A PROJECT REPORT

ON

GLOBAL HUMAN RESOURCE

MANAGEMENT

AT

Aarya Enterprises,

SUBMITTED TO

SAVITRIBAI PHULE PUNE UNIVERSITY

(2021-22)

“TOWARDS PARTIAL FULFILLMENT OF

BACHELOR OF BUSINESS ADMINISTRATION”

SUBMITTED BY

MR. GAURAV PRAKASH MALVE

T.Y.B.B.A.

(Human Resource Management)

UNDER GUIDANCE OF

PROF. MRS. LAXMI AWATI

 MAHATMA GANDHI

VIDYAMANDIR’S PANCHAVATI

COLLEGE OF MANAGEMENT &

COMPUTER SCIENCE PANCHAVATI

NASHIK-03
 MGV’S,

Panchavati College of Management and Computer

Science, Panchavati, Nashik-422003

CERTIFICATE

Certified that the project report entitled “APPROACHES TOWERDS THE STUDY OF
INDUSTRIAL RELATIONS” with special reference to TECH. MAHINDRA” Has
been successfully completed by GAURAV PRAKASH MALVE as the partial
fulfilment of Bachelor of Business Administration (B.B.A) under the Savitribai Phule
Pune University during the academic year 2021-22.

The work has been assessed by us and we are satisfied that the same is up to
standard envisaged for the same for the level of the course. And that the said work
may be presented to the external examiner.

External Examiner Internal Examiner H.O. D

 ACKNOWLEDGEMENT

It is a great pleasure to me in acknowledging my deep sense of gratitude to all those

who have helped me in completing this project successfully.

First of all, I would like to thank Pune University, Pune for providing me an
opportunity to undertake a project as a partly fulfilment of BBA degree.

I would like to thank Aarya Group, and Mr. Vinod Shinde (HR) Aarya Enterprises, for
providing me an opportunity to work with them and providing me necessary information
about their organization, there operation and providing guidance in developing my project.

I would like to thank our Head of Department and my project guide Prof. L. C. AWATI
ma’am whose valuable guidance and encouragement at every phase of the project has help
to prepare this project successfully.

Finally, I would like to express my sincere thanks to my family, all the faculties, office
staff, and library staff of Panchavati College of management and Computer Science, Nashik
and friends who helped in some or other way in making this project.

Place: Nashik GAURAV.P. MALVE

Date: / / B.B.A.

(HRM)
 DECLARATION

This is to declare that I, Gaurav Prakash Malve, student of Bachelor of

Business Administration (2021-2022), PANCHAVATI COLLEGE OF
MANAGEMENT AND COMPUTER SCIENCE, NASHIK, have given original data
and information to the best of my knowledge in the project report titled “ GLOBAL
HUMAN RESOURCE MANAGEMENT” under the guidance of our Head of
Department Prof. L. C. Awati ma’am and the partial fulfilment of the recruitment
towards the completion of the said course.

I have prepared this report independently and I have gathered all the relevant
information personally. I have prepared this project for BBA for the year 2021-2022.

I also agree in principle not to share the vital information with any other
person outside the organization and will not submit the project report to any other
university.

Place: Nashik GAURAV.P. MALVE

Date: / / B.B.A.

(HRM)
 1

Index
1. Introduction Page No.
1.1 Introduction ………………………………………………………………………………….……..………02.
1.2 Definitions …………………………………………………………………………………….….….………03.
1.3 Nature ……………………………………………………………………………………………..…….…….04.
1.4 Objectives …………………………..............................................................................05.
1.5 Scope …………………………………………………………………………………….….………………….08.
1.6 Importance ……………………………………………………………………………..…………..…...…10.
1.7 Limitations ………………………………………………………….………………………………...…....12.
2. Profile of the Organization
2.1. Introduction of Organization ……………………………………………………………………….13.
2.2. Constituent of Management ……………………………………….………………………………14.
2.3. Services offered by the Organization to Members ……………………………………….15.
3. Research Methodology
3.1. Meaning and Definitions ………………………………………………………………………………16.
3.2. Research Design ……………………………………………………………………………………………17.
3.3. Sources of Data …………………………………………………………………………………………….18.
3.4. Types of Research …………………………………………………………………………………………20.
3.5. Sampling Designs and Examples ………………………………………………………………..…21.
4. Data Analysis and Interpretation ………………………………………………………………….28.
5. Observations and Findings ……………………………………………………………………………32.
6. Conclusion ……………………………………………………………………………………………………33.
7. Recommendations and Suggestions ……………………………………………………………..34.
8. Bibliography ……………………………………………………………………………………………..…36.
9. Annexure: Questionnaire………………………………………………………………………………37
 2

(Global Human Resource Management)

1.1 INTRODUCTION

The global human resources functional area deals with all aspects of HR within the worldwide
context, including U.S.-based entities doing business internationally or non-U.S.-based entities
operating in their locale or worldwide. Leaders in organizations ranging from Fortune 100
multinational corporations to smaller firms that import raw materials from abroad need
information on how to practice human resources in a global economy.
A multitude of international trade agreements allows for the ease and cost-efficiency of
products moving across borders, and according to the U.S. Department of Commerce, nearly 96
percent of the world's customers lie outside the United States. This represents a phenomenal
market opportunity for companies worldwide.

Even organizations with a primarily local or domestic focus recognize that global issues have an
increasing influence on markets, supply chains, and business practices. Employers must develop
new competencies, mainly through developing cross-cultural understanding and substantial
knowledge of international employment legislation, labor law, and economic trends.
Companies are lured into developing countries not only by cheap labor but also by increasingly
skilled or trainable labor and proximity to growth markets. No longer are other countries
entirely dependent on the health of the U.S. economy. Emerging markets are rising sources of
talent for tech jobs necessary for the future of work.

With the advent of globalization, organizations - big or small have ceased to be local, they have
become global! This has increased the workforce diversity and cultural sensitivities have
emerged like never before. All of this led to the development of Global Human Resource
Management.

Even those organizations who consider themselves immune to transactions across geographical
boundaries are connected to the wider network globally. They are in one way or the other
dependent upon organizations that may even not have heard about. There is interdependence
between organizations in various areas and functions.
 3

1.2 Definitions

1.2.1 Global Human Resource Management

Global human resource management, sometimes referred to as global HRM, is an umbrella

term that includes all aspects of an organization’s HR, payroll, and talent management
processes operating on a global scale.

