MANAV RACHNA INTERNATIONAL INSTITUTE OF RESEARCH AND STUDIES

(Deemed to be University)

FACULTY OF MANAGEMENT STUDIES

The MBA Program

Summer Internship Project on

GBC PVT. LTD.

UNDER GUIDANCE OF: Sumit Gaur

SUBMITTED BY: Chhavi Singla
BATCH: 2021 -2023
SECTION: A
Roll no: 21/FMS/MBA/054
Email ID: chhavisingla981@gmail.com
Certificate of originality by the student
CERTIFICATE

This is to certify that the project titled

___________________________________
________________________________________________________
______________submitted
for partial fulfillment of the MBA program (Faculty of Management
Studies, Manav Rachna
International Institute of Research and Studies), embodies original
work done by me. It has been
conducted during Summer Internship Program in ______________
20_____.

Signature of the Student

Name (in Capitals) :

________________________________________________________
____

_
Roll Number :

________________________________________________________
____
Signature of the Faculty Guide :

Name (in Capitals) :

Designation :

Signature of the Dean :

Company internship certificate
 ACKNOWLEDGEMENT

This project was an insightful experience of my internship at GBC Pvt. Ltd,

Noida. I would like to thank Ms. Sumit Gaur for not only giving me the
opportunity to work on this project, but also provided me with sound guidance
and the necessary facilities to carry out the project. I thank her for giving me
numerous assignments beyond my project and expose me to the entire gamut
of activities and made me to learn more beyond my project.
Project Title :“Marketing analysis of GBC Pvt. Ltd.”

The topic has been already given by the company to collect

information about current status of the Disposable Parts that is given

by the company to the retailer for selling of every brand of GBC Pvt.

Ltd.
 TABLE OF CONTENT

1. Company Certificate

2. Acknowledgement

3. Executive summary

4. Objective of the study

5. Introduction

6. Emergenceof the Marketing Mix: 4 Ps Conceptand 7 Ps Concepts

7. Major market competitors like jaguar, cera and parry ware

8. Introduction

9. Company Profile

10. Objective of the study

11. Scope of the study

12. Research methodology

13. Limitation

14. Data analysis and interpretation

15. Findings

16. Conclusion

17. Suggestions and recommendations

18. Bibliography
 Executive Summary

During my internship I gained practical knowledge on how the human resource division of an
organization operates and coordinates its activities to ensure smooth functioning of the
organization at all levels by ensuring right numbers of people are available at the right time to do
the right job. Not only that I have also gained insight into the working culture of the organization
and observed how GBC PVT. LTD. handles its employees with value and empowerment to ensure
they are motivated to give their best to the organization. The report starts with the introduction of
topics which is overview of HR Diversion and policies where I have covered basic meaning of
human resource management, function of human resource management and some basic of HR and
HR policies which are implies in companies. In the next topic I have cover an organizational
background where I mentioned about the basic information about the company, their customers,
their products and services, milestones/ history.

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 CHAPTER- 1

INTRODUCTION TO THE TOPIC

Chapter: 1

Overview of HR Division and HR Policies

1.1 HUMAN RESOURCES MANAGEMENT

Human resource management involves all management decisions and practices that directly
affect or influence the people, or human resources, who work for the organization. In modern
years, amplified concentration has been devoted to how organizations manage Human
Resources. This augmented focus comes from the comprehension that an organization’s
employees facilitate an organization to attain its goals and the management of these human
resources is vital to an organization’s success.

Human Resource Management is a management function concerned with hiring, motivating,

and maintaining the workforce in an organization. Human resource management deals with
issues related to employees such as hiring, training, development, compensation, motivation,
communication, and administration. Human resource management ensures the satisfaction of
employees and a maximum contribution of employees to the achievement of organizational
objectives.

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HUMAN- refers to the skilled workforce in an organization.

Resource: refers to limited availability or scarce.

Management: refers how to optimize and make best use of such limited or scarce resource so as
to meet the organization goals and objectives.

1.2PURPOSE
The overall purpose of human resources (HR) is to ensure that the organization is able to achieve
success through people. HR professionals manage the human capital of an organization and focus
on implementing policies and processes.

 Human resource management (HRM) views people as organizational assets and internal
customers and works to create job satisfaction and employee efficiency and effectiveness.
 HRM concentrates on internal sources of competitive advantage. It regards people as an
organization 's most important asset.
 The department of human resources (HR) communicates with employees and adapts the
organization's culture and structure to their needs—for example, in negotiating with unions
or re-engineering processes.
 HR leads the employment life cycle, from attracting and hiring the right employees to
facilitating performance reviews and eventually processing terminations.

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1.3FUNCTIONS OF HR
Human Resource Management functions can be classified into the following three categories.

 Managerial Functions,
 Operative Functions, and
 Advisory Functions.

The Managerial Functions of Human Resource Management are as follows:

1. Human Resource Planning - In this function of HRM, the number and type of employees
needed to accomplish organizational goals are determined. Research is an important part of this
function, information is collected and analyzed to identify current and future human resource
needs and to forecast changing values, attitudes, and behavior of employees and their impact on
the organization.

2. Organizing - In an organization tasks are allocated among its members, relationships are
identified, and activities are integrated towards a common objective. Relationships are established
among the employees so that they can collectively contribute to the attainment of the
organization's goal.

3. Directing - Activating employees at different levels and making them contribute maximum to
the organization is possible through proper direction and motivation. Taping the maximum
potentialities of the employees is possible through motivation and command.

4. Controlling - After planning, organizing, and directing, employees' actual performance is

checked, verified, and compared with the plans. If the actual performance is found deviated from
the plan, control measures are required to be taken.

The Operative Functions of Human Resource Management are as follows:

1. Recruitment and Selection - Recruitment of candidates is the function preceding the selection,
which brings the pool of prospective candidates for the organization so that the management can
select the right candidate from this pool.

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 Recruitment Application Written test

Reference Medical
Interview
check examination

Final
selection

2. Job Analysis and Design - Job analysis is the process of describing the nature of a job and
specifying the human requirements like qualification, skills, and work experience to perform that
job. Job design aims at outlining and organizing tasks, duties, and responsibilities into a single unit
of work for the achievement of certain objectives.

Employee Orientation: Employee orientation provides new employees with the basic background
information they need to perform their jobs satisfactorily. Companies arrange an orientation
program for the employees. In an orientation program the employees should feel-

 feel welcome
 understand the organization in a broad sense
 be clear about what the firm expects in terms of work and behavior
 begin the process of socialization

3. Performance Appraisal - Human resource professionals are required to perform this function
to ensure that the performance of employees is at an acceptable level.

4. Training and Development - This function of human resource management helps employees
acquire skills and knowledge to perform their jobs effectively. Training and development
programs are organized for both new and existing employees. Employees are prepared for higher-
level responsibilities through training and development.

Training is one of the important activities of human resource management. In the training process
companies try to motivate and train the employees in a manner so that they can work more
effectively in the future. Under the training process there are some steps they are given below:

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Employee Training:

There is some process, method and techniques of employee training. A company follows the all
the steps of training to provide the employees a good look on their work.

Career Development:

The career development stage is given below

 Pre transition: Is simply looking for a job and preparing oneself for a career.
 Transition: An individual is already having a job and developing oneself for future career
or moving to another career.
 Preferred area: An individual prefers a specific sector of the career.
 Early stage: First 1-5 years of career is called early career.
 Mid-career: 5-20 years after the career starts.
 Late career: Late career starts after 20 years of job life.
 Retirement: finally, after completing the stages of career and individual decides to retired.

5. Wage and Salary Administration - Human resource management determines what is to be

paid for different types of jobs. Human resource management decides employee's compensation
which includes - wage administration, salary administration, incentives, bonuses, fringe benefits,
etc,.

6. Employee Welfare - This function refers to various services, benefits, and facilities that are
provided to employees for their well-being.

7. Maintenance - Human resource is considered an asset for the organization. Employee turnover
is not considered good for the organization. Human resource management always tries to keep
their best performing employees with the organization.

8. Labour Relations - This function refers to human resource management interaction with
employees represented by a trade union. Employees come together and form a union to obtain
more voice in decisions affecting wage, benefits, working conditions, etc,.

9. Personnel Research - Personnel research is done by human resource management to gather

employees' opinions on wages and salaries, promotions, working conditions, welfare activities,
leadership, etc,. Such researches help in understanding employee satisfaction, employee turnover,
employee termination, etc,.

10. Personnel Record - This function involves recording, maintaining, and retrieving employee-
related information like - application forms, employment history, working hours, earnings,
employee absents and presents, employee turnover, and other data related to employees.

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The Advisory Functions of Human Resource Management are as follows:
Human Resource Management is expert in managing human resources and so can give advice on
matters related to human resources of the organization. Human Resource Management can offer
advice to:

1. Advised to Top Management

The personnel manager advises the top management in the formulation and evaluation of
personnel programs, policies, and procedures.

2. Advised to Departmental Heads

The personnel manager advises the heads of various departments on matters such as manpower
planning, job analysis, job design, recruitment, selection, placement, training, performance
appraisal, etc.

1.4 THE SEVEN HR BASICS

When we talk about Human Resource Management, several elements are considered cornerstones
for effective HRM policies. These cornerstones are:

1. Recruitment & selection

2. Performance management

3. Learning & development

4. Succession planning

5. Compensation and benefits

6. Human Resources Information Systems

7. HR data and analytics

1. Recruitment & selection

Recruitment and selection are arguably the most visible elements of HR. We allremember our first
interview, right?

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7
Recruiting candidates and selecting the best ones to come and work for the company isa key HR
responsibility. People are the lifeblood of the organization and finding the bestfits is a key task.

The request for new hires usually starts when a new job is created or an existing job opens up. The
direct manager then sends the job description to HR and HR starts recruiting candidates. In this
process, HR can use different selection instruments to find the best person to do the work. These
include interviews, different assessments, reference checks, and other recruitment methods.

Sometimes, when there are a lot of candidates, HR may deploy preselectingtools.These tools help
to separate the wheat from the chaff when it comes to suitablecandidates. The successful
candidates then continue to the next round, where they areinterviewed and receive a more in-depth
assessment.

2. Performance management

Once employees are on board, performance management becomes important.Performance

management is the second HR basic. It involves helping people tobecome their best selves at work,
boosting the company’s bottom line. Usually, employees have a defined set of responsibilities that
they need to take care of.

Performance management is a structure that enables employees to get feedback ontheir

performance – to reach their best performance. Examples are formal one-on-one performance
reviews, 360-degreefeedback instruments that also take into account the evaluation of peers,
clients, andother relations, and more informal feedback.Usually, companies work with an
annual performance management cycle, whichinvolves planning, monitoring, reviewing, and
rewarding employee performance. Theoutcome of this process enables the categorization of
employees in high vs. lowperformers and high vs. low potentials.Successful performance
management is very much a shared responsibility between HRand management, where usually the
direct manager is in the lead and HR supports.Good performance management is crucial.
Employees, who are empowered to their fullpotential, improve the efficiency, sustainability, and
profit margin of a business.Employees which consistently underperform may not be a good fit for
their role, or thecompany culture. These employees may need to be let go. This is also one of the
basic responsibilities of HR.

3. Learning & development

People are the product of life experiences, the country and era they grow up in, and arange of
cultural influences. Within HR, learning and development ensure thatemployees adapt to changes
in processes, technology, and societal or legal shifts. Learning and development helps employees
to reskill and upskill. Learning &Development (L&D) is led by HR and good policies can be very
helpful in advancing theorganization towards its long-term goals.Many organizations have pre-
defined budgets for L&D efforts. This budget is thendistributed amongst employees, with trainees,
future leaders, and other high potentialsoften receiving more training opportunities than others.
Individuals may arrive at acompany with vastly different knowledge and experience. L&D

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provides employees witha way in which to bridge skill gaps and develop into leaders. A well-
known frameworkthat connects performance management with L&D activities is the 9-Box grid.
Based onpeople’s performance and potential ratings, HR department together with managers
canadvise different development plans.

4. Succession planning

Succession planning is the process of planning contingencies in case of key employeesleaving the
company. If, for example, a crucial senior manager quits his/her job, havinga replacement ready
will guarantee continuity and can save the company significant money. Succession planning is
often based on performance ratings and L&D efforts. Thisresults in the creation of a talent
pipeline. This is a pool of candidates who are qualifiedand ready to fill (senior) positions in case of
someone leaving. Building and nurturingthis pipeline is key to good people management.

5. Compensation and benefits

Another one of the HR basics is compensation and benefits. Fair compensation is key inmotivating
and retaining employees. One of the fundamentals of human resourcemanagement concerning pay
is ensuring equity and fairness.Making the right offer of pay is a key part of attracting the best
talent. This must bebalanced with the budget and profit margins of the company. HR should
monitor payincreases, and set standards of merit. HR may also carry out a pay audit on
occasions. Compensation comprises primary compensation and secondary compensation.
Primarycompensation involves directly paid money for work, which often is a monthly salary
andsometimes performance-based pay.Secondary benefits are all non-monetary rewards. This can
include extra holidays,flexible working times, day-care, pensions, a company car and laptop, and
much more.The goal here is to reward people in ways that motivate them.

6. Human Resource Information System

The last two HR basics are not HR practices but tools to do HR better. The first isthe Human
Resource Information System, or HRIS. AnHRIS supports all thecornerstones we discussed above.
For example, for recruitment and selection, HRprofessionals often use an Applicant Tracking
System, or ATS, to keep track ofapplicants and hires.For performance management, a performance
management system is used to keeptrack of individual goals and put in performance ratings.In
L&D, a Learning Management System (LMS) is used for the distribution of contentinternally, and
other HR systems are used to keep track of budgets and trainingapprovals.Compensation
specialists often use a payroll system, and there are also digital toolsthat enable effective
succession planning.All these functionalities can often be done in one single system – the HRIS.
Sometimes,however, the management of these functionalities is split up into different HR
systems.The bottom line here is that there is a significant digital element to working in HR whichis
why the HRIS is the final element when we talk about the HR basics.

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 7. HR data and analytics

The last of the HR fundamentals revolves around data and analytics. In the last half-decade, HR
has made a major leap towards becoming more data-driven.The Human Resource Information
Systems we just discussed is essentially a data-entrysystem. The data in these systems can be used
to make better and more informeddecisions.An easy way to keep track of critical data is
through HR metrics or HR KPIs. These arespecific measurements that answer how a company is
doing on a given measurement.This is referred to as HR reporting.

This reporting focuses on the current and past state of the organization. Using HR

analytics, HR can also make predictions. Examples include workforce needs, employeeturnover
intention, the impact of the (recruitment) candidate experience on customersatisfaction, and many
others.By actively measuring and looking at this data, HR can make more data-drivendecisions.
These decisions are often more objective, which makes it easier to findmanagement support for
these decisions.

1.5 HR Policies

HR policies are an essential framework that every company needs to ensure smooth functioning.
These policies are the guiding factor that tells the company and the employees how to work and
conduct themselves to ensure a safe and secure working environment for all.

The primary purpose of HR policies is to manage employees more productively and ensure the
organization’s smooth functioning. The inclusion of HR policies creates a base or a solid
foundation for companies to manage and lead their employees towards growth and prosperity. It
also saves the company from any legal compliance issues in case of a lawsuit filed by any of the
employees.

HR policies?

HR strategies are also described as the set of concepts and norms of behavior that regulate
an organization’s interaction with its workers. A policy proposal of this type sets instructions
for a broad range of employment connections inside the business. The aim and relevance of HR
rules are self-evident. Every firm needs policies in order to promote regularity in behavior and
equality in employee relations.

Why Is It Important to Have Defined HR Policies in Place?

HR Department Policies and Practices are critical in SMEs because they give an outline,
management, uniformity, justice, and rationality. They also guarantee that employment laws are
followed and that workers are aware of their obligations and the Business’s goals.

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 1. Employment contract

In India, it is crucial to file proper documentation of the employees that work in the company. The
employee contract acts as the umbrella covering a list of HR policies and agreements.As per
India’s employment laws, it is essential to file proper documentation of the employees to ensure
appropriate navigation through the complex and diverse employment framework.Therefore, having
accurate and updated documents that prove the employee’s compliance to the company will help in
the long term and save them from any legal hassles later. Therefore, you need to follow the labour
and wage laws while processing documentation.

2. Employee wages

Employee payroll is one of the significant aspects of employee management. The job of the HR
department of the company is to manage the employee payroll effectively. This includes offering
competitive salaries to employees and staying in compliance with the government policies.Various
acts passed by the government cover the employee wages. The most prominent among being The
Minimum Wage Act, 1948. This act sets a particular wage as the minimum wage for skilled as
well as unskilled workers. The act mandates that the employees earn the ‘Basic’ salary to meet
their living expenses.Further, The Payment of Wages Act, 1936 states that an employee should
receive their rightful monthly salary payment on the agreed-upon date without any unwanted
deductions. Therefore, companies need to follow the laws to remain compliant while being
competitive. This is one of the most critical points in the list of HR policies in India.

3. Code of Conduct

The Code of Conduct is the company’s policies, consisting of its vision, mission, and ethics. This
is created to inform employees about the policies of the behavior and maintain discipline while at
the workplace.

The code of conduct is among the types of HR policies containing the company’s rules that
employees need to adhere to. The policy includes dress code, equal rights to all, electronic usage
policy, conflict of interest, media policy, proper work environment etc. It also contains the rules
and penalties if an employee breaches or violates the code of conduct.

4. Leave policy

As per requirement, every company should have a good leave policy to provide a clear picture of
the leaves they would be entitled to take in a year. The policy should include a proper bifurcation
of the leaves into paid leaves, sick leaves or casual leaves etc. It must also mention public
holidays.

HR policies in India 2022 should also provide provision for unpaid leaves along with detailed rules
on the salary cut on late arrivals and half days. According to The Factories Act, 1948, employees
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are entitled to get paid holidays every week as well as get paid for any extra work they did beyond
their work hours.

5. Employee provident fund

Every employer is liable to set up an employee’s provident fund account for each of its employees.
The Employees Provident Fund Act, 1947 provides income security to the employees after their
retirement. This is more like a security fund offering various benefits for employees, such as
housing care, medical insurance and retirement pension.

It is important to note that companies exceeding 10 employees must provide provident fund
benefits to their employees. Therefore, if you have more than 10 employees, then you are liable to
have a provident fund scheme for your employees.

6. Gratuity Policy

The gratuity policy is a way for companies to appreciate the services provided by their employees
towards the company. The gratuity policy applies to all employees who have provided more than 5
years of continuous service to the organization.

The company is liable to pay a one-time payment as gratuity payout to employees who are either
being laid off or resigning, but have provided 5 years or more of continuous service. This is vital to
keeping employees happy and engaged. Moreover, companies are legally bound, as per The
Payment of Gratuity Act, 1972, to pay gratuity to their employees.

7. Paternity and maternity leave policy

Every company with more than 10 employees is required by law to provide maternity leave
benefits to women employees as per The Maternity Benefits (Amendment) Act, 2017. Any woman
who has worked with the company for 80 days is entitled to receive the benefits.

According to the act, a pregnant working woman is eligible to get a minimum of 26 weeks of paid
leave for the first 2 children and a subsequent 12 weeks of unpaid leave.

As of now, there is no law on paternity bills for private company employees. The central
government employees are entitled to get paternity leave of 15 days to take care of their wife and
surviving child. There is a proposed paternity benefits bill, 2017, which is still pending
government authorization.

8. Sexual harassment workplace policy

A company is required to take or implement decisive rules, human resource policies and
regulations to create a safe work ecosystem for women at the workplace. This is not just required
by law, but it should be a moral necessity for the company.

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According to The Sexual Harassment Act, 2013, the company must implement proper steps to
protect women employees and interns as well as any woman who visits the company. Moreover,
every company should have a sound sexual harassment policy to address harassment complaints
by women employees actively.

This includes setting up an Internal Complaints Committee in every company crossing the 10-
employee mark to look into the sexual harassment complaints by women at the workplace.

9. Adaptive work culture policy

The past year has seen a paradigm shift in various companies’ work culture. The pandemic has
forced many of them to ask their employees to work from home. This has given rise to the need for
an adaptive work culture policy to provide greater flexibility to employees to choose their work
location or workplace.

The adaptive work culture policy should contain proper rules and structures to manage employees
working remotely or working from home. This will create a framework or guidelines for
employees to follow when working from different locations.

10. Employment Termination policy

Every employer has to face it. Some of your employees may plan to move ahead at some point in
their careers. You may also feel that an employee no more fits into your larger scheme of things.
These moments are emotional for the employee as well as the employer.

Therefore, the employer needs to ensure that they implement a proper leave policy that lays down
the steps for an employee who wishes to leave the company.

This will help the HR team follow the correct procedures as per the labour laws to terminate an
employee or process the employee’s resignation request.

HR policies are an essential framework that every company needs to ensure smooth functioning.
These policies are the guiding factor that tells the company and the employees how to work and
conduct themselves to ensure a safe and secure working environment for all.

11. Developing relations

Google renamed the normal ‘Human Resources’ division to ‘People Operations,’ wherein
management holds that in developing strong relationships between employers and employees. The
organization enables its staff to use their creativity and keep coming up with great out-of-the-box
ideas and value-added activities.

12. Looking after the employees

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Flipkart is one of the largest electronic retail giants and provides its employees with unpaid time
off to attend to personal commitments. The organization also offers exceptional discounts for
special occasions such as an emergency involving friends or relatives. These benefits are in
addition to the standard leaves that are awarded.

The Right Way to Write HR Policies

If your HR team has to draft an HR policy, certain precautions have to be taken. Why? Because the
last thing you want is a botched official document of your organization that lays down important
rules, regulations and procedures for everyone.

1.6 HISTORY OF THE HUMAN RESOURCE MANAGEMENT

The human resources field began to take shape in 19th century Europe. It built on a simple idea
by Robert Owen (1771-1858) and Charles Babbage (1791-1871) during the industrial revolution.
These men concluded that people were crucial to the success of an organization. They expressed
the thought that the well-being of employees led to perfect work; without healthy workers, the
organization would not survive.

HR emerged as a specific field in the early 20th century, influenced by Frederick Winslow
Taylor (1856–1915). Taylor explored what he termed "scientific management" (sometimes
referred to as "Taylors"), striving to improve economic efficiency in manufacturing jobs. He
eventually focused on one of the principal inputs into the manufacturing process—labor—sparking
inquiry into workforce productivity.

Meanwhile, in England, C S Myers, inspired by unexpected problems among soldiers which had
alarmed generals and politicians in the First World War of 1914–1918, co-founded the National
Institute of Industrial Psychology (NIIP) in 1921. In doing so, he set seeds for the human relations
movement. This movement, on both sides of the Atlantic, built on the research of Elton
Mayo (1880-1949) and others to document through the Hawthorne studies (1924–1932) and other
studies how stimuli, unrelated to financial compensation and working conditions, could yield more
productive workers. Work by Abraham Maslow (1908–1970), Kurt Lewin (1890–1947), Max
Weber (1864–1920), Frederick Herzberg (1923–2000), and David McClelland (1917–1998),
forming the basis for studies in industrial and organizational psychology, organizational
behavior and organizational theory, was interpreted. in such a way as to further claims of
legitimacy for an applied discipline.

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1.7 LITERATURE REVIEW

Literature Review Of Human Resource Management

Leavitt (1965) Proposes that an organization can change four things its task or purpose, its
technology, its structure and its employees. Hostage (1975) believes that a service firm’s contact
personnel comprise the major determinants of service quality. Berry (1980) along with Booms and
Bitner (1981) argue that, due to intangible nature of services, customer use elements associated
with the physical environment when evaluating service quality. Leavitt (1981) proposes that
customers use appearances to make judgments about realities. Berry (1981), Gronroos (1990) and
Gummesson (1990) stated that if a management wanted its employees to deliver an outstanding
level of service to customers, it must be prepared to do a great job with its employees. McCleary
and Weaver (1982) indicated that good service is defined on the basis of identification of
measurement behaviors that are important to customers. Lewis and Booms (1983) propose that
service quality resides in the ability of the service firm to satisfy its customer needs i.e. customer
satisfaction. Beer and others (1984) also stress the importance of HRM in getting managers
involved in the dissemination of the organization’s central mission to all employees. Gronroos
(1984), Lehtinen and Lehtinen, (1982) Defining service quality and its components in a form that
is actionable in the workplace is an important endeavor that any business company cannot take
lightly. Russel, Terborg and Powers (1985) demonstrated a link between the adoption of
employment training programs and financial performance. Zemke and Albrecht (1985) suggested
that service plays an important role in defining a restaurant‟s competitive strategies and identified
systems and strategies for managing service. Russel, Trevor and Powers (1985) demonstrated a
link between the adoption of employment training programs and financial performance. As
suggested by (Levitt, 1986; Gronroos, 1994; Morgan, 1994; Gummesson, 1999; Bejou etal, 1998)
trust, commitment, ethical practices, fulfillment of promises, mutual exchange, emotional bonding,
personalization and customer orientation have been reported to be the key elements in the
relationship building process. Gronroos (1990) Customers evaluate banks‟ performance mainly on
the basis of their personal contact and interaction. Rutherford (1990) reported that motivation
makes an organization more effective because motivated employees are always looking for better
ways to do a job, so it is important for management to understand how organizations influence the
motivation of their individual employees. Cascio (1991) argues that the financial returns associated
with investments in progressive HR practices are generally substantial. Schneider and Bowen
(1993) postulated that by recruiting and selecting right people, training them to work in the market
segment allocated to them, rewarding them according to the objective achieved by them would get
benefits to the organization. Terpstra and Rozell‟s (1993) study of the relationship between
recruiting/selection practices and firm performance, where they found a significant and positive
link between extensiveness of recruiting, selection and the use of formal selection procedures and
firm performance. Fisk et al., (1993) Academics and practitioners have demonstrated interest in
issues that surround the measurement of service quality and the conceptualization of the
relationship between service quality and consumer satisfaction. Fisk et al., (1993) the interest in
service quality parallels the focus on quality, total quality management, and satisfaction in

15
business. Schneider & Bowen (1993) Management should be aware of this closeness, which has a
strong influence customer's perception of service quality. Palmer (1994) The role of marketing is
to achieve organizational aims by satisfying user’s needs, and HRM is about reaching
organizational aims. For this reason HRM must be concerned with satisfying external customer
needs. Collins & Poras (1994); Sako (1998); Shaw, (1997) HRM practices are an important part of
the social exchange that characterizes employment relations, and in which the components of trust
come into play. Wager (1994) employees‟ trust in managers will be positively related to perceived
service quality. Schneider & Bowen (1995) two partners are actively involved in the service
process: employees and customers, and when an organization nurtures its relationships with its
employees, a real improvement in service provision to customers occurs. Huselid (1995) in his
famous article "The impact of human resource management practices on turnover, productivity,
and corporate financial performance" took eleven human resource management practices which
are personnel selection, labour management participation, incentive Compensation, performance
appraisal, grievance procedures, information sharing, job design, attitude assessment, recruitment
efforts, promotion criteria and employee training. William et al., (1996) Career planning is a tool
that aligns strategy with future HR needs and encourages employee to strive for his personal
development. Koch and McGrath (1996) reported that firms using more sophisticated staffing
practices (planning, Recruiting and selection) had higher labor productivity. Hollowell (1996) both
the service management and the marketing literatures suggest that there is strong theoretical
underpinning among customer satisfaction, customer loyalty, and profitability. Spender (1996)
knowledge has become the most important strategic factor of production, so managers must now
focus on its production, acquisition, movement, retention and application. Delaney and Huselid
(1996) categorized the human resource management practices into the factors that improved
employee skills, motivated and inspired the employees, and arrangement design of the workplace.
Koch and McGrath (1996) reported that firms using more sophisticated staffing practices had
higher labor productivity. Patterson et al (1997) while discussing impact of people management
practices on business performance has argued that HR practices in selection and training influence
performance by providing appropriate skills. Worsam (1997) successful service organizations
invest heavily in HRM, especially ongoing training. The management of human resource is
crucially important in all organizations but it is particularly true of service organizations where
every employee is (or potentially is)in direct contact with customers. Lam and White (1998)
reported that firm‟s HR orientations (measured by the effective recruitment of employees, above
average compensation and extensive training and development) were related to return on assets,
growth in sales and growth in stock values. Parasuraman (1988) Research has indicated that
service quality has been increasingly recognized as a critical factor in the success of any business.
Cowling and Newman (1995) the banking sector in this case is not exceptional. Service quality has
been widely used to evaluate the performance of banking services. Bateson (1995) states that
quality is generally conceptualized as an attitude, the customer’s comprehensive evaluation of the
service offered. Lam and White (1998) reported that firms‟ HR Orientations (measured by the
effective recruitment of employees, above average Compensation, and extensive training and
development) were related to return on assets, Growth in sales and growth in stock values.
Schneider, While & Paul (1998) supportive working environment and organizational aspiration to
16
service and excellence will motivate employees to give customers the best service. On the other
hand, customer who meets a satisfied and enthusiastic employee will perceive the provided service
positively. Schneider, White, and Poul (1998) developed and tested a model of the effects of the
service oriented climates in bank branches on customer satisfaction. Schneider and Bowen (1999)
suggested that companies manage how to implement concern for customer needs in all actions that
might influence customer's feelings about relationship with the firm. Cooke (2000) efficiency and
effectiveness as ingredients of Performance apart from competitiveness and productivity. Richard
and Johnson (2001) examined the impact of strategic HRM effectiveness on a number of
performance variables. Guest (2002) have argued that the Impact of HRM on performance depends
upon worker’s response to HRM practices, so the impact will move in direction of the perception
of HRM practices by the employee. Grant (2002) holds that knowledge is the overwhelming
important productive recourse; indeed the value of people and machines lies primarily in the fact
that they embody knowledge. Datta et al, (2003) Use of best HR practices shows a stronger
association with firm’s productivity in high growth industry. Wright et al (2003) have argued that
an employee will exert discretionary effort if proper performance management system is in place
and is supported by compensation system linked with the performance management system.
Bowen and Ostroff (2004) have conceptualized psychological climates as one that apply to
individuals in their own specific work contexts based on the experimental perceptions of what
people see and report happenings to them as they make sense of their environment. Chaoprasert
and Elsey (2004) Banks need focus on service quality as a core competitive strategy. Summers &
Hyman (2005) increasing employee participation, the firm will benefit from increase in
productivity of the employee due to increased commitment of the employee. Qureshi M Tahir
(2006) It clearly outlines duties, responsibilities, working conditions and expected skills of an
individual performing that job. Green, Wu, Whitten and Medlin (2006) reported that organizations
that vertically aligned and horizontally integrated HR function and practices performed better and
produced more committed and satisfied HR function employees who exhibited improved
Individual and organizational performance. Teseema & Soeters (2006) in their famous article
"Challenges and prospects of HRM in developing countries: testing the HRM-performance link in
Eritrean civil service" took eight HRM practices which are recruitment and selection practices,
placement practices, training practices, Compensation practices, employee performance evaluation
practices, promotion practices, grievance procedure and pension or social security. Tahir Masood
Qureshi (2006) Impact of HR practices on organizational performance in Pakistan clearly indicates
that HR practices affect Organizational Performance through employee outcomes. Humprey,
Ehrich, Kelly, Sandall, Redfern,Tsai (2006) Taiwan reported that effective use of employee
empowerment practices are positively related to organizational performance. HRM plays an
important role in the exchange relationship between the organization’s management and its
employees, and its practices might have some effect on service quality. Wolf and Zwick (2008)
found that employee involvement and financial incentives and inducement were often honored as
efficient way for increasing the organizational productivity. They revealed that employee job
involvement lifted up the organizational productivity, but monetary incentive scheme did not do
so.

17
 CHAPTER- 2
COMPANY PROFILE

18
 CHAPTER- 2

Organization Profile

2.1 ORGANIZATION BACKGROUND

GBC PVT. LTD. Noida

They are an ISO 9001:2008 company; they are one of the leading manufacturers&
supplier of a wide range of precision-built assortment of welding jigs & fixtures, SPMs,
Panel checkers, Press tools & Automation solutions. they apply the most advanced
technologies to meet the most challenging needs of our customers. Since its establishment
in the year 2001 and under the able & efficient guidance of our mentor and founder of the
company Mr. S.R Arora, they have carved a niche of our specified domain In order to
fabricate and supply bulk consignment; we are backed with a well-equipped infrastructure
with in-house design & manufacturing facilities.

They are committed to provide international level quality and time bound delivery with
competitive cost.

SD Group has five units as:

 GBC PVT. LTD. NOIDA
 GBC PVT. LTD.., PUNE
 GBC PVT. LTD.., NOIDA
 GBC PVT. LTD.., NOIDA
 GBC PVT. LTD.GURGAON

2.2 KEY POINTS ABOUT GBC Pvt. Ltd.

Basic Information
Nature of Business Exporter and Manufacturer

 Exporter
Additional Business
 Supplier

19
Company CEO S. R Arora

Total Number of Employees 501 to 1000 People

Year of Establishment 2001

Legal Status of Firm Limited Company (Ltd./Pvt.Ltd.)

Annual Turnover Rs. 100 - 500 Crore

Company USP
Quality Measures / Testing
Yes
Facilities

Statutory Profile
Import Export Code (IEC) 05110*****

GST No. 06AAPCS1496Q1ZE

CIN No. U34102DL2010PTC211219

Packaging/Payment and Shipment Details

Customized Packaging No

 Cash
Payment Mode  Cheque
 DD

2.3 CUSTOMERS
They are specialized in fabricating spot welding fixtures that has given them opportunities to work
with some reputed clients in the country. Their company believes in satisfying their clients with
their qualitative assortment of offerings. Recently, they have completed almost one year on spot
welding fixtures project in YM GIKEN. Their fabricated gamut holds high approval from their
clients that include some reputed names like:

20
 Maruti Suzuki
 Ashok Leyland
 Mahindra and Mahindra
 Tata motors
 Banterle automotive Pvt. Ltd.
 GENERAL MOTORS
 BMW
 VOLKS WAGON
 TOYOTA
 SKODA
 AUDI
 HMSI
 HERO HONDA
 TATA MOTORS
 SKH Group
 Bharat Seats
 Vee Gee Industries
 Sharda Motor Ind. Ltd
 Jay Bharat Maruti Group
 Caparo Group
 Bestax India
 Motoman
 H-One

2.4 Products and services provide by GBC Private Limited

2.4.1. Products

 Welding jigs
 Multi spot welder
 Robotics welding fixture
 Machining fixtures
 Receiving gauge
 Panel checkers
 Automation solution
 Press tools

21
2.4.2. Services

 Automations
 Installation
 Commissioning
 Trails
 Transportation

2.5 MILESTONES/ HISTORY

Browse through the interactive timeline and discover the achievements and milestones that have
defined GBC Pvt. Ltd. success so far.

 2001- Company established (Started making spot welding fixtures.)

 2005- Press tool division started (Added a new portfolio of press tools apart from fixtures.)
 2007- SDE, GGN Design and marketing office for robotics, automation and increasing
solution to cater the increasing requirements of robotics and automations.
 2012- Became tier one supplier of Screw Jack and Crash member welder assly.
 2013- SDE Sector 59 plant started
 2014- Started Pune plant to cater western region customers.
 2017- Plans for opening new facility in Gujarat to cater Gujarat based OEMS and tiers.

22
2.6 SWOT ANALYSIS

Strenghts

 Well loyal to customers.

 Have professional engineers and designers.
 Responsible
 Domestic market is large

weakness

 Financial and high risk with new customers

 Employee issue
 Logistics
 Aging equipment

Opportunities

 Freight network optimization

 Diversification
 Maintenance management
 Updating ourselves with new generation

23
Threats

 Creditors
 Competition
 Cost of capital
 Changing in new technologies

2.7 COMPETITORS

1. Atlantic container line

2. Sundram Fasteners Ltd.
3. Vikram Solar Pvt. Ltd.
4. Lally Motors India Pvt. Ltd.
5. Vipul Auto Pvt. Ltd.
6. Caculo cars Pvt. Ltd.

24
 Chapter3
OBJECTIVES ANDMETHODOLOGY

25
 3.1 OBJECTIVE OF THE STUDY

To find the relation and effect of human resource management with organization effectiveness.

1. To understand the recruitment procedure adopted by the company.

2. To understand the HR practices and policies adopted by the company
3. To identify the training and development program by the company.
4. To identify compensation salary increment policy by the company.
5. To identify the present performance of an employee being appraised through career
advancement.
6. To identify employee welfare scheme launch by the government.
7. To identify working hours
8. To understand the quality circle is beneficial for solving the employee problem.
9. To identify the reason of employee turnover.

3.2 SCOPE OF THE STUDY

The scope of the research is very vast, however the total time period available was vary liited
for the purpose of the study abservation, analysis and conclusion. Second important thing is on
account of ethical and moral obligation of a manager disclosure of all pertained and particular
policies has got limitation because of his positional accountability and responsibility.

Studying “organizational effectiveness through human resource management” of the employee

as a specialized subject restrict a training, recruitment and selection, job analysis, performance
appraisal for entering into human resource management of different parameter as well as view
of the company. The finding of the study can be refried to as a reference for entire companies
policies, parameter and particles.

26
 3.3 RESEARCH METHODOLOGY

Todays world is very challenging due to the tough competitors and due to changes in day to day
trends. The research of human resource practices and activities gives the extent of success or
failure of policies and practices in an organization. Research on HRM activities provides an
understanding of what does work, what does not work, what needs change, the nature and the
extent of change. HR research is, “the task of searching for, and analysing of facts to the end that
HR problems may be solved or principles and laws governing their solutions derived.”

Need of the study

 To provide information about the performance ranks basis on which decision regarding
salary fixation, confirmation, promotion, transfer and demotion are taken.
 Provide feedback
 Provide information about the employee regarding skill, knowledge, determine training and
development needs and to prescribe the means for employee growth

METHODS OF RESEARCH

The following methodology was adopted in project:

 Comprises of understanding the theoretical concepts in general.

 Questionnaire
 Primary data
 Secondary data

RESEARCH DESIGN

Research design means a specified framework for controlling the data collection. The research is
of descriptive nature, which could provide an accurate picture of induction procedure conducted in
an organization. Descriptive research include surveys and fact- finding inquiries of diffirent kinds.
The research is of Ex post facto nature in which researcher no control over the variables has.
Statistical method lay stress on objective rather than rely on intuition and judgment and average&
percentage can easily be calculated.

The statically method needs the collection of data in two forms

1. Primary data
2. Secondary data

PRIMARY DATA

The primary data are those, which are collected afresh and for the first time, thus happen to be
original in character. The data on the required information is collected from actual person using the
product/ service. This data is more suited for the objectives of the project.

27
SECONDARY DATA

The data which have already been collected by someone else or taken from published or
unpublished sources and which have been already been passed through the statistical process.

MODE OF DATA COLLECTION

The study is based on primary data as well as on secondary data which includes:-

Primary data which is collected by the questionnaire, observation and learning & experience
during training.

Secondary data which is collected from the books of human resource management, data available
on websites, company’s website

FOCUS GROUP

The following Human Resource Management is highlighted in the project:-

1. The main focus in this project is given on the recruitment and selection process of the
company. If the company is select the right candidate for the right person then the company
has not to spend the money on the recruitment process, if the company can select the right
candidate, the candidate can easily spend latest some years with the organization.
2. The focus is given in this project report is working hours and working environment of the
company. The company working condition is suitable for all employees or not, amd
environment is good for female employees or not.
3. Whether the employees are satisfied with the health, safety, welfare facilities provided by
the company or not.
4. The company increment process and promotion process is liked by the employees or not.
5. Training policy of the company is good for employee learning or not.

There are more many other thinks which is not taken in this project report because of time
boundation and limited source of data collection.

28
SAMPLING METHODS

In sampling method we have the population( company’s workers) where we had took a random
sample (random workers) for collecting data.

Sample size : 100 employees from different departments.

Sampling method:Sampling was done on the basis of random sampling.

TOOLS USED

MOTIVATIONAL TOOLS

Motivation is the reason for which humans and other animals initiate, continue, or terminate a
behavior at a given time. Motivational states are commonly understood as forces acting within the
agent that create a disposition to engage in goal-directed behavior. Motivating foe work is inseperable
to continue productivity. The organization must take great care to motivate its employees through
various methods.

 Promotion- Promotion is also a factor for motivating employees toward work. Promotion
should be on the basis of
o Work performance
o Qualification
o Evaluation
o Enhancing in skills
 Benefits- Benefit may also motivate employees
o Leave travelling allowance
o Medical facilities
o ESI
o HRA
o Free transportation for employees

29
WELFARE ACTIVITISES

The organization may adopt welfare policies such as

o Canteen facilities
o Canteen can be free, paid or subsidized
o Trasportation facilities for ladies
o An organization must possess first ais facilities for its staff. A well-versed
rehabilitation of injured staff and an on duty doctor or an ambulance should be
always provided.
o An organization must also possess a grievance handling committee despite a union
to take an action for their problems. It could be a three tier of four-tier grievance
committee.

30
DATA ANALYSIS AND INTERPRETATION

Data analysis and interoratation is conducted on 100 employees of an organization.

1) How long you are working in this organization ?

YEARS WORKING IN PERCENTAGE

THE
ORGANIZATIN
0-2 YEARS 7 7%
2-5 YEARS 16 16%
5-10 YEARS 35 35%
MORE THAN
10 YEARS 42 42%
TOTAL 100 100%

WORKING IN THE ORGANIZATIN

0-2 YEARS 2-5 YEARS 5-10 YEARS MORE THAN 10 YEARS

7%
16%
42%

35%

Finding

From the chart that 42 employees are working for more than 10 years. Even the number of
employees who are working between 5-10 years are 35. Number of employees who working from
2-5 years are 16 and no. new employees are 7. This chart shows that most of the employees are
satisfied with their job. The attrition rate of the company is very low.

31
 2) Are you comfortable with the working environment?

WORKING NUMBER OF PERCENTAGE

ENVIRONMENT RESPONDENT

FULLY
SATISFIED 40 40%
SATISFIED 30 30%
NOT FULLY
SATISFIED 15 15%
UNSATISFIED 15 15%
TOTAL 100 100%

Chart Title
45
40
35
30
25
20 NUMBER OF
15 RESPONDENT
10
5 40% 30% 15% 15%
0
FULLY SATISFIED NOT FULLY UNSATISFIED
SATISFIED SATISFIED

Finding

40% of employee express as a good environment remain. From the remaining 30% says a
satisfactory job environment only and 15% are not fully satisfiedfor environment about 15% feels
had working environment is there. There are not satisfied with the way they are given the work.
They feel there is the bias is there.

32
 3) What are the various sources of recruitment in your organization?

OPTION SOURCE PERCENTAGE

INTERNAL 26 26%
EXTERNAL 16 16%
BOTH 58 58%
TOTAL 100 100%

SOURCE
INTERNAL
26%

BOTH
58%
EXTERNAL
16%

Finding

About 58% of recruitment through both internal and external source and 26% of recruitment
through internal source and 16% of recruitment through external source.

33
 4) Whether the employees are satisfied with the health, safety, welfare facilities provided
by the Company?

NO. OF
OPTION RESPONDENT PERCENTAGE
FULLY
SATISFIED 55 55%
PARTIALLY
SATISFIED 25 25%
DISSATISFIED 20 20%
TOTAL 100 100%

NO. OF RESPONDENT

60
50
40
30 NO. OF RESPONDENT
20
10
0
FULLY PARTIALLY DISSATISFIED
SATISFIED SATISFIED

Finding

It shows that 55% are satisfied and 20% give a negative reply, remaining 25% employees are not
fully satisfied. After further interviewing the respondent that there has to be the further health
check-up like cancer and other test health policy.

34
 5) Are you satisfied with recruitment process of your company?

OPTION NUMBER OF PERCENTAGE

RESPONDENT

YES 67 67%
NO 15 15%
PARTIALLY 18 18%
TOTAL 100 100%

NUMBER OF RESPONDENT
PARTIALLY
18%

NO
15% YES
67%

Finding

About 67% of yee are satisfied with recruitment process in the company because us per their
vacancy the organization the manager check the CV of that candidate whatever they amp want
from the candidate is to be there or not and then personal and technical interview and 15% are
satisfied recruitment process as the candidate may have competence but it is not mention m the CV
and may not have preferred well were rejected. Remaining are not fully satisfied.

35
 6) Are you satisfied with your organization salary increment policy?

H0 - The organization salary increment policy is not effective

H1-The organization salary increment policy is effective

OPTION NUMBER OF PERCENTAGE

RESPONDENT
YES 47 47%
NO 23 23%
CAN'T SAY 30 30%
TOTAL 100 100%

NUMBER OF RESPONDENT

CAN'T SAY

NO NUMBER OF
RESPONDENT
YES

0 10 20 30 40 50

Finding

About 47% am employee are satisfied the organization salary increment policy because most of
the employee in the organization consider that the salary increment policy is good, 23% of
employee are not satisfied the organization salary increment pohey because most of the employee
is not agree what increment they had given is not up to the mark as per their profession and 30% of
employee can't say anything because they want to do the work what salary organization provide to
the employee they are happy. So alternative hypothesis is accepted.

36
 7) Are you satisfied training procedure given in the organization?

H0- The training procedure is not effective

H1- The training procedure is effective

NUMBER OF
OPTION RESPONDENT PERCENTAGE
YES 35 35%
NO 25 25%
DON'T
KNOW 15 15%
NOT MUCH 25 25%
TOTAL 100 100%

NUMBER OF RESPONDENT

35
30
25
20
NUMBER OF
15
RESPONDENT
10
5
0
YES NO DON'T NOT
KNOW MUCH

Finding

About35% employee are satisfied training procedure given in the organization because the trainee
should understand each and every thing what trainer should teach in the organization is about the
internal traming as well as external training and 25% of employee are not satisfied training
procedure given in the organization because the training provided to the trainees which is not as
per the aptitude and attitude, proficiency level of an employee. So alternative hypothesis is
accepted.

37
 8) Are you getting regular training in the company?

H0- The regular training is not effective

H1- The regular training is effective

NUMBER OF
OPTION RESPONDENT PERCENTAGE
YES 45 45%
NO 16 16%
MOSTLY 22 22%
SOMETIMES 17 17%
TOTAL 100 100

NUMBER OF RESPONDENT
YES NO MOSTLY SOMETIMES

17%
45%
22%

16%

Finding

About 45% of employee says "yes" should get the regular traming m the organization because on
these training trainee should understand each and every thing what trainer should teach in the
organization and 16% of employee says 'no shouldn't get the regular training in the organization
because training is provided once in the career and if they don't perform they are terminated from a
job. So alternative hypothesis is accepted.

38
 9) Does the present performance appraisal meet your career advancement?

H1 - The present performance of an employee is not being appraised through career advancement

H2 - The present advancement performance of an employee is being appraised through career

NUMBER OF
OPTON RESPONDENT PERCENTAGE

YES 67 67%

NO 6 6%

CAN'T SAY 27 27%

TOTAL 100 100%

80
70
60
50
40 NUMBER OF
30 RESPONDENT
20
10
0
YES NO CAN'T SAY

Finding

About 67% of employee says "yes". 6% of employee says "no" and 27% of employee says can't
say. So that present performance appraisal is used in the organization for charting their career
planning and so alternative hypothesis is accepted.

39
 10) Are you satisfied with promotion activities in the organization?

H0- The promotion activities are not satisfied in the organization

H1- The promotion activities are satisfied in the organization.

NUMBER OF
OPTION RESPONDENT PERCENTAGE
YES 54 54%
NO 30 30%
CAN'T SAY 16 16%
TOTAL 100 100%

CAN'T SAY, 16

YES, 54
NO, 30

Finding

About 54% of employees are satisfied with the promotion activities in the organization Sam
because the ranking method is used in the organization for the promotion activities 30% of
employees are not satisfied with the promotion activities in the organization. According to that
ranking method is used for appraising the performance and there is no individual initiated which
can focus on development. So alternative hypothesis is accepted.

40
 CHAPTER - 5
FINDINGS, SUGGESTIONS
AND
CONCLUSION

41
FINDINGS OF STUDY

The findings during the work carried out by me can be categorized into two:

A. Positive findings:
1. A majority of employees feel that recruitment process carried out in their companies are
satisfactory. Management is also satisfied with the process of recruitment to some extent.
2. Most of the employees feel that the HR department is good. About 58% of the managers
say that they prefer both internal as well as external source for recruitment and selection.
3. Almost all the employees are satisfied with the training activities conducted in the
organisation. 45% of the employees have achieved their training objectives.
4. Superiors are very supportive and helps their subordinates in achieving their objectives.
5. The management has understood the import of systematic appraisal system & they are
taking every effort to implement it properly.
6. The training programme arrang effective to make the employee erformance appraisal is
good. The trainer is also very effective to make the employees understand the concept.
7. The performance appraisal training programme is appreciated by the employees & they are
really benefits by it.
B. Negative findings:
1. Some employees were moderately or not much satisfied with the process of recruitment
2. Since rules and regulations are very dynamic, so most of the employees face difficulty to
adjust with them
3. Most of the candidates do not turn up when they are called up for the interview.
4. Regional behaviour and language influence is higher during training and even after delivering
their language; the desired effects are not seen
5. Most of the employees slowly understand the importance of performance appraisal.

42
SUGGESTIONS

As in the competitive world where the need for every organization to prove itself the best and
make an outstanding and remarkable progress is the need, no fact could be left ignored. Every
organization must know the shortcomings and must try to go for building up the shortcomings. An
ethical practice in any organization could only be achieved if the organization works for the well
being of its employees. Every organization must possess a basic organization must be capable
enough to reward its outstanding performers a the initiative works.

Induction Practices

Induction is must in every organization for all level of employees to make them well known of the
industry they are working in.

 The best ways to perform induction may be through

 Lecture
 Power point presentations prepared explaining company's policies.
 Through SOPs (Standard operating procedures)
 But the most adopted one is through personal induction

 The induction program must follow a proper feedback from employees been put into the
program which is again an ethical practice and is achieved by
 Induction scheduling
 Opinions from supervisors
 Feedback forms.

43
RECOMMENDATIONS

1. For all the programs the organization must follow feedback method to understand the
effectiveness of any practice in a better way.
2. Holistic views of induction should out show both positive and negative aspects of the
organization. This ultimately let the employee know about both the phases of the policies
adopted by the organization.
3. Practice of providing a brief presentation of the company and a book regulations of
company must be maintained so that the employ whenever required.
4. Individual should concentrate more while training. When organization invests on training
of an employee, the purpose of training serves the mutual benefit of both organization an
the employee. Thus, the employee should be more oriented towards drawing as much
benefits as he can. Employees are supposed aderstand their role for particular training
program
5. Company mist maintain training or training charts and training report submitted by the
trainee. This, practice not o keeps a maintained record of the programs been conducted but
also keep the employ own of the knowledge gained by him which could later be utilized.
6. A pre- evaluation and post evaluation practice should be followed to understand the
success training could be then effectively used to fill gaps later.
7. Continuous training module should be conducted, personality development training should
be provided.
8. To motivate the employees
9. Performance awards could be given every year.
10. Incentives could be paid.
11. Salary saving schemes could be provided
12. Extra activities such as games and sports, community meetings, recreational activities,
picnics tours! and outings should be planned to improve the interpersonal relationships.
13. External welfare activities could also be taken up by the organization such as
o Blood donation camps.
o Safety week Free eye camps
o Free books for children
o Poster and quotes competition could be organized
14. Devotion, helongingness and good team member spirit should be rewarded. Employees
should be encouraged for group efforts and team work.
15. To avoid worker union for better employeegive suitable welfare activities from time to
time to the employees in house work developed handle the grievance.

44
45