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EXECUTIVE SUMMARY Today, in every organisation personnel planning as an activity is necessary. It is an important part of an organisation.

Human Resource Planning is a vital ingredient for the success of the organisation in the long run. There are certain ways that are to be followed by every organisation, which ensures that it has right number and kind of people, at the right place and right time, so that organisation can achieve its planned objective. The objectives of Human Resource Depart ment are Huma n Resource Planning, Career Recruit ment planning, and Selection, and Training and Risk

Development,

Transfer

Pro motion,

Management, Performance Appraisal and so on. Each objective needs special attention and proper planning and implementation. For every organisation it is important to have a right person on a right job. Recruitment and Selection plays a vital role in this situation. Shortage of skills and the use of new technology are putting

considerable pressure on how employers go about Recruiting and Selecting staff. It is reco mmended to carry out a strategic analysis o f Recruitment and Selection procedure.

With reference to this context, this project is been prepared to put a light on Recruitment and Selection process. This project includes Meaning and Definition of Recruitment and Selection, Need and Purpose of Recruit ment, Tips. Sources Evaluation of of Recruitment through Process, which an

Recruitment

Recruitment

Organisation gets suitable application. Scientific Recruit ment and Selection, which an Organisation should follow for, right manpower. Job Analysis, which gives an idea about the require ment of the job. Next is Selection process, which includes steps of Selection, Types o f Test, Types of Interview, Co mmon Interview Proble ms and their Solutions. Approaches to Selection, Scientific Selection Policy,

Selection in India and problems. Recruitment and Selection are simultaneous process and are inco mplete without each other. They are important co mponents of the organisation and are different from each other. Since all the aspect needs practical exa mple and explanation this project includes

Recruitment and selection Process of Infosys. And a practical case study. It also contains addresses of various and top placement consultants and the pricelist of advertisements in the magazine.

Human resource management (HRM) is the strategic and coherent approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business. The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations. In simple words, HRM means employing people, developing their capacities, utilizing, maintaining and compensating their services in tune with the job and organizational requirement. Human resources management involves several processes. Together they are supposed to achieve the above mentioned goal. These processes can be performed in an HR department, but some tasks can also be outsourced or performed by linemanagers or other departments. When effectively integrated they provide significant economic benefit to the company.

HR PRACTICES
The main HR practices which are followed in most of the organization are:

Manpower planning
Manpower planning is the process by which a management determines how an organization should move from current manpower position to desired manpower position. Through planning, a management strives to have a right number and the right kind of people at right places, at the right time, to do things which result in both the organization and the individual receiving the maximum long range benefit.

Recruitment
Recruitment refers to the process of attracting, screening, and selecting qualified people for a job at an organization or firm. For some components of the recruitment process, mid- and large-size organizations often retain professional recruiters or outsource some of the process to recruitment agencies. The recruitment industry has five main types of agencies: employment agencies, recruitment websites and job search engines, "headhunters" for executive and professional recruitment, niche agencies which specialize in a particular area of staffing and in-house recruitment. The stages in recruitment include sourcing

candidates by advertising or other methods, and screening and selecting potential candidates using tests or interviews.

Induction, orientation
Induction is a technique, by which a new employee is rehabilitated into surroundings and introduced to the practices, policies and purposes of the organization. In other words, it is a welcoming process the idea is to welcome a newcomer, make him feel at home and generate in him a feeling that his job, however small, is meaningful and has significance as a part of the total organization. Orientation programmes usually covers things like employee compensation benefits, personnel policies, the employees daily routine, company organization and operations, and safety measures and regulations. The new employees supervisor is often given an orientation checklist, personnel policies, the employees daily routine, company organization and operation and safety measures and regulation. The orientation checklist helps to ensure that the supervisor has covered all of the necessary orientation.

Training and development


Training is a process of learning a sequence of programmed behavior. It is application of knowledge. It gives people an awareness of the rules and procedures

to guide their behavior. It attempts to improve their performance on the current job or prepare them for an intended job Development is a related process. It covers not only those activities that which improve job performance but also those which bring about growth of the personality; help individuals in the progress towards maturity and actualization of their potential capacities so that they become not only good employees but better individual. In the field of human resource management, training and development is the field concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational settings. It has been known by several names, including employee development, human resource development, and learning and development.

Payroll
In a company, payroll is the sum of all financial records of salaries, wages, bonuses and deductions. In accounting, payroll refers to the amount paid to employees for services they provided during a certain period of time. Payroll plays a major role in a company for several reasons. From an accounting point of view, payroll is crucial because payroll and payroll taxes considerably affect the net income of most companies and they are subject to laws and regulations (e.g. in the U.S. payroll is subject to federal and state regulations). From ethics in business viewpoint payroll is

a critical department as employees are responsive to payroll errors and irregularities: good employee morale requires payroll to be paid timely and accurately. The primary mission of the payroll department is to ensure that all employees are paid accurately and timely with the correct withholdings and deductions, and to ensure the withholdings and deductions are remitted in a timely manner. This includes salary payments, tax withholdings, and deductions from a paycheck.

Employee benefit
Employee benefits and (especially in British English) benefits in kind (also called fringe benefits, perquisites or perks) are various non-wage compensations provided to employees in addition to their normal wages or salaries. Where an employee exchanges (cash) wages for some other form of benefit, this is generally referred to as a 'salary sacrifice' arrangement. In most countries, most kinds of employee benefits are taxable to at least some degree. Some of these benefits are: housing (employer-provided or employer-paid), group insurance (health, dental, life etc.), disability income protection, retirement benefits, daycare, tuition reimbursement, sick leave, vacation (paid and non-paid), social security, profit sharing, funding of education, and other specialized benefits. The purpose of the benefits is to increase the economic security of employees.

Performance appraisal
A performance appraisal, employee appraisal, performance review, or (career) development discussion[1] is a method by which the job performance of an employee is evaluated (generally in terms of quality, quantity, cost, and time) typically by the corresponding manager or supervisor. A performance appraisal is a part of guiding and managing career development. It is the process of obtaining, analyzing, and recording information about the relative worth of an employee to the organization. Performance appraisal is an analysis of an employee's recent successes and failures, personal strengths and weaknesses, and suitability for promotion or further training. It is also the judgment of an employee's performance in a job based on considerations other than productivity alone.