As technological innovations make it easier for organizations to conduct business across the
world, global expansion has become an increasing reality—if not a necessity. Likewise, these
multinational organizations need to have the right HRM software in place that’s capable of
serving employees working around the globe.

1.2.2 International Human Resource Management (IHRM)

It can be defined as a set of activities targeting human resource management at the
international level. It strives to meet organizational objectives and achieve a competitive
advantage over competitors at the national and international levels.
IHRM comprises typical HRM functions such as recruitment, selection, training and
development, performance appraisal and dismissal done at the international level, and
additional exercises such as global skills management, expatriate management, and so on.
In short, IHRM is concerned with handling the human resources at Multinational Companies
(MNCs) and it includes managing three types of employees,

 Home country employees − Employees residing in the home country of the company where
the corporate headquarter is situated, for example, an Indian working in India for some
company whose headquarters are in India itself.

 Host country employees − Employees residing in the nation in which the subsidiary is
located, for example, an Indian working as an NRI in some foreign country.

 Third country employees − These are the employees who are not from their home country
or host country but are employed at the additional or corporate headquarters.
 4

1.3 Nature

1.3.1 Global recruiting. 

Global HR professionals are being asked to source candidates for numerous positions—not
just IT and support, but management, research, and development (R&D), sales, and
marketing—from around the world. HR will need to identify, screen, test, interview and
move talent into jobs more quickly and seamlessly than ever before, challenging HR
professionals to figure out which recruitment strategies work best in which cultures. When
recruiting in Asia, for example, HR should focus on attracting candidates with diversity,
work/life balance, recognition, and project responsibility. When recruiting in Europe, the
focus may be on empowerment, job fit, work challenge, and opportunities for movement

1.3.2 Global relocation. 

Concerns about family and trailing-spouse issues continue to dominate the reasons why
employees turn down expatriate assignments. Careful selection, preparation, and
communication can help ease the transition. As for logistics and support, each destination,
be it China or the U.K., comes with its special challenges.

1.3.3 International assignment management.

International assignment management is a complex function but one that offers the HR
professional many opportunities for growth as well as the chance to contribute positively to
the expatriate employee's experience and the organization's bottom line.

1.3.4 Repatriation

HR professionals can take several steps to ensure that expatriates enjoy a smooth return
home and that the company can maximize the expatriates' valuable international
experiences. To improve retention and satisfaction of returning expatriates, HR professionals
should consider the following suggestions:

 Conduct post-assignment career planning before the individual leaves the foreign post.
 Facilitate mentor relationships among senior executives and expatriates.
 Assign a home-country mentor and an overseas mentor to expatriates.
 Maintain strong, regular communication during global assignments.
 Keep expatriates in the forefront of succession planning.

1.3.5 Offshoring. 

Offshoring is the relocation of business processes and services from one country to another.
As technology allowed for more white-collar jobs to be offshored to India, China, and
Eastern Europe, many U.S. companies rushed into the practice, lured by promises of major
savings in payroll. But reality quickly set in as cultural challenges emerged, quality of service
and products declined, and a consumer backlash set in. Offshoring of HR, IT, and R&D will
continue, but companies will need to consider the pros and cons, the training and
knowledge transfer, and the cultural understanding needed to make the practice successful. 
 5

1.4 Objectives

1.4.1 BUSINESS LEADERSHIP

The subject of global business leadership is the focus of much research, and increasingly,
organizations are looking at what it takes to be an effective global leader. While there is no
quick answer, research points to common themes to help HR professionals build a global
leadership development program.

An effective global leader can master international business issues, set direction, effectively
lead people from different cultures and nations, and align global resources. A global leader
should have a global mindset (i.e., the ability to take an international perspective and be
inclusive of other cultures and views),

The global leader must be concerned with global integration, that is, a strategy that
emphasizes consistency of approach, standardization of processes, and a common corporate
culture across global operations despite differences among cultures and laws. 

1.4.2 BENEFITS AND COMPENSATION

The cost of talent is a key factor in employment considerations and particularly so for
companies operating in multiple global markets or thinking about expanding across borders.
As companies aim to streamline their benefits and compensation plans, many attempts to
globalize their offerings. What often emerges from this effort is a global philosophy about
how employees are remunerated that is flexible enough to be adapted locally.

While a global incentive plan helps create a more cohesive culture, implementing it can be
challenging. Different types of incentive pay often come into play in a world market. Decades
ago, for example, oil companies lured employees into taking dangerous jobs overseas by
offering extra compensation, coined «danger pay. » Today, incentive allowances, such as
mobility, foreign service, hardship, and danger pay, are premiums offered by companies to
encourage employees to accept different types of expatriate assignments.

1.4.3 ETHICS AND SOCIAL RESPONSIBILITY

Business ethics and sustainability are important elements of operating in another country.
An organization's practices in this area can be effective in communicating the employment
brand to all potential and existing employees as well as to governments in other countries.
Corporate social responsibility (CSR) is a burgeoning global trend that HR can influence.

CSR is defined as the commitment by organizations to balance financial performance with

contributions to the quality of life of their employees, the local community, and society at
large. HR has an opportunity to use CSR to brand its employment message globally. Workers
actively seek out employers that promote social and environmental responsibility. CSR
initiatives help bring together disparate multinational company cultures.
 6

1.4.4 DIVERSITY

Cultural differences, language barriers, religious practices, and sexual orientation all factor
into the modern workplace. Take this concept global, and even more complicated issues
emerge. Transplanting an organization's diversity programs in another country requires
researching the issues, which may be vastly different from the ones encountered in the
home country.

1.4.5 EMPLOYEE RELATIONS

Living and working internationally bring forth challenging issues in employee relations,
performance, absenteeism, and motivation. Understanding cultural differences is imperative
to an inclusive workplace and can ease many employee relations issues. 

