach towards various aspects of compensation focuses on: ‡ Pay for performance (Variable Pay) Rewards stretch performance which is linked to business. All the processes are aligned to reinforce the philosophy.

This includes base salary. 15% and 12% of fixed cost without housing. . all perks and reimbursements and retrials such as PF. Perks and allowances are fixed as per the designations. Gratuity and Superannuation. Balance amount is paid as special allowance. 2. Variable pay based on job band is payable at 18%. qualification and experience. payout of which is contingent on Business. CTC is decided based on designation. Unit/Zone and Individual performance. Fixed Cost: It is the fixed component of the salary that is committed to an employee and is paid on monthly / annual basis. Cost to Company: This is a sum of Fixed Cost and Variable Pay. Targets for the year will be fixed and communicated at the beginning of every performance year 3. Basic is around 42% of fixed cost without housing. Variable Pay: This is the variable component.‡ Compensation structure Tax efficient but compliant Common perk structure but varying amount Three major terms used in the company¶s compensation: 1.

Benefits of Exit Interview Exit interviews can be a win-win situation for both the organization and the leaver. what they liked or didn¶t like about their employment and what areas of the organization they feel need improvement. exit interviews are conducted with employees leaving an organization. Whichever format is used. . along with employee satisfaction surveys. The purpose of the interview is to provide feedback on why employees are leaving. Exit interviews are one of the most widely used methods of gathering employee feedback. EXIT INTERVIEWS An exit interview is simply a conversation between a departing employee (who is leaving the company either voluntarily or involuntarily) and a representative from the organization. The interview can follow a structured format or be conducted on an informal basis. while the leaver gets to articulate their unique contributions to the organization and to µleave their mark¶. written questionnaires can even be used in place of a face-to-face meeting. The exit interview is an important learning tool for employers. Traditionally. The organization gets to retain a portion of the leaver¶s knowledge and make it available to others. exit interviews are generally documented. Exit interviews offer a fleeting opportunity to find out information that otherwise might be more difficult or impossible to obtain.9.

) ‡ Ensure the return of keys. the possibility of future re-employment. flexible work arrangements). the interview provides the employer with the opportunity to: ‡ Discuss and clarify the reasons for the termination ‡ Clarify pay and benefits issues (e. trade secret confidentiality.When properly conducted. . terms of a severance package.g. receipt of the last paycheck... constructive discharge) UTCL is doing this interview. restrictive covenants or non-compete agreements.) ‡ Explain company policies relating to departing employees (e. freelance or contract work. etc. etc. Because it knows ³Learn of potential changes in policies and practices that may make the company more competitive (e.g.e. compensation and benefits packages.g.. unemployment insurance. the provision of references to prospective employers. and company property ‡ Obtain information about improper or questionable management practices connected with the employee's termination ‡ Obtain information about a supervisor's management skills ‡ Obtain information about how effectively a department operates ‡ Obtain feedback about employees' opinions and attitudes about the company ‡ Resolve or defuse any remaining disputes with the exiting employee ‡ Protect itself against subsequent charges that the employee was forced to resign (i. conversion or continuation of benefits. security cards.. the amount of unused vacation.

‡ Exit interview form. ‡ Clearance certificates. ‡ Making joining letters. ‡ Expense related issues.EXPOSURE TO OTHER KEY HR OPERATIONS ‡ Approval of loans. ‡ Verifying Mediclaims. ‡ Application form. ‡ Maintaining personal files with updated details. ‡ Joining formalities. . ‡ Local conveyance.

Since needs are many. they are arranged in the order of their importance. Included in this group are the needs for food. In UTCL physiological needs are represented by _ Employees¶ concern for salary _ Basic working conditions. Only unsatisfied needs can influence behavior.COMPARISON OF HR PRACTICES WITH THE MASLOW¶S THEORYMASLOW¶S NEED HIERACHY THEORY Explanation:According to Maslow ³Human beings have wants & desires which can influence their behavior. It¶s also providing uniforms & shoes. _It gives all hygienic factors to the workers (better working environment). so that they will get satisfied at their working place and get motivated to work efficiently. sleep. satisfied needs do not act as motivators. which are required for them. .-In workers level it is providing the basic needs (e.g. through wages). powerful & obvious of all human needs is the need for physical survival.g. drink. or hierarchy from the basic to complex. _ E. protection from extreme temperature etc. That means the basic needs.´ Physiological Needs The most basic.

_It¶s not only providing the physiological needs at working level but at employees¶ level also.

Safety NeedsOnce physiological needs are met, another set of motives, called safety or security needs, become motivators. The primary motivating force here is to ensure a reasonable degree of continuity, order, structure, & predictability in one¶s environment.

In UTCL security needs means the factors like _ Job security, _ Salary increments, _Safe working conditions etc.

It also satisfy the safety needs of employees include _ Group insurance, _ Provident fund, gratuity, _ Safe working conditions, _ Grievance procedure, _ System of seniority to govern lay-off etc.

It¶s definitely provides job securities to its employees because once employee get in to the organization, the chances of retrenchment is very less till the employee has not done any thing misconduct. Because of these reasons employees can satisfy their safety needs. That is the reason for low attrition in the organization.

Belonging & Love Needs The belonging & Love needs constitute the third level in the hierarchy of needs. These needs arise when physiological & safety needs are satisfied.

In UTCL the work groups are very co-operative. _ There present the peer acceptance, _ Professional friendship & _ Friendly supervision in the organization. _ Here the managers also encourage informal group.

So there is completely a friendly working environment. That¶s why employees are very friendly.

Self-Esteem Needs-

Next in Maslow¶s hierarchy is esteem or egoistic needs.

In the work place of UTCL, self-esteem needs are; _ Job title, merit pay, _ Peer/supervisory recognition, _ Challenging works, _Responsibility etc.

The Group fulfils these needs by giving _ Challenging work assignments, _ Performance appraisals, _ Performance recognition, _Involving employees in goal setting & decision making. In this way UTCL satisfies the self-esteem needs of employees.

Self-Actualization NeedsFinally if all the above four levels¶ needs are satisfied, the needs for self-actualization comes. The employees who are in the highest position in UTCL are comes under these needs like: 1. V.P., 2. President, 3. GM etc. 4. All top level employees.

They are getting all types of facilities like mobile, medical, education, conveyance allowances etc. So they are in the position that they are satisfied with all the needs. Now they are helping their juniors for the betterment of the organization. All the five needs of Maslow¶s hierarchy are fulfilled by UTCL. So the employees are getting motivated and performing efficiently in the organization, which impacts directly on the success of UTCL group. That¶s why the attrition rate is less in the organization, which is one of the reason for the success of the companies.

soft spoken & good in handling people. Maintaining files in systematic manner with each & every detail is very important. it might be in terms of knowledge. being in the HR department for 2 months. ‡ I have also learnt that a HR person should be very polite. minute things by observations. The practical experience was totally different. ‡ I have learned many small. ‡ I also learned how much the values and culture of the organization impacts the employee¶s productivity. Co-ordination with all departments is very necessary especially with Finance Department. ‡ I have gained some learning from every individual working here. which could not be learnt simply by reading books theoretically. ‡ When I saw my senior people doing each & every kind of work I came to know how much important is each & every work.KEY LEARNINGS FROM THE PROJECT ‡ Firstly it was a very good experience to work and learn with a world class as it was my first step into the corporate world. appraisal etc. if not done it hinders the work whenever these are required for reference in medical claim formalities. I felt an open culture. Like here the seniors were approachable in nature. skills. behavior or personal traits etc. . ‡ Many a times I felt people are not open to new ideas and they are resistant to change.

y They emphasis on providing proper working environment to their employees. so that the employees can work efficiently & smoothly . y I also observed how they are doing the Performance Appraisal on basis of the achievement of the targets by the employees in the time given to them through ERP. I also got knowledge about how the organization is following their values in a very sincere way. y I got the knowledge about different departments in a manufacturing company and idea about the challenges what the employees are facing while performing their work. I got the knowledge about the different types of HR Policies functioning in the organization. y I learnt how and what types of facilities are being provided to the employees.OBSERVATIONS AND FINDINGS y During the study of the project I observed different functions of the HR Department. I came to know that how they are maintaining the database of the employees for all departments regionwise & its importance. . y As I worked on the ERP system of the organization.

Workers must be encouraged and motivated to develop a customer satisfaction mind set. giving training. ‡ The employee goals are well studied and structured. so that the employees could do the efficient work. co-ordinated for effective output. ‡ Organizations must enhance work force motivation to improve productivity. The Key Related Areas are properly designed & clearly mentioned to employees. ‡ Interdependency of different departments should be well studied. ‡ Goal Setting programs undertaken with schedule to find potential prospective employees for higher posts. Recruitment proper planned.RECOMMENDATIONS ‡ The company should give the compensation as per to the skills. new vacancies. discussing the on job responsibilities. This will enhance the personal productivity. ‡ Training schedule is worked out well here with proper planning schedule. ‡ Organizations need to empower their workers by allowing them greater autonomy and control and to design jobs that are more stimulating. . structured according to openings in plant.

Enterprise Performance Management.Cement Research Management. LTA: . EPM: . ERP: . UTCL: . 3.Ready Mix Concrete.House Rent Allowance. OYOCS: .Ultratech Cement Ltd. VFY: . 10. VSF: . 7. HRA: .Viscose Staple Fibre.Leave Travel Assistance . 2. 5. 6. 11. CRM: . KPI: .Own Your Own Car Scheme. RMC: .NOMENCLATURE AND ABBRIVIATION 1.Viscose Filament Yarn. 8. 9.Key Performance Indicator.Enterprise Resource Planning. 4.

_ The review is done in retrospect and is an average of six months old. _ The process is usually Manager driven and the staff member is expected to be compliant in the interview . _Method of Appraisal unreliable. rather than a positive discussion . _ Sometimes. _ Actual rating of subjective factors like initiative & personality of employees may not be on scientific lines. proper weightage may not be given to different qualities to be rated. .LIMITATIONS During the project there were various constraints. which were faced. _ Results of merit rating are not accurate unless factors in the assessment are relevant. causing de-motivation. _ Superior may be biased. so recollection of events is poor . _ The opinions of staff and manager are often in opposition. _The process usually involves the Manager giving their opinion and the staff member having to defend the position. _ The process is usually done in a rushed manner to meet a budget development process and therefore loses its relevance to performance .

com www.BIBILIOGRAPHY: References: Websites: www.com Text Books: STEPHENS ROBBINS C.GANKAR Personnel Management Himalaya Publication .adityabirla.grasim.B.bizhrguide.com www.V.MAMORIA & S.

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