HRP MODELS:
An HRP model can conceptualize the entire HR activities and link it with the business purposes. Basically there are four types of HRP Models.

Classical Models:
y It attempts to mach the supply of labour and demand for it. y It involves the process of Investigating, Forecasting, Planning & Utilizing.

Standard Models:
y It is the most common planning approach and is basically a staff size and configuration approach. y It may unnecessarily increase the staff levels since competency requirements not taken in to account.

Strategy Models:
y To support the strategic business objectives of an organization, a strategy based HR planning process is more effective approach. y It translates business objectives into specific human resources programs and services.

Action driven Models:


y Here planning starts with current corporate strategic drive or existing business problems, e.g. higher labour cost, poor customer services etc. It is said that a company is as good as its people. They are the ultimate source of its competitiveness. Thus the role of an HR dept and HR professional becomes all the more important for choosing, retaining, developing their employee.

INTRODUCTION TO DAWAR FOOTWEAR INDUSTRY.

INTRODUCTION
There were about 200 footwear exporting firms in Agra exporting to several countries, but besides these firms, there were also about 6,000 small-scale footwear-manufacturing units functioning in the town that were yet to make a breakthrough in the world market.

DAWAR TODAY

An OHSAS 18001 & SA 8000 ISO 9001 & 14001 Company

For more than Two decades, Dawar Group has controlled the Specification, Production, Distribution and Technical information of footwear technology. "Dawar Group" was founded in "1977" on the modest scale in the city Agra. A move to set-up more Units were necessary to cope with the abrupt increase in the

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volume of business. As a part of its expansion and diversification drive, Two manufacturing Units came into existence under the Group.

DAWAR FOOTWEAR IND:is a Govt. recognized export house engaged in the manufacture & export of Men's Footwear i.e Classic- Comfort Classic & Sport Line & all type of Uppers.

DAWAR LSD:- is a Govt. recognized export house engaged in the manufacture & export of Ladies Footwear *Fashion *Comfort *Sporty *Woven Ankled-Mid-Long Boots, Shoes & Sandals.. Expansion:In house production of PU, TPR Soles and Shoes Dawar family is a large and growing family. It extends beyond the people who work for Dawar Group. Their families are also an integral part of it. The Group shares the hopes and aspirations of its people and their children. It goes out of its way to reward their hard work and dedication. "Saksham Dawar Memorial Trust" is a small but significant step in that direction. Its a child education programme for the children of the workers. In addition to this, it also provides monetary assistance to a large number of its worker's children studying in other schools.

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The Group also works in association with a number of NGO's to fulfill its other social welfare commitments. It also organizes regular health check-ups for the families of its workers. But these efforts are not enough. There is a lot more that needs to be done. Nobody understands it more than the chairman of the Group, "Mr. Puran Dawar".LEADING FROM THE FRONT An OHSAS 18001 & SA 8000 ISO 9001 & 14001 Company

Mr. Puran Dawar(Chairman)

Mr. Prem Agarwal(General Manager)

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Dawar Group is led from the front by "Mr. Puran Dawar", a pro-active veteran from the shoe industry. Mr. Dawar is a widely travelled person and has been associated with the shoe industry for more than three decades. He understands the dynamics of shoe business and how it is conducted in the international market. With his clear vision and rock solid dedication, he has brought Dawar Group this far and continues to lead it with missionary zeal.

It is Mr. Dawar's concern for his people and environment related issues that has endeared him to one and all. A visit to Group's manufacturing facility and corporate office reflects these concerns.

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Mr. Prem Agarwal , General Manager is a seasoned professional who looks after the day to day affairs of the company.

OUR PEOPLE

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Dawar Group is indebted to its people for their unflinching support and dedication. They have stood by us in our good, bad and ugly times. They have crafted some of the finest shoes for most of the top names in international footwear and fashion industry. They have made us a force to reckon with in the fiercely competitive global footwear industry.

We, at one end, have not failed them either. To begin with, we have provided them with a world class working environment envied by many in the industry. Its a hazard free, airy, well lit and well built working facility we are talking about with clean toilets and adequate drinking water. Its a facility that encourages performance by its ambience. Hot Indian summer is hardly a distraction. Their health is a matter of concern to us. Medical check-ups by qualified doctors are organised at regular intervals to monitor their health and welfare. Then, there is a cafetaria for people where they get subsidised food items.
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There is a volleyball court in the front amidst sprawling greens. It has witnessed many a competitive in-house tourneys. It is important for our people to know the joy of winning and the agony of losing to each other. But together they make a formidable team of 800 strong and highly skilled people we are proud of. WORK STRENGTH

For a company to stay ahead in terms of quality and competitiveness, it has to rely on the strength of its own infrastructure and resources. We, at Dawar Group, realised it very early. Today, we not only have a most modern manufacturing complex but also an array of sophisticated machines to produce a diverse range of world class footwear.

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Besides a number of Italian Lasting Machines and German Closing Machines, there are other machines at various stages of production. The assembly line manufacturing enhances production and ensure quality. On-line Quality Control Checks by seasoned professionals enable us to monitor consistency in production of a particular order. From shoe upper to complete shoes, everything is produced in-house there by reducing production lead time and enhancing cost effectiveness. Over the years, the group has kept a sturdy pace with technological advances in footwear production. It has continuously upgraded its infrastructure to produce quality footwear.

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Installed Capacity 2000 pairs/day 4000 pairs/day 1200 pairs/day Ladies Shoes Men's Shoes Children shoes

QUALITY POLICY At Dawar, we look at quality from a different perspective. Concern for quality is ingrained in our system. It is an integral part of our thought process. And that is how it has become a tangible aspect of our products. You can see and feel it. Quality is not talking about it; it is doing it. It should be inherent in your belief system

Over the years, we at Dawar, have evolved our own quality policy turned to the capabilities of our people. They produce quality because we provide them quality environment and facilities. We lead the crusade for quality from the front. At
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Dawar, quality is people driven. Workers produce it, professionals inspect it and together they deliver it. From time to time our people undergo orientation programmes conducted with the assistance of technocrats to understand qualitative aspects of products we make. To top it all, the management of Dawar Group monitors the production process to ensure that each footwear bears Dawar's seal of 'Quality Always'.