1.4.6 LABOR RELATIONS

Global labor relations, in particular the flexibility of the labor market, is one of the first
factors to take into consideration when deciding where to operate abroad. Union
representation, called works councils in many European countries, can play a large part
when employing individuals in other countries. How pervasive are the unions? How powerful
are they? What industries do they cover? What are the restrictions? For example, works
councils in Germany have broad information, consultation, and especially determination
rights. The council must be consulted on many workplace details such as how employee time
is recorded. Failure to consult the works council before an employee in Germany is
terminated will void the dismissal. 

1.4.7 LABOR RELATIONS

Global labor relations, in particular the flexibility of the labor market, is one of the first
factors to take into consideration when deciding where to operate abroad. Union
representation, called works councils in many European countries, can play a large part
when employing individuals in other countries. The council must be consulted on many
workplace details such as how employee time is recorded. Failure to consult the works
council before an employee in Germany is terminated will void the dismissal. 

1.4.8 SAFETY AND SECURITY

An organization's safety and security policies, procedures, and practices may need to be
developed, revised, and implemented as a consequence of its presence in a foreign country.
Understanding and following a host country's relevant laws and regulations and establishing
the organization's safety and security measures are essential.
 7

1.4.9 STAFFING MANAGEMENT

Globalization poses challenges in global staffing management for multinational corporations.

What works well in one country might not work nearly as well in another country—and
might even be illegal.

Some particular staffing management challenges associated with global HR include global
recruiting, global relocation, international assignment management, and global outsourcing.

The COVID-19 pandemic is an example of how employers in different countries were forced
to adapt to a global health and safety crisis. Ever-changing guidance that varied around the
world made managing the health risk even more cumbersome.

1.4.10 TECHNOLOGY

Between a growing global economy and the shift from production orientation to a
knowledge and service orientation, organizations increasingly seek avenues that offer
greater flexibility to remain competitive. Recruiting and retaining the best talent wherever
that talent may be is one of the best ways to compete. Accordingly, HR needs to leverage
technology solutions to enable employees in dispersed locations to work together in global
virtual teams. By using virtual teams, companies can take advantage of the competitive
synergies that teamwork offers along with the advancements in information and
communication technologies. 

1.5 Scope
 8

1.5.1 Scope of Global Human resource management

It is undoubtedly the key resource in an organization, the easiest and the most difficult to
manage! The objectives of human resource management span right from the manpower
needs assessment to management and retention of the same. To this effect, Human
resource management is responsible for the effective designing and implementation of
various policies, procedures, and programs. It is all about developing and managing
knowledge, skills, creativity, aptitude, and talent and using them optimally.

It also focuses on managing the physical and emotional capital of employees. Considering

the intricacies involved, the scope of HRM is widening with every passing day.

The scope of HRM is extensive and far-reaching. Therefore, it is very difficult to define it
concisely. However, we may classify the same under the following heads:

1.5.2 HRM in Personnel Management

This is typically direct manpower management that involves manpower planning, hiring
(recruitment and selection), training and development, induction and orientation, transfer,
promotion, compensation, layoff and retrenchment, and employee productivity. The overall
objective here is to ascertain individual growth, development, and effectiveness which
indirectly contribute to organizational development.

It also includes performance appraisal, developing new skills, disbursement of wages,

incentives, allowances, travel policies and procedures, and other related courses of action.

1.5.3 HRM in Employee Welfare

This particular aspect of HRM deals with working conditions and amenities at the workplace.
This includes a wide array of responsibilities and services such as safety services, health
services, welfare funds, social security, and medical services. It also covers the appointment
of safety officers, making the environment worth working, eliminating workplace hazards,
support by top management, job safety, safeguarding machinery, cleanliness, proper
ventilation and lighting, sanitation, medical care, sickness benefits, employment injury
benefits, personal injury benefits, maternity benefits, unemployment benefits, and family
benefits.

It also relates to supervision, employee counseling, establishing harmonious relationships

with employees, education, and training. Employee welfare is about determining employees’
real needs and fulfilling them with the active participation of both management and
employees. In addition to this, it also takes care of canteen facilities, crèches, rest and
lunchrooms, housing, transport, medical assistance, education, health and safety, recreation
facilities, etc.
 9

1.5.4 HRM in Industrial Relations

Since it is a highly sensitive area, it needs careful interactions with labor or employee unions,
addressing their grievances and settling disputes effectively to maintain peace and harmony
in the organization.

It is the art and science of understanding employment (union-management) relations, joint

consultation, disciplinary procedures, solving problems with mutual efforts, understanding
human behavior, and maintaining work relations, collective bargaining, and settlement of
disputes.

The main aim is to safeguard the interest of employees by securing the highest level of
understanding to the extent that does not leave a negative impact on the organization. It is
about establishing, growing, and promoting industrial democracy to safeguard the interests
of both employees and management.

The scope of HRM is extremely wide, and thus, cannot be written concisely. However, for the
sake of convenience and developing an understanding of the subject, we divide it into three
categories mentioned above.
 10

1.6 IMPORTANCE OF GLOBAL HRM

Various threats generated by the liberalization of an economy can be met only through
bringing corresponding changes in management practices including practices related to
International HRM. In the newer management practices, more emphasis has been given to
International HRM because of the following factors:

1.6.2 Emphasis on Core Competency.

Post-liberalization, many organizations have started focusing on their core competence and

businesses are being organized around that. Core competence is a unique strength of an
organization that may not be shared by others. This may be in the form of unique financial
resources (finance available at a much lower cost), manpower resources, marketing
capability, or technological capability. If the business is organized based on core
competency, it is likely to generate competitive advantages. Because of this reason, many
organizations have restructured their businesses-divesting those businesses which do not
match core competence such as Tata Group divesting many businesses and acquiring Tetley,
a UK tea processing company, divestment of businesses by Voltas, Birla Group, etc., or
acquiring those businesses which fit core competence such as Reliance acquiring four
yarn/fiber manufacturing companies, Gujarat Ambuja acquiring cement companies, and so
on. The organization of business around core competence has changed the mindset and, in
this change, more emphasis has been given to the human factor.

1.6.2 Reorganization.

Along with restructuring, there has been an emphasis on reorganization too. Many
companies are restructuring their organizational structure by thinning their management
levels and expanding the span of control. Thus, there is an emphasis on structures as
followed earlier. The old concept of “seven layers in the pyramid and seven direct
subordinates under each boss” which has been the historic norm for many large companies
in the past is becoming extinct. Further, departmentalization based on functional lines is
being changed to strategic business unit departmentalization to focus more sharply on
products or services. This reorganization has created the need for additional skills on the
part of the organizational human resources which can be met by appointing new managerial
talents or by developing the existing human resources. The latter course of action is
preferable because of the increasing competition for human talents.

1.6.3 Competition for Human Resources.

With the entry of foreign firms into the Indian industrial scene, the nature of competition for
human resources has changed. Foreign firms, particularly those operating in sectors such as
consultancy, merchant banking, investment banking, etc., and computer software
companies of Indian origin, have put a lot of competition for acquiring managerial talents.
 11

1.6.4 Technological Changes.

With the removal of restrictions on technology import and acquisition, many organizations
have opted for newer technologies. Increased use of computers has added another
dimension to technological innovation. As a result, old skills are fast becoming obsolete. In
their place, the operatives have to acquire newer skills which have increased the training
needs in such organizations, and HR departments have to be more active.

1.6.5 Need for Workforce Empowerment.

Throughout the world, there has been increasing emphasis on workforce empowerment,
that is, giving them authority matching their responsibilities. India cannot lag far behind
because of the international impact. For workforce empowerment, there has to be a change
in mindset as well as there should be a change in skills of the workforce. The role of HRM is
crucial in both these respects. With the increasing role of human resources and their
management, organizations have accorded HRM a higher status than it previously was.
 12

1.7 Challenges and Limitations of Global HRM

Here also the role is no different i.e., hiring individuals with the requisite skills to do a
particular job. The challenge here is developing tools to promote a corporate culture that is
almost the same everywhere except that the local sensitivities are taken care of.

Also, deciding upon the top management or key positions gets very tricky. Whether to
choose a local from the host country for a key position or deploy one from the headquarters
assumes importance, and finally whether or not to have a uniform hiring policy globally
remains a big challenge.

Nevertheless, an organization can choose to hire according to any of the staffing policies
mentioned below:

 Ethnocentric

Ethnocentrism is a term applied to the cultural or ethnic bias—whether conscious or

unconscious in which an individual views the world from the perspective of his or her group,
establishing the in-group as archetypal and rating all other groups concerning this ideal

 Polycentric

In polycentric staffing policy, the host country nationals manage subsidiaries whereas the
headquarters positions are held by the parent company nationals.

Polycentrism is the principle of organization of a region around several political, social or

financial centers. Examples of polycentric cities include the Ruhr area in Germany and Stoke-
on-Trent in the UK.

 Geocentric

In this staffing policy, the best and the most competent individuals hold key positions
irrespective of their nationalities.

Geocentric staffing policy it seems is the best when it comes to Global HRM. The human
resources are deployed productively and it also helps build a strong cultural and informal
management network. The flip side is that human resources become a bit expensive when
hired on a geocentric basis. Besides, the national immigration policies may limit
implementation.

Global HRM, therefore, is a very challenging front in HRM. If one can strike the right
chord in designing structures and controls, the job is half done. Subsidiaries are held
together by global HRM, different subsidiaries can function and operate coherently only
when it is enabled by efficient structures and controls.
 13

2.1 Profile of the organization

2.1.1 Introduction and Foundation of an organization

Incepted in 2008, Aarya Enterprises (Pvt) Ltd is a leading Development & Design expert
company providing IT services Including superior Software as well as Hardware solutions,
Web, Mobile, and Creative Designing solutions and services to companies.

Having a strong Technology Development and Innovation center in Nashik Maharashtra and

with more than 250+ satisfied clients individually, ranging from start-ups to fortune 5+
companies across diverse industries, they have made its mark as a well-established and
sound company driven by the industry’s highly professional and trained individuals and is
surely headed in becoming a leading organization which facilitates, enhances and provides
measurable business value to customers through most effective uses of information
technology and hardware resources to organizations.

Highly skilled intellectual personnel, most having substantial work experience in diverse
areas of Information Technology make up the team. Their management ensures that each
individual excels in their specific assigned tasks by working closely with them. Only those
individuals are hired who not only possess strong technical and analytical skills, high
intellect, sound work ethics, and integrity but also who have confidence, decision-making
abilities, and above all the drive to excel whether it is at the management level or a
technology/software/hardware analytical position.

Their focused, sound, and innovative approach is derived from the cumulative experience of
team members, and as a result of their combined practical business experience with strong
technology delivery capabilities, they can comprehend the Client’s business requirements,
propose IT and Creative strategies in line with the vision of the business and execute the
business plan by building or implementing high-quality scalable business solutions through
the use of latest cutting-edge technologies.
 
Its goal is to exceed our customer’s expectations in the form of value, quality, and complete
customer satisfaction.
 14

2.2 Constituent of Management

2.2.1 Management and Organizational Design

Management can be described as the people who design an organization’s structure and
determine how different aspects of the organization will interact. Different levels of
management will participate in different components of this design process, with upper
management creating the initial organizational architecture and structure.
Using a systems approach, managers view their objectives as moving targets and actively
engage in expanding the s day by day.

2.2.2 Common Purpose

An organization without a clear purpose or mission soon begins to drift and become
disorganized. A common purpose unifies employees or members and gives everyone an
understanding of the organization’s direction. Ensuring that the common purpose is
effectively communicated across organizations (particularly large organizations with many
moving parts) is a central task for managers. Managers communicate this purpose by
educating all employees on the general strategy, mission statement, values, and short- and
long-term objectives of the organization

2.2.3 Coordinated Effort

The coordinating effort involves working together in a way that maximizes resources. The
common purpose is achieved through the coordinated effort of all individuals and groups
within an organization. The broader group’s diverse skill sets and personalities must be
leveraged in a way that adds value. The act of coordinating organizational effort is perhaps
the most important responsibility of managers because it motivates and distributes human
resources to capture value.

2.2.4 Division of Labor

Division of labor is also known as work specification for greater efficiency. It involves
delegating specific parts of a broader task to different people within the organization based
on their particular abilities and skills. Using division of labor, an organization can parcel out a
complex work effort for specialists to perform. By systematically dividing complex tasks into
specialized jobs, an organization uses its human resources more efficiently.

2.2.5 Hierarchy of Authority

The hierarchy of authority is essentially the chain of command—a control mechanism for
making sure the right people do the right things at the right time. While there are a wide
variety of organizational structures—some with more centralization of authority than others
—hierarchy in decision making is a critical factor for success. Knowing who will make
decisions under what circumstances enables organizations to be agile, while the ambiguity of
authority can often slow the decision-making process. Authority enables organizations to set
directions and select strategies, which can, in turn, enable a common purpose.
 15

2.3 Service Offer by Organization

2.3.1 Cloud consulting services

Embrace the cloud faster with our global team of consultants who can help you to build the
right cloud for your business while developing your team’s culture and skills. Integrate public
clouds, private clouds, and legacy IT to overcome common cloud challenges.

2.3.2 IT Modernisation
Create the right platform for your IT operations and dramatically speed your path to
infrastructure transformation. Modernize your infrastructure, and make your applications
cloud-friendly so that you can speed operations and drive innovation.

Security and Digital Protection Services

Transform from reactive, static security to intelligent, adaptive models so that you can keep
pace with new cyber threats and technology initiatives. Unify security and compliance – both
on and off-premises – and innovate with automation and intelligence.

2.2.3 Networking, Digital Workplace, and IoT Services

Build smart workplaces, venues, and cities with the design and implementation expertise
that you need to build a communication infrastructure that can support your digital
transformation. Achieve better insights and automation at your operational edge.

2.2.4 Lifecycle Services

Predefined and custom services that deliver technology outcomes and help you to get the
most from your IT at every stage of its lifecycle.

2.2.5 MARG Complete Care

Edge-to-Cloud IT environment service that provides a holistic approach to optimizing the
entire Account.

2.2.6 Hardware Service Providers

Provide Annual Maintenance, Printers, CCTC, IT Solutions, and plans with an environment
that achieves agreed-upon IT outcomes and business goals through a personalized and
customer-centric experience.
 16

3.1 Research Methodology

3.1.1 Meaning & Definition

The techniques or the specific procedure which helps the students to identify, choose,
process, and analyze information about a subject is called Research Methodology. The
techniques or the specific procedure which helps to identify, choose, process, and analyze
information about a subject is called Research Methodology.

In any formal research or a piece of Research (dissertation, thesis, academic journal, or

article), there will be a research methodology section that describes what, by whom, how to
collect, and how to analyze the data are given. Specifically, in any dissertation, the
methodology chapter explains both what methodological choices were made and why they
were made.

The methodology section should confirm that the selected methods are the best methods to
get reliable and valid results to justify the aims and objectives of the Research. It is of utmost
importance to choose the right way so that the work of the Research must be accurate. 

Briefly, the systematic way to find out the solution to a problem is Research Methodology.
The procedure is carried out by researchers to go about their work of explaining and
predicting occurrences. Providing the work plan for Research is the aim of the Research
Methodology. 

The role of Methodology in solving the problems in the way of Research are:

 It helps in deciding the best method to resolve the difficulties for Research.

 Research describes how efficient the method is in solving the problem

 It aids to know the accuracy of the way decided to apply in Research for a suitable outcome.

The detailed study of Methodology of Research teaches to select the best method, data or
information, scientific ways and teaches the techniques to solve the problem.

Research refers to a search for knowledge. It is a scientific and systematic search for
pertinent information on a specific topic. Research refers to the systematic method of
enunciating (clearly stating) the problem, formulating a hypothesis (proposed explanation
made based on limited evidence), collecting the facts or data, analyzing the facts, and
reaching certain conclusions either in the form of solutions towards the problem or
generalizations for some theoretical formulation.
 17

3.1.2 Research & Design

The Aarya’s Staff provides Usability and User Experience Design services to customers for
Industrial Relations. The group has deep theoretical knowledge combined with vast hands-
on exposure to end-to-end User Experience solutions.

The unique combination of capabilities and the multidisciplinary background of IT solutions

enable us to formulate a comprehensive approach taking into account the key dimensions of
design, usability, technology, and management. At Aarya, it follows a time-tested
methodology.

The user Experience Solution Design Methodology process is unique and has evolved over
the years with exposure to multiple assignments. It takes into consideration end-user needs,
business goals, and usability best practices to successfully deliver end-to-end User
Experience solutions.

Aarya’s team has improved the ease to provide IT solutions and Hardware requirements by
offering end-to-end design solutions, understanding the varied end-user needs, and diverse
domains, and overcoming the business challenges and technology constraints. The research
and capability division at Aarya started exploring the new possibility of redefining users’
experience and its relevance for the business customers.

It was often asked by its customers to provide better insight of users while they use their
sites. They found that reports from web analytics (WA) tools alone are not adequate to
provide insights into User Experience aspects.

Aarya has been successful in extending the capability of the WA tool while incorporating
Users. They have also been successful in developing new User Experience Metrics (UXM) and
its Index of Integration (IOI). UXM is an empirical inspection-based User Experience on a
scale of 0-100.
 18

3.1.3 Source of Data

A. Primary Data

A1. Services offered by the organization: The Organization focuses on IT Solutions, Accounting
Software, hardware as well as security equipment solutions such as various types of CCTV
Cameras, Biometric Retina Scanner, Biometric Thumb Scanner, etc.

Services offered by the company

Networking Solutions Software Solutions Hardware Solutions Security Solutions

Services Provided by Company

Networking Solutions 22%
Software Solutions 28%
Hardware Solutions 33%
Security Solutions 27%

The Services Provided by the company are distributed out on a 100 scale, which represents
the services, as well as the number of customers, we’re using it accordingly.
 19

A2. Number of Employees were working Aarya Group.

The Company was established in 2008, but the following supportive data is from the year
2014 till the current year (2022), following data show the employees working for software,
Hardware, & Security purposes.

Staff Growth Chart

9
8
7
6
5
4
3
2
1
0
2014 2016 2018 2022

Emloyees Engineers Workers

Year Employees Engineers Workers

2014 4 2 1
2016 5 3 3
2018 7 4 5
2022 8 6 7

The associated working in Aarya, Workers focusing on Hardware and Installation, Engineers
working to develop software, and employees focusing on office & business management as
well as development.
 20

3.1.4 Types Of Research

Theoretical Research

Theoretical research, also basic research, focuses on generating knowledge of the company,
regardless of its practical application. Here, data collection is used to generate new general
concepts for a better understanding of a particular field or to answer a theoretical research
question.

Applied Research

Here, the goal is to find strategies that can be used to address a specific research problem.
Applied research draws on theory to generate practical scientific knowledge, and its use is
very common in fields such as engineering, computer science and medicine, and
IT(Domestic).

Descriptive Research

The primary objective of descriptive research is to define the characteristics of a

phenomenon without necessarily investigating the causes that produce it.

In this type of research, the researcher must take particular care not to intervene in the
observed object or phenomenon, as its behavior may change if an external factor is involved.

Explanatory Research

Explanatory research is the most common type of research method and is responsible for
establishing cause-and-effect relationships that allow generalizations to be extended to
similar realities. It is closely related to descriptive research, although it provides additional
information about the observed object and its interactions with the environment.

Qualitative Research

Qualitative methods are often used in the social sciences to collect, compare and interpret
information, have a linguistic-semiotic basis, and are used in techniques such as discourse
analysis, interviews, surveys, records, and participant observations.

Quantitative Research

A quantitative research study delves into a phenomenon through quantitative data

collection and using mathematical, statistical, and computer-aided tools to measure them.
This allows generalized conclusions to be projected over time.
 21

3.1.5 Sampling and design

Aarya Enterprises majorly work in IT, Software, Hardware & Security Solutions.
Further data is all about the annual services provided to the customer by the company.

A. IT Solutions Provided to customers.

IT Solutions Provided
10
9
8
7
6
5
4
3
2
1
0
2014 2016 2018 2020

#REF! VoIP (Voice Over Internet Protocol)

Firewall Services

Table Analysis

Yea Cloud
r Backup VoIP (Voice Over Internet Protocol) Firewall Services
2014 3 2 4
2016 5 4 6
2018 7 6 7
2020 9 8 8

These are the major solutions which the company provides mentioned on a scale of 10 with
respective years, as well a company provides the following IT services.

 Data Backup and Restoration

 Cybersecurity Services
 Anti-Virus Protection
 Business Intelligence
 Remote Support
 IT Development
 Printing IT Services
 22

B. Software Solutions Provided by Organization

Aarya Enterprises secondly deal with the software solutions, and also provide them remote
support,
Majorly Aarya Provides Licenced Auto Cad, Tally, MARG, MS Office, etc.

Software Solutions

Auto Cad Tally MARG Office 360

Table Analysis

Software Solutions Distribution %

Auto Cad 35%
Tally 29%
MARG 18%
Office 360 27%

The Above Pie Chart & Table Showing The number of percentage occupancy distributions
that are provided by organizations on the B2B scale, and also provide remote support to rely
upon support.
 23

C. Hardware Solutions Provided by Organization

Aarya Enterprises deal with the hardware solutions, and also provide them onsite support
and annual maintenance,
Majorly Aarya deals with CCTV, Printers, Laptop Accessories, Fibre Cable, Internet of Things,
Energy Efficiency, etc.

Hardware Solutions
100
90
80
70
60
50
40
30
20
10
0
IOT CCTV PRINTERS ENERGY EFF.

2016 2018 2020

Table Analysis

Category 2016 2018 2020

IOTbright 43 52 63

CCTV 82 90 98

PRINTERS 67 78 87

ENERGY EFF. 58 65 67

These are the services provided by the organization for both Commercial as well as for
individual use,
By offering a wide range of services Aarya is a dominator among its competitors.
The table shows the number of services provided to customers and successfully maintaining
customer relationships and keeping its service maintained with themselves.
 24

D. Security Services provided by the organization

Aarya Enterprises also provide security solutions to its customers and also provides them
onsite support and annual maintenance,
Aarya deals with voice recognition, facial recognition, iris recognition, heart rate sensors, etc.

Security Solutions
5 6
4.5
5
4
3.5
4
3
2.5 3
2
2
1.5
1
1
0.5
0 0
2014 2016 2018 2020

voice recognition face recognition iris recognition

Table Analysis

Year voice recognition face recognition iris recognition

2014 4.3 2.4 2

2016 2.5 4.4 2

2018 3.5 1.8 3

2020 4.5 2.8 5

The table was showing performance and it’s on a scale of 5 with these advanced security
modes and systems, Aarya Group was increasing its goodwill, with the satisfied customers
and clients, these security solutions were used in commercial firms with advanced
performance.

E. Aarya’s Annual Turnover

 25

Aarya was founded in 2008, and started generating its annual turnover in the year 2010,
And the increase in turnover describes the business growth.

Data In Percentage

Column2
2,500,000

2,000,000

1,500,000

1,000,000

500,000

0
2010 2012 2014 2016 2018 2020

Column2

Table Analysis
Year Turnover
2010 2,35,000
2012 675000
2014 830000
2016 1550000
2018 1475000
2020 2000000

The sales of Aarya group were increasing year by year as we can see the increase in turnover
with the respective years, it just started with 2lakh 35 thousand per annum, but with the IT,
Software, Hardware & Security solution it’s been now reached 20lakh per annum which is an
achievement itself, Aarya is currently rapidly growing company as compared to its
competitors.
 26

F. Secondary Sampling Method

Probability sampling is a sampling technique in which researchers choose samples from a
larger population using a method based on the theory of probability. This sampling method
considers every member of the population and forms samples based on a fixed process.

a) Simple random sampling: - One of the best probability sampling techniques that helps in
saving time and resources, is the Simple Random Sampling method. It is a reliable method of
obtaining information where every single member of a population is chosen randomly,
merely by chance. Each individual has the same probability of being chosen to be a part of a
sample.
For example, in an organization of 500 employees, if the HR team decides on conducting
team-building activities, they would likely prefer picking chits out of a bowl. In this case, each
of the 500 employees has an equal opportunity of being selected

b) Cluster sampling: - Cluster sampling is a method where the researchers divide the entire
population into sections or clusters that represent a population. Clusters are identified and
included in a sample based on demographic parameters like age, sex, location, etc. This
makes it very simple for a survey creator to derive effective inference from the feedback in
the Aarya Group.
For example, if the United States government wishes to evaluate the number of immigrants
living in the mainland US, they can divide it into clusters based on states such as California,
Texas, Florida, Massachusetts, Colorado, Hawaii, etc. This way of conducting a survey will be
more effective as the results will be organized into states and provide insightful immigration
data.

c) Systematic sampling: - Researchers use the systematic sampling method to choose the
sample members of a population at regular intervals. It requires the selection of a starting
point for the sample and sample size that can be repeated at regular intervals. This type of
sampling method has a predefined range, and hence this sampling technique is the least
time-consuming.
For example, a researcher intends to collect a systematic sample of 500 people in a
population of 5000. He/she numbers each element of the population from 1-5000 and will
choose every 10th individual to be a part of the sample (Total population/ Sample Size =
5000/500 = 10).
 27

G. Types of non-probability sampling: - The non-probability method is a sampling method that

involves a collection of feedback based on a researcher or statistician’s sample selection
capabilities and not on a fixed selection process. In most situations, the output of a survey
conducted with a non-probable sample leads to skewed results, which may not represent
the desired target population. But there are situations such as the preliminary stages of
research or cost constraints for conducting research, where non-probability sampling will be
much more useful than the other type

a) Convenience sampling
This method is dependent on the ease of access to subjects such as surveying customers at a
mall or passers-by on a busy street. It is usually termed convenience sampling, because of
the researcher’s ease of carrying it out and getting in touch with the subjects. Researchers
have nearly no authority to select the sample elements, and it’s purely done based on
proximity and not representativeness. This non-probability sampling method is used when
there are time and costs limitations in collecting feedback. In situations where there are
resource limitations such as the initial stages of research, convenience sampling is used. For
example, start-ups and NGOs usually conduct convenience sampling at a mall to distribute
leaflets of upcoming events or promotion of a cause – they do that by standing at the mall
entrance and giving out pamphlets randomly

b) Judgmental or purposive sampling

Judgemental or purposive samples are formed at the discretion of the researcher.
Researchers purely consider the purpose of the study, along with the understanding of the
target audience. For instance, when researchers want to understand the thought process of
people interested in studying for their master’s degree. The selection criteria will be: “Are
you interested in doing your masters in …?” and those who respond with a “No” are
excluded from the sample.

c) Snowball sampling
Snowball sampling is a sampling method that researchers apply when the subjects are
difficult to trace.
For example, it will be extremely challenging to survey shelterless people or illegal
immigrants. In such cases, using the snowball theory, researchers can track a few categories
to interview and derive results. Researchers also implement this sampling method in
situations where the topic is highly sensitive and not openly discussed—for example, surveys
to gather information about HIV Aids. Not many victims will readily respond to the
questions. Still, researchers can contact people they might know or volunteers associated
with the cause to get in touch with the victims and collect information.
 28

4.1 Data Analysis and Interpretations

1. Are you satisfied with the wages paid to you?

Table Analysis

YES NO
85 15

(Data in Percentage)

YES NO

For the report, some questions were asked to the employees also When the poll will be
conducted for the satisfaction report this data came in front and the ratio is 9.1
approximately.
Interpretation: Almost all the employees are satisfied with the training provided by the
company to improve their performance.

2. Do you have any incentive wage schemes for efficient work in your organization?
 29

Table Analysis

YES NO
70 30

Data Percentage

80

70

60

50

YES
40
NO

30

20

10

Interpretation: 70 percent of the employees feel that there should be an incentive wage
scheme
for efficient work in the organization.

3. Are you satisfied with the present working conditions and environment?
 30

Table Analysis

YES NO
90 10

Data Percentage

NO

Column3

YES

0 10 20 30 40 50 60 70 80 90 100

Interpretation: Almost all the employees are satisfied with the present working conditions
and
environment.

4. Is the management helpful and sympathetic to your problems in the workstation?

 31

Table Analysis

TO SOME EXTENT TO LARGE EXTENT

70 30

Chart Analysis

80

70

60

50

40
Series 1

30

20

10

0
TO SOME EXTENT TO LARGE EXTENT

Interpretation: 70% of the employees feel that the management is sympathetic to some
extent in
their problems faced at the workstation.
 32

5.1 Observations and Findings

 There is a good working condition inside the company.

 There is high cooperation and a good deal in the team spirit.

 Workers are given adequate facilities for labor welfare

 A large number of the employees are aware of the welfare programs carried on in the
company.

 There are labor-management forums in the organization.

Do This
Statements should be brief but should contain necessary facts to support conclusions.

Pay attention to tone and language. Be diplomatic in your presentation.

Quantify your findings. Be specific about how many cases or in how many districts a violation
was observed. Was this an anomaly or a general pattern? Was it isolated to a particular
region, or observed across the country?

Highlight positive aspects and best practices from the election process. Reference to
international and regional standards makes statements stronger.

ü Recommendations can initially be made in a preliminary statement and elaborated on in

the final report. The next steps of the observer group should be announced in the report

Don’t Do This

Avoid presenting observations and conclusions in a manner that could be understood as

biased or unbalanced. Your credibility rests on objective reporting.

Do not jump to conclusions, ensure that all your assessments and conclusions are based on
observed findings, and give detailed examples when relevant. Do not distort statistics. When
using statistics in reports, make sure that you are presenting them in a straightforward
manner that does not mislead the reader.
 33

6.1 Conclusion

Besides several other factors, the economic development of a country depends upon the
effective functioning of employees. To achieve this, the superiors and the state should take
necessary steps for the satisfaction of employees in their respective jobs. Almost all the
employees are satisfied with the wages paid to them.

70% of the employees feel that there should be an incentive wages scheme for efficient
work in the organization. Employees are satisfied with the present working conditions and
feel secure about their job.70% of the employees feel that the management is sympathetic
to some extent to the problems faced at the workstation, Management shares a very good
relationship with the workers. Employees are satisfied with the facilities provided to them
and are free to express their views freely to the management.

Supervisors are ready to clear the doubts and help in improving their performance. 70% of
the employees feel that the company policies protect their interests. 50% of the employees
are satisfied with the present management setup. 60% of the employees feel that the
company policies should be changed. Employees are satisfied with the training provided to
them in improving their performance.

Medical, educational and housing loans are the financial benefits provided to the employees
by the organization. Expenses for the injured workers are borne by the organization. Medical
compensation is also provided to the injured workers. Overall, the employees of Aarya
Group are having very high job satisfaction and hence they are working with great
enthusiasm and zeal to achieve their organization’s goal.
 34

7.1 Recommendation and Suggestions

7.1.1 Allow for Employee Autonomy

By giving employees autonomy to do their job, you are letting them know that you trust
and value them. When your employees enter the workplace, it's to do a job. A recent
study found that the higher levels of autonomy a worker experienced, the higher their
sense of job satisfaction and wellbeing. Giving employees autonomy occasionally leads to
mistakes or decisions you wouldn't have authorized, but it isn't the end of the world.

7.1.2 Make Use of Employee Feedback

Your employees are an invaluable resource. They know your company as well as you
do. Listen to their suggestions and take their feedback seriously. Create an online portal
that allows people to submit their ideas for improvement. Then, acknowledge suggestions
at employee meetings or during brainstorming sessions.
If someone comes up with a really good idea, don't be afraid to implement it and see how
it works out.

7.1.3 Assist Your Team Members in Reaching Goals

Setting goals is a good way to hold yourself accountable. Not everyone is adept at setting
goals, however. What you don't want are vague goals like « I want to increase sales.
Instead, try something like «I want to increase sales by 25% in the next three months.
You want to ensure that employees are setting realistic timelines for meeting their goals.
If team members reach their goals early or better yet exceed their goals, you could
celebrate by doing something special for them.

7.1.4 Encourage Relationships Among Co-workers

When you establish comradery within the office, you'll have fewer employees missing
work, and the environment will be pleasant for everyone. If you have certain employees
that just don't mesh well together, it's not a bad thing to allow them to work in different
departments or areas of the office. Encourage them to talk with employees about their
personal lives, ask them questions about their family, and tell jokes or incorporate
humour in some way.

7.1.5 Organize Team Building Exercises

If you tell your employees that you've planned some team building exercises, you might
hear a few groans. There are many places that you could go outside of work to have fun
and build team spirit among co-workers.
With so much work being done at a desk behind a computer screen, people don't always
get to know each other very well.
 35

7.1.6 Hold Walking Meetings

Meeting with your employees, for whatever reason, is important. A good way to reduce
stress during meetings with individuals or small groups is to get out of the office. Even if
you aren't able to go outdoors, just getting up and moving around will create a more
relaxed environment.

7.1.7 Be Flexible
This means that employees are required to work weekends, late nights, or even
holidays. While employees want to work and enjoy a sense of accomplishment in the
workplace, they also have lives outside of work. As long as you have engaged employees
that are working hard, you have to remain flexible when attempting to complete
tasks. You could even allow employees to work from home if the situation allowed for it.

7.1.8 Personalize the Work Environment

The days of white walls and grey cubicles are over. If you want to create a work
environment that makes people feel comfortable and increases employee engagement,
you need to personalize the work environment. This could mean a variety of things from
giving new employees a small budget to decorate their own workspace to letting them
bring in their own things from home to put up around the office, such as photos, lamps,
or pillows. Regardless of how you choose to do it, the office needs to be a place that
contributes to the high-performance you expect from your team.
7.1.9 Celebrate the Good
All too often we get caught up in negative thoughts and emotions. Try celebrating the
good side of things that might otherwise be construed as bad. Other ways to turn a
potentially negative situation into something good are calling attention to an employee
that made a mistake and thanking them for teaching everyone how not to do something.
7.1.10 Volunteer Together in the Community
Volunteering in your community gives you a sense of pride and accomplishment. Figure
out what your employees' interests or hobbies are and try to plan community volunteer
work around those interests. For example, if some of your employees enjoy being
outdoors, you could plan a trash clean-up day somewhere in the community.
 36

8.1 Bibliography

01. https://www.whatishumanresource.com/causes--Effects-of-poor-industrial-relations
02. https://hal.archives-ouvertes.fr/hal-017354
03. https://eduvoice.in/types-research-methodology/
04. https://www.gnits.ac.in/sites/default/files/pics/ece/econtent/rmipr/Module1-
ResearchMethodology.pdf
05. https://dl.ifip.org/db/conf/interact/interact2007-2/Tripathi07.pdf
06. https://www.ukessays.com/essays/management/definition-of-international-human-
resource-management-management-essay.php
07. https://www.ultimatesoftware.com/what-is-global-human-resource-management
08. https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/
introglobalhr.aspx
09. https://www.alloysoftware.com/it-service-management
10. https://www.cisin.com/service/big-data-solution.htm
Books
1. Human Resource Management
2. HR from the Outside In Six Competencies for the Future of Human Resources
3. The HR Scorecard
4. Victory Through Organization
5. Predictive HR Analytics: Mastering the HR Metric
 37

9.1 Questionnaire and Annexure

Personal Problems & Benefits: -

1. Are you satisfied with the wages paid to you?

(a) Yes (b) No

2. Do you have any incentive wage schemes for efficient work in your
organization?
(a). Yes (b). No

3. Is your job permanent or temporary? _______________

4. Are you secured about your job?

(a). Yes (b). No

5. Are you satisfied with the present working conditions and environment?
(a). Yes (b). No

C. Inter-Personal Problems: -

1. Do the workers behave well with the Management?

(a). Yes (b). No

2. Is the management helpful and sympathetic to your problems in workstation?

(a) Yes (b) No

3. Does the management have good relation with the employees?

(a) Yes (b) No

4. Do you anytime express freely your views with the workers or vice versa?
(a) Yes (b) No

5. Are you satisfied with the facilities provided with the organization?
(a) Yes (b) No

6. Are the supervisors ready to clear your doubt and help in improving your
performance?
(a) Yes (b) No

7. Do you have good personal relations with the Manager and Supervisors?
(a) Yes (b) No
 38

E. Management & Workers concerned: -

1. Is the management able to provide any housing facilities to you?

(a) Yes (b) No

2. Do you feel that company policies really protect your interests?

(a) Yes (b) No

3. Do you have problems with the present management setup?

(a) Yes (b) No

4. Do you feel that the company policies should be changed?

(a) Yes (b) No

5. Does the company provide any training to improve your performance?

(a) Yes (b) No

6. If yes, are you satisfied with the training provided?

(a) Yes (b) No