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Awards

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ENVIRONMENT FRIENDLY COMPANY


Inherent in the work culture of "Dawar Group" is a deep concern for conservation & Preservation of the environment. The sprawling greens in front of its Corporate Headquarters and Manufacturing facility is one such example.A modern waste treatment plant has been installed to ensure its surroundings are not polluted. The facility has been designed meticulously to match international standards in terms of temperature control, noise levels etc.

It has "top-of-the-line fire fighting" arrangements. The walls in the working areas are fitted with fire fighting equipments and fire exits routes are painted all over the work area. The electricity cables have been laid under the watchful eyes of professionals as per the prescribed standards. To educate our workers regarding the use of chemicals, regular orientation programmes are conducted. Our concern for

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our environment and the measures we have taken to preserve it have got us an "ISO 14001" Certification.

RESEARCH & DEVELOPMENT


Dawar group is constantly innovating new designs. In sync with latest trends in the European standards, development of new designs goes on round the year at our Research and Development department.

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At Dawar group , commitment to provide high class and quality service continues, right from the designer's sketchbook through to the performance of our shoes on a customer's foot. Dawar group has adopted latest footwear technology to give new dimension to the creative designers.

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Success is never a matter of desire, it is the product of hard work and vision. The phenomenal success of Dawar Group proves it. With effective presence in more than "40" countries and a turnover exceeding, the group has been growing steadily. It's success is simply a by product of the implicit faith and confidence its buyers have in its capabilities. It has never let them down. And that is because their every requirement is met as per their exact specifications. Today, the Group exports its footwear to some of the top names in fashion and footwear business. "United Colours Of Benetton, Lumberjack" etc. are some of the brands it makes footwear for.

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Our product range is exhibited in many prestigious fairs like "Riva Del Garda (Italy), GDS (Germany) and WSA (USA)". For us at Dawar every customer, no matter big or small, counts. Whenever visiting our "Corporate headquarters" in India, each customer is looked after well. We have even made independent work stations for them to work with freedom. All the work stations are equipped with modern telecommunication facilities. We cherish the mutually rewarding relationship we share with our customers worldwide.

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OUR MAIN MARKET


(1) UK & Europe (2) Scandinavia (3) Australia & North America

The brand "DAWAR" has been able to maintain its aura of exclusivity and distinction in the global market. Our brand "DAWAR" cherish the dreams of people from across the world by providing footwear of their choice. With the growing popularity, proliferation comes along.

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The company has elaborated the brand concept by launching a variety of subbrands and shoes to suit different occasions. The new brand were coined with attractive catchword, thus helping the customers finding the right shoes. Our range of brand caters to every need in footwear world. PRODUCTS

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WOMENS COLLECTION 2010

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MENS COLLECTION 2010

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INTRODUCTION TO RESEARCH TOPIC

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HR SYSTEM AND PRACTICES


The EDRC-B&F operating company (OC) Engineering & construction Division of Larsen & Toubro Limited are involved in design & build concept of various projects having global presence. Due to major scope and boom in infrastructure activities and involvement of various people for fulfilling / achieving the targets, require very strong HR systems and practices. The HR department is providing solutions through the below different work areasManpower planning Recruitment Personnel Administration Training & Development

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MANPOWER PLANNING:
Trainee Budget:

1. Central Personnel Department (CPD) asks P&OD department of ECC division for the trainee requirements for the ensuring financial year. 2. Recruitment section sends a note under signature of Head- P&OD to Resource Department at HQ with copy marked to Executive Vice Presidents /Vise presidents and operating general managers with data relating to past three years selection of GETs and DETs . Resource Department interacts with VPS and Operating GMs and sends to P&OD the requirement of PGETs/GETs/ DETs for the following year. 3. The discipline wise requirements are consolidated and send to CPD. Recruitment section proceeds with the Campus Interviews based on the above requirement. General budget: 1. P&OD receives guideline for budgeting of manpower from CPD in December. 2. Head P&OD Department send information to Regional Managers and Departmental Heads through electronic mode to forecast manpower requirements in the manpower budget system.
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3. Head P&OD department present the budget proposals along with an analysis of manpower and staff productivity in terms of sales and contribution to Budget Meeting based on sales/ productivity forecast and the desired increase in staff productivity, net addition to manpower is decided. 4. These proposals are then presented to CGM headed by President (Operations) and after further deliberations, CGM finally decides on the quantum of net addition to manpower which is inclusive of trainee net requirement. 5. Category wise budget proposals are sent to CPD with a justification note. The proposals are placed before CMC. In case of any changes CPD forwards the information to ECC. RECRUITMENT Trainee Recruitment (GETs/DETs): 1. List of institutions to be visited is decided after considering various factors like recommendations from Regional managers and send to RM/ Regional P&OD. 2. Letters are send under the signature of Head-P&OD to VPs/GMs for question paper preparation. 3. Stationery and other documents required for the campus interview are sent to the regions.

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4. Regional P&OD follow- up with each institutions and finalise data and time of campus interview and conducts the process at campuses. 5. After completion of interview process in each institution, Regional P&OD sends all back papers to P&OD, HQ where results of interviews are processed in Campus Recruitment System. Selection criteria is arrived at by considering Minimum average regional marks for each discipline and an All- India merit ranking list is generated for each discipline. 6. Offer letters are sent to selected candidates with the request to confirm their acceptance by returning duplicate copy of the offer duly signed by them.

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General recruitment (Stray/ unconsolidated applications): 1. On the receipt of stray / unconsolidated application, if the application is found acceptable. The same is sent to the concerned Business unit/Services unit head. 2. If the application is short listed, Head (resourcing / recruitment) will fix the panel members and interview date on consultation with the concerned Business unit /Service unit head. For outstation candidates, application may be sent to the Regional P&OD Heads for conducting interviews. 3. If the applicant is selected in the interview, offer letter will be issued to the candidate if the requirement is immediate or otherwise the application is kept in data bank for future requirement. Panel Members: 1. All interview Panels should generally consist of at least 3 members- Two Panel members from the functional departments and one from P&OD department . 2. The following are general guidelines for the composition of panel members from the functional areas for selection in various categories, 3. For Non - Supervisory (Technical & Non technical) - One covenanted cadre + One official cadre staff. 4. For supervisory Cadres Two covenanted cadre staff

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5. For Officers/ Sr. Officer Cadre interviews, panel should consist of GM or JGM of the concerned Department plus one Sr.DGM or DGM from the same or other Department. 6. Covenanted cadre recruitment Two General Managers. 7. In all interviews P&OD representatives shall be present in the selection panel. Signing of interview call letters: All interview call letters would be signed by Head- Resourcing & recruitment / regional P&OD in charge. Travel Reimbursement: 1. Out station candidates will be paid return/ air fare depending on their cadre , as per the details given below 2. Covenanted- For preliminary interview I Class or A/C II sleeper train fare. For final interview, air fare in Economy class. 3. Officer / Sup Cadre, I Class train fare/III Tier A/C 4. Other, II class train fare. 5. Head Department is competent to authorize any deviations either in granting travel reimbursement, in cases warranting special consideration. 6. Testimonial Verification and Joining Process: 7. New recruiters are required to submit the following original documents with a set of copies:

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8. Date of Birth Certificate 9. SSC/HSC/Degree and other certificate in support of educational qualification 10. Relieving certificates from the last employers, if any. 11. Servicing certificates in support of experience, if any 12. Two copies each of his passport size and stamp size color photographs 13. The P&OD staff verifies the original documents and fills the testimonial verification form 14. On receipt of testimonial form with date of joining details, P&OD HQ (Recruitment Section) arranges to obtain a Pay Sheet (PS) Number from Personnel Administration Department at HQ/CPD- Powai for the new joinee releases the Accounts copy of the offer letter with PS. No and date of joining to the concerned Accounts department, for incorporation of the new joinees name in the Pay Roll master. 15. All the back papers are then handed over to P&OD HQ (Personnel Administration) for updation in system and for safe custody. Offer letters All employment offer letter up to and including Sr. Officer Cadre shall be signed by Head- P&OD Department and all employment offer letters in covenanted cadre shall be signed by president (Operations). Issue of offer letter is centralized at HQ. Pre Employment Medical Examination:
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1. Candidates selected for employment are required to undergo Pre- employment Medical examinations at the accredited medical institutions at places where Regional Offices are situated. Candidates recruited in Officers/ Sr. Officers and covenanted Cadre undergoes Master Health Check-up. 2. Respective P&OD section liases with the respective medical institutions and forward the medical report to P&OD, HQ. Candidate who are near Chennai are sent to the medical institutions by P&OD HQ. 3. If the candidate is medically fit, communication is sent to the candidate asking the candidate to join within the time limit agreed at the time of interview. In cases of medical unfitness, communication is sent to candidate withdrawing the offer.

PERSONNEL ADMINISTRATION Compensation and Benefit: The compensation and benefits structure are given as follows. Basic Pay- The minimum basic has been fixed for each grade; however, there is no upper limit. This component attracts the Retirement Benefits like Provident Fund, Gratuity and Supper Annuation.

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House Rent Allowance (HRA) - HRA is grade- based component paid to the employees through salary. In rare cases, when company allots the accommodation to the employee, HRA will cease and in addition 10% of basic gets deducted from the salary of the employee towards the company accommodation.

Conveyance Allowance- Employees are paid conveyance allowance as per their grade in the organization. Outstation Travel- Employees can avail Travel Advance Payment for travel on official purposes through a Travel Expenses format duly authorized by the concerned HOD. The limits applicable to employees can be seen from P&OD Portal under Benefits. Domiciliary Medical Expenses- The employee in the executive and supervisory cadre, are paid grade- wise fixed amount under Domiciliary Medical Allowance. There is no automatic payment for covenanted employees but expenses are reimbursed at par. Hospitalization Expenses- All supervisory and executive cadre employees and their family (spouse & 2 dependents) are covered under Health Insurance policy with a cover of Rs.2 Lacs for Hospitalization Expenses. Covenanted employees and their family (spouse & 2 dependents) are also covered under the Health Insurance policy to cover the hospitalization expenses with cover of Rs. 3 Lacs.

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Leave Travel Assistance (LTA) - Leave Travel Assistance is available for employees as per their grade. A minimum of 6 days privilege leave has to be applied to avail LTA benefits. An employee may avail LTA for each calendar year or may avail LTA for each calendar year or may avail LTA for combined two years in LTA block period. Personal Computer Scheme- Covenanted employees with higher performance rating are provided Personal Computers under the company scheme as per eligibility. House Loan- Covenanted employees with higher performance rating given interest subsidy on the housing loan they avail from the banks, for the amounts as per their grades. Salary is credited to the employees Bank account. The new joinee should open an account in banks and inform the account number to Personnel Department/Accounts departments with 15 days of joining. Reimbursement/claims are being settled through Shared Service Centre. The amount is directly credited to employees bank account. Compensation and Benefits are based on the employees cadre, performance, potential and market factors. Employees are expected to keep their compensation & monetary benefits STRICTLY CONFIDENTIAL. Certain standard non- monetary benefits are based in the grade in which the employee is placed. Some of general

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benefits are travelling expenses, out of pocket expenses, family planning incentives, long service award, dislocation allowance etc. Annual Appraisal Process: 1. The contents of the annual appraisal of the previous year are reviewed by Personal Administration Department each year in consultation with Head P&OD and changes required are incorporated. Sufficient number of appraisal forms is printed. 2. Draft guidelines in consultation with Head P&OD Department are prepared and president (construction) approval is obtained by getting the guidelines signed by him. 3. The appraisal forms are dispatched to the regions/task force leaders/ department heads along with the promotion and increment guidelines. 4. Received appraisal forms are consolidated and sent to

JGMs/GMs/VPs/EVPs/Sr. VP for their review and final recommendations and are returned before a specific date. Deviations from the guidelines are highlighted on the appraisal forms. 5. If there is no GM/VP/EVPs/Sr. VP for their review/final recommendation in certain cases, forms are sent to the officials just below the rank of GM/VP for review and final recommendation

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6.

Recommendations are filled up in the input column on the reverse of appraisal forms and forwarded to the systems section to feed all the recommendation in the computer.

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Core committee Meeting is convened and the members are informed on the venue date and time to review the recommendations and decide on annual reward/ increment

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Changes if any are further entered in the input column of the respective appraisal forms and given to the systems sections for updation and processing increment / promotion letters as per increment guidelines.

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Letters generated are crosschecked with the respective forms and placed for signature of Head P&OD Department.

10. Increment letters are dispatched to respective Regional managers/departments heads with covering note. 11. Completed appraisal forms along with office copy of letter are filed in the respective staff folders. Promotion & Career Development- Employees have the promotion opportunities to grow in the organization to reach the higher echelons of management. The promotions are based on the performance and competencies of the employees as well as requirements of the organization. Employees are given opportunities to work in different fields based on their competencies and requirements of the organization. increment/promotion

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Employees are encouraged to review their performance at least once in a year with their superiors. They may use this opportunity to discuss their competencies, areas of improvement, career opportunities etc.

TRAINING AND DEVELOPMENT In EDRC- B&F, Human Resources Development is a continuous process. A full fledged training department updates and strengthens managerial, technical and supervisory skills of the personnel. Training is an investment in people; it kindles the creativity of the individual and results in organizational effectiveness. Twice a year training plan is formulated highlighting the training activities proposed for the six months. Inputs to formulate this training plan is taken from y FAIR Process- where individual training needs are identified y Top Management and Business Unit Heads who read the pulse of emerging business scenario y Discussion with faculty members

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y Feedback given by the participants in previous programmes Training need of staff is identified at the end of the every appraisal cycle. Immediate Superior identifies the training needs of his subordinates in Technical/ Behavioral/ General Management area. Apart from in- house programmes, staff members are nominated for external training programs, Seminars, Conferences and Workshops to keep themselves updated on the current knowledge in the field. Leadership Programmes: Keeping in mind the ambitious growth plans of the company and realize the vision to be a market leader in the field of Engineering, Design & Consultancy, various Leadership Programmes are in place to identify, reward and train potential leaders to enable them to take up the challenging assignments/positions in the days to come. At EDRC-B & F have been proactive in addressing the aspirations of employees by developing a unique Leadership Module. The module offers three sets of Leadership Role/ Paths one for the would be managers (MLPs), one for the execution specialist (ELPs &SLPs) and another for technologies (TLPs) who prefer to remain close to technology throughout their career. Management Leadership Program (MLP) is an organization wise intervention to identify, groom and retain a pool of high potential employees, from which dynamic

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leaders can be chosen for fulfilling business needs. The leadership talent identified using a competency measurement tool i. e. Assessment Centers based on real business scenario situations. The program encompasses grooming high potential talent through Coaching Initiatives and Training programs designed to strengthen competencies. Technologist Leadership Programme (TLP) is an initiative directed towards identifying and developing our employees who have a strong desire to enhance business performance through the route of technology. TLP aims to identify, develop and retain employees with domain expertise in areas which have high growth potential and are core to L&Ts business strategy as well as those who have the competencies desired in a Business Leader. Execution Leadership Programme (ELP) is to recognize, nurture and develop the key set of people who are excellent operational performers, contributing significantly to the business, some of whom involve as future business / technology leaders. The ELP process is the stepping stone to the MLP/ TLP processes. Employees who are functionally and operationally excellent (ELPs) and display the aptitude to excel in business leadership positions are then nominated to the MLP process. Some of the ELPs who are working in technology areas and show a penchant for Technology leadership would be nominated for TLP assessment process.
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Supervisory Leadership programme (SLP) is to identify and groom employees who joined in Supervisory cadre and show exemplary performance and potential and provide them scope for faster growth and focused development. As they rise in to Executive position, they are given an opportunity to take part in the ELP, MLP and TLP process.

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1.3 NEED FOR THE STUDY

The purpose of the study is to determine the HR practices that exist in the organization.Human Resources (HR) is an essential component of successful businesses. HR practices have the capacity to align with business objectives and to positively impact employee satisfaction and, ultimately, their work capacity. Appropriate HR practices do have positive effects, such as increased knowledge, skills and abilities that would lead to increased productivity. The need for the study aims at how well the HR practices are implemented in the organization.

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1.4 SCOPE OF THE STUDY This study will be helpful to find out the employees opinion towards the Human Resource practices at (EDRC B&F OC) DAWAR SHOE INDUSTRY . This study will help the employees of the organization to express their thoughts with regard to the topic of the study. The study will help the researcher to identify the existing problems in the organization and provide suggestions to the management in order to resolve the problems faced by the employees. Through this study the employees of the organization will be enabled to convey what ever they wish to convey to the management. This study will help the organization to understand where they should improve with regard to the human resource practices in the organization.

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1.5 OBJECTIVES FOR THE STUDY

PRIMARY OBJECTIVE: y To study about the human resource practices existing in (EDRC B&F OC) Larsen & Toubro Limited. SECONDARY OBJECTIVES: y To determine the effectiveness of human resource practices in the organization y To determine the expectations of the employees from the organization y To analyze managements investment of time and resources in development of the employees.

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2.1 REVIEW OF LITERATURE Researchers name: Arthur, J.B. (1994) Type of study: cross sectional Single industry: 30 US steel minimills HR measures: 10 variables decentralization, participation, general training, skilled workers, level of supervision, social events, due process, wages, benefits, bonus,, percentage unionized. Clustered into two systems: control and commitment. Outcome measures: manufacturing performance (labour efficiency, scrap rate) and employee turnover. Controls: firm age, firm size, union status, business strategy. Method: Regression Findings: Commitment based HR systems associated with lower scrap rates and higher labour efficiency than control-based systems.

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Researchers name: Huselid, M.A. (1995) Type of study: cross sectional Multi-industry: 968 US-owned firms with over 100 employees. HR measures: High performance work system scale. 13 items elicited two factors (i) employee skills and organizational structures items: formal job design, enhanced selectivity, formal training, quality of work program, quality circles, labour-management teams, information sharing programmes, formal grievance procedures, profit and gain-sharing plans, enhanced communications, (ii) Employee motivation items: formal appraisal, linked to compensation, merit in promotion decision rules. Outcome measures: turnover, productivity (log of sales per employee), corporate financial performance market based measure Tobins q, and accounting based measure gross rate of return on capital employed (GRATE). Controls: firm size, capital intensity, firm and industry levels of union coverage, industry concentration, growth in sales, R&D intensity, firm-specific risk, industry levels of profitability, net sales and total assets. Method: Regression analysis

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Findings: High performance work systems have an economically and statistically significant impact on turnover, productivity and corporate performance. One standard deviation increase in HPWS is associated with a relative decrease of 7.05% in turnover, and on a per employee basis, a $27,044 more in sales and $18,641 and $3,814 more in market value and profits respectively.

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Researchers name: Huselid, M.A. Jackson, S.E. and Schuler, R.S. (1997) Type of study: cross sectional Multi-method 293 publicly held US firms HR measures: strategic HRM scale (8 items including teamwork, communications, involvement, enhancing quality and developing talent to serve business in future) Technical HRM scale (describes perceptions f how well the HR function performs activities 8 items including recruitment, selection, training, performance appraisals and compensation administration) Professional HRM capabilities scale (describes expertise and skill relevant to performing excellently within HR function - 11 items Business related capabilities scale (describes the amount of business experience HR staff have had outside of HR function - 3 items) Outcome measures: employee productivity (net sales per employee, gross rate of return on assets, and profitability, Tobins q) Controls: union coverage, firm size, capital intensity, industry concentration, sales growth, R&D expenditures, stock price variability (beta) and firm industry. Method: Regression analysis

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Findings: Significant relationship between strategic HRM and employee productivity, cash flow, and market value. No meaningful relationship between technical HRM and firm performance. On a per employee present value basis, a one standard deviation increase in overall HRM effectiveness corresponds to an estimated increase in sales per employee of 5.2. per cent , a cash flow of 16.3 per cent, and a market value of 6%.

Researchers names: Guest, D.E., Michie, J, Conway, N & Sheehan, M (2003) Type of study: Cross sectional and longitudinal Multi-industry, 366 firms with over 50 employees HR measures: 48 items on HRM covering nine main areas: recruitment and selection, training and development, appraisal, financial flexibility, job design, twoway communication, employment security and the internal labour market, singlestatus and harmonization, and quality. Outcome measures; labour turnover, absence and industrial conflict. Labour productivity (value of sales per employee) and financial performance (companys profit per employee). Controls: sector, trade union membership, part of multinational, presence of

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consultative committee, staff committee, and single union deal, respondent holds HR Position, perceived importance of overall HR policy in terms of controlling for labour costs. Method: Telephone interview using structured questionnaire, regression. Findings: Using objective measures of performance, greater use of HR practices was associated with lower labour turnover and higher profit per employee, but showed no association with HR and productivity. There was a strong association between subjective estimates of HR and productivity and financial performance. The study supports the association between HRM and performance but does not show that HRM causes high performance.

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2.2 RESEARCH METHODOLOGY Research methodology is a way to systematically solve the research problem. It is a plan of action for a research project and explains in detail how data are collected, analyzed and presented, so that they will provide meaningful information.

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According to D. Slesinger and M. Stephenson, Research is manipulation of things, concepts, or symbols for the purpose of generalizing to extend, correct or verify knowledge, whether that knowledge aids in construction of theory or in practice of an art. RESEARCH DESIGN:A research design is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure. The research design is the conceptual structure within which research is conducted; it constitutes the blue print for the collection, measurement and analysis of data. DESCRIPTIVE research technique was adopted in this project. Descriptive research is a description of the state of affairs, as it exists at present. The main characteristic of this method is that the researcher has no control over the variable; he can only report what has happened or what is happening.

Sampling design:A sample design is a definite plan for obtaining a sample from a given population. It refers to the technique or the procedure the researcher would adopt in selecting items for the sample.

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Type of Universe:The first steps in developing any sample design are to clearly define the set of objects, technically called the universe, to be studied. The universe can be finite or infinite. In this research analysis, FINITE universe was adopted, which means the number of items is certain. Sampling unit:The sampling unit is the basic unit containing the elements of the population to be sampled. It may be the element itself or unit in which the element is contained. The sample unit in the project consists of employees in (EDRC-B&F OC) one of the four newly restructured operating companies of ECC, Larsen &Toubro limited. Sample size:Sample size is a part of the population or a subset from a set of units by the same process or other, usually by deliberate selection with the objective of investigating the project of the parent population or set. This indicates the number of samples or employees. The sample size of the present study was 120 employees. SAMPLE METHOD The sampling technique adopted for the study was non probability sampling. The respondents were chosen on the basis of convenience sampling.
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Convenience sampling:Nonprobability samples that are unrestricted are called convenient sampling. Convenience sampling refers to the collection of information from members of population who are conveniently available to provide it. Convenience sampling allows a large number of respondents to be interviewed in a very short time. DATA COLLECTION METHOD:The data collection method includes Primary data and Secondary data. Primary data:It is original in character. The primary data used for this project was collected using structured undisguised questionnaire with open ended & close ended question. The information was collected from employees of the organization. Secondary data:Secondary data includes data, which exists already and are directly applied to the study. Secondary data was collected with the help of websites, journals and also through personal discussion with employees. STATISTICAL TOOLS:The data collected was analyzed by employing the following statistical techniques:
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y Frequency y Independent t Test y One way ANOVA The above statistical analysis were carried out in personal computer using software Statistical Packages for Social Sciences (SPSS), Windows, Version 16.0 Percentage analysis:Percentage refers to special kind of ration. It is used in making comparison between two or more series of data; it is used to describe relationship. Percentage is used to analyzing the data. Bar charts, Column charts and Pie charts were used to explain tabulation clearly. Independent t Test:It is a test of significance. It answers the question whether there is a statistically significant association between two variables. One Way ANOVA:Through ANNOVA one can investigate any number of factors which are hypothesized or said to be influence the dependent variable. The researcher can take

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only one factor and investigate the differences amongst its various categories having numerous possible values.

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2.3 LIMITATIONS OF THE STUDY


Any research study will be restricted in scope by certain inherent limitations that are participated by the choice of the research design sampling procedure and respondents section. This study has the following limitation;  The survey was conducted for restricted duration which was not sufficient for covering all the concepts of organization culture.  The sample size is limited only to 120, which may not reflect the opinion of all the employees.  The respondents may behave or give opinions differently at different times because of both dynamic business environment and also their psychological temperament.  It is obvious that all statistical tools used have their own limitations which might influence the study.

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FREQUENCY ANALYSIS

3.1.1 TABLE SHOWING AGE OF THE RESPONDENTS

Age 20-25 26-30 31-35 36-40 Total

Frequency 46 52 16 6 120

Percent 38.3 43.3 13.3 5 100

3.1.2 GRAPH SHOWING AGE OF THE RESPONDENTS

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INFERENCE: From the above table it is being inferred that 38. 3% of the respondents belong to the age group of 20-25, 43. 3% of the respondents belong to the age group of 2630, 13. 3% of the respondents belong to age group of 31-35, 5% of the respondents belong to 36-40. Thus to conclude most of the respondents belong to young population. 1.1.2 TABLE SHOWING GENDER OF THE RESPONDENTS

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Gender Male Female Total

Frequency 66 54 120

Percent 55 45 100

3.1.2 GRAPH SHOWING GENDER OF THE RESPONDENTS

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INFERENCE: From the above table it is inferred that 55% of the respondents are male and 45% of the respondents are female. Most of the respondents belong to male category. 1.1.2 TABLE SHOWING DESIGNATION OF THE RESPONDENTS

Designation Trainees Supervisors Executives Managers Total

Frequency 20 4 94 2 120

Percent 16.7 3.3 78.3 1.7 100

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3.1.3 GRAPH SHOWING DESIGNATION OF THE RESPONDENTS

INFERENCE: From the above table it is found that 16.7% of the respondents belong to the trainees, 3.3% belongs to supervisors, 78.3 belong to executives and 1.7 % belongs to managers. It may be inferred that most of the respondents are executives, middle level management.

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3.2 INDEPENDENT t TEST 3.2.1 TABLE SHOWING GENDER AND TRAINING VARIABLES. H0: There is no significant difference between training variables and gender. H1: there is significant difference between training variables and gender.

VARIABLES

MEAN Column2 MALE FEMALE

SIG. VALUE. SSIGNVALUE

organization

has

provided 2.12

2.07

0.5

training opportunities enabling to extend skills and abilities got opportunity to discuss training 2.12 requirements with employer 2.26 0.678

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work pays for any work - related 2.18 training want to undertake organization is committed to the 1.88 training of its employee

2.48

0.336

1.93

0.111

INFERENCE: The above table is about the different variables of training and gender. In the above table it is inferred that significance value of opportunity for increasing skill through training (0.5), opportunity to discuss about training need to superior (.678), work paying for work related training (.336), and commitment of the organization towards training (.111) is more than 0.05. So we accept H0. So there is no significance difference between training and gender. From the mean value we infer that male and female are neither satisfied nor dissatisfied with their training programmes which are conducted in the organization. 3.2.2 TABLE SHOWING GENDER AND SALARY VARIABLES H0: There is no significant difference between salary variables and gender.

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H1: There is significance difference between salary variables and gender.

VARIABLES

MEAN MALE FEMALE

SIG.VALUE

organization attractive system

has 2.64

2.74

0.001

compensation

company provides fair 2.48 pay based on

2.89

0.000

performance company provides 2.30 2.7 0.032

monetary rewards present salary encourages 2.79 better performance 2.93 0.006

INFERENCE: From the above table it is about the different variables of salary and gender. In the above table it is inferred that significance value of attractive compensation (0.001) and performance encouraged by salary (0.000) fair pay based on

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performance (0.032) and monetary rewards (0.006) are less than 0.05. So reject H0. Both male and female feels that salary affects HR practices. From the mean value we infer that females are more satisfied with the salary provided by organization than men, especially in the case of performance based pay.

3.2.3 TABLE SHOWING VARIABLES OF PERFORMANCE APPRAISAL AND GENDER. H0: There is no significant difference between performance appraisal variables and gender. H1: There is significance difference between performance appraisal variables and gender.

VARIABLES MEANMEAN Column2 MALE performance appraisals are 2.69 FEMALE 2.78

SSSIG.VALUE. VALUE

0.002

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based objectives

on

performance appraisals are based quantifiable results on

2.69

2.78

0.00

INFERENCE: From the above table it is about the different variables of performance appraisal and gender. In the above table it is inferred that significance value of the performance appraisal based on objectives 0.002 and performance appraisal based on quantifiable results 0.000 is less than 0.05. So reject H0. So there exists association between different variables of performance appraisal and gender. From the mean value we infer that females are more satisfied with the performance appraisal provided by organization than men.

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3.2.4

TABLE

SHOWING

VARIABLES

OF

PERFORMANCE

EVALUATION AND GENDER H0: There is no significant difference between performance evaluation variables and gender. H1: There is significance difference between performance evaluation variables and gender.

VARIABLE

MEAN Column1 MALE FEMALE 2.63

SIG.VALUE

company provided enough information regarding specific methods performance evaluation

has 2.58

0.766

of

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system written operational performance evaluation is and 2.36 2.51 0.894

present in the company performance evaluation has lot to do with personal decision 2.24 2.37 0.975

INFERENCE: The above table is about the different variables of performance evaluation and gender. From the above table it is inferred that significance value of all the performance evaluation variables are greater than 0.05. So we accept H0. Both male and female doesnt feel that performance evaluation have any effect on HR practices.

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From the mean value it is inferred that both the male and female are neither satisfied nor dissatisfied with the performance evaluation system prevailing in the organization. 3.2.5 TABLE SHOWING VARIABLES OF PROMOTION AND GENDER H0: There is no significant difference between promotion variables and gender. H1: There is significance difference between promotion variables and gender

VARIABLES MEAN MALE written and 2.33

SIG. FEMALE VALUE 2.56 0.65

operational promotional policy is

present in the company priority is 3 3.04 0.032

given to the seniority promotion in

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merit is given 2.61 priority promotion in

2.7

0.016

INFERENCE: The above table is about the different variables of promotion and gender. From the above table it is inferred that significance value of the merit based promotion policy is (0.016) and priority given to seniority for promotion (0.032) which is less than 0.05. So we reject H0. Male and female feels that seniority and merit are taken in to consideration for promotion decisions. It is also inferred from the table that significance value of the written and operational promotion policy present in the company is greater than 0.05. So we accept H0. So there is no significance difference between gender and written and operational promotion policy. 3.2.6 TABLE SHOWING VARIABLES OF STAFFING AND GENDER H0: There is no significant difference between staffing variables and gender. H1: There is significance difference between staffing variables and gender.
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VARIABLES

MEAN Column1 MALE FEMALE

SIG.VALUE

staffing process in the organization is impartial interview panel are used during staffing process in the company all appointment in the the

2.58

2.74

0.28

1.85

2.19

0.094

2.1

2.37

0.777

organization are based on merit

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INFERENCE: The above table is about the different variables of staffing and gender. In the above table it is found that significance value of impartial staffing (0.28), usage of interview panel for staffing (0.094), merit based appointment (0.777) is more than 0.05. So we accept H0. So it is inferred that male and female doesnt feel staffing process in the organization affects Hr practices. From the mean value we infer that male and female are neither satisfied nor dissatisfied with the staffing processes which are conducted in the organization.

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3.2.7 TABLE SHOWING VARIABLES OF HEALTH, SAFETY, WELFARE AND GENDER H0: There is no significant difference between health, safety, welfare variables and gender. H1: There is significance difference between health, safety, welfare variables and gender.

VARIABLES

MEAN Column1 MALE FEMALE 2.37

SIG.VALUE

organization spends enough

2.45

time and money on employment opportunity awareness the organization 1.94 2.15 0.005 equal

ensures well being

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of its employees

always feel safe in 1.79 working in the

1.93

0.002

organization working conditions good in are the 2 2.19 0.838

organization emphasis is given 1.94 on the wellness programs 2.15 0.758

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INFERENCE: The above table is about the different variables of promotion and gender. From the above table it is inferred that significance value of employment opportunity awareness within the organization (0.00), organization ensures the wellbeing of the employees (0.005), feel safe in working in the organization (0.002) are less than 0.05. So we reject H0. So there exist significance difference between health, welfare, safety variables and gender. It is also inferred from the table that significance value of the working conditions in the organization and emphasis given to the wellness programme are greater than 0.05. So we accept H0. So there is no significance difference between gender and these two variables of health, safety and welfare.

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ONE WAY ANOVA 3.3.1 TABLE SHOWING SALARY VARIABLES AND DESIGNATION OF THE EMPLOYEES H0: There is no significant difference between salary variables and designation. H1: There is significance difference between salary variables and designation

VARIABLES

Sig. 0.011

organization has 3.89 attractive compensation system company provides pay based fair on 2.23

0.09

performance company provides monetary rewards 2.42 0.07

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present

salary 3.16

0.03

encourages better performance

INFERENCE: The above table is about the different variables of salary and designation. From the above table it is found that significance value of attractive compensation system (0.011) and salary encourages performances (0.03) are less than 0.05. So we reject H0. So it is inferred that employees at all level feels company have attractive compensation system and their salary encourages performance. It is also inferred from the table that significance value of the fair pay based on performance and company provides monetary rewards are greater than 0.05. So we accept H0. Most of the employees at all levels feels they are not getting fair pay based on performance and monetary rewards.

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3.3.2

TABLE

SHOWING

PERFORMANCE

EVALUATION

AND

DESIGNATION OF THE EMPLOYEES H0: There is no significant difference between salary variables and designation. H1: There is significance difference between salary variables and designation. VARIABLES company has provided F enough 3.28 Sig. 0.02

information regarding specific methods of performance evaluation system written and operational performance 5.61 evaluation is present in the company performance evaluation has lot to do 4.19 with personal decision 0.007 0.001

INFERENCE: The above table is about the different variables of performance evaluation and designation. In the above table it is inferred that significance value of the performance evaluation variables are less than 0.05. So we reject H0. Employees at all
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designation feel that performance evaluation is an influencing factor for HR practices. Company has provided enough information regarding specific methods of performance evaluation

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3.3.3 TABLE SHOWING TRAINING VARIABLES AND EXPERIENCE OF THE EMPLOYEES H0: There is no significant difference between training variables and experience. H1: There is significance difference between training variables and experience VARIABLE Frequency Sig. 0.064

organization has provided 2.29 training opportunities

enabling to extend skills and abilities got opportunity to discuss 4.73 training requirements with employer work pays for any work - 6.96 related training want to 0.00 0.001

undertake organization is committed to 2.98 the training of its employee 0.022

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INFERENCE: The above table is about the different variables of training and designation. In the above table it is inferred that significance value of, opportunity to discuss about training need to superior (0.001), work paying for work related training (0.000), and commitment of the organization towards training (.0.022) is less than 0.05. So we reject H0. Employees at all designation feel that training programmes in the organization are done effectively.

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4.1 FINDINGS

 The respondents are in the age group of 20 30 years which contribute 81.7% of the sample. Therefore most of the respondents are of young generation.  The gender of the respondent is dominated by male respondent which contribute 55% of total sample.  Majority of the respondents are executive, middle level management  Experience of the respondent is scattered in all the categories but majority of them are in the experience group of 3-4 years.  Salary affects HR practices.  Females are more satisfied with salary provided than men  Merit and seniority are taken in to consideration for taking promotion decisions.  Staffing process in the organization are impartial.  The company have attractive compensation system  Majority of the respondents replied that their present salary encourages better performance.  Company has provided enough information regarding specific methods of performance evaluation.  Training programmes in the organization are done effectively.

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 Majority of respondents agrees that company ensures the well being of its employees, remaining respondents replied neutral may be because of their years of experience less than one year  Majority feel safe working in the organization.  Very least respondents are unsatisfied with the working conditions provided by the company.  Less than 10% of the respondents replied that the company is not spending enough time and money on equal opportunity awareness.

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4.2 SUGGESTIONS Although majority of the respondents agrees that the working conditions provided by the company are good, there are some employees who do not agree this. So the management should take more efforts to increase the working conditions of the employees because the absence of good working condition will de-motivate employees.  Majority of the respondents say that they feel safe in working in the company and the organization ensures the wellbeing and gives emphasis on the wellness programme. The remaining replied neutral, this may be because of less work experience in the organization. So the management should give more emphasis on the induction and orientation programme of the employees so that the new joiners can know what is happening in the company very thoroughly

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 The management should take effective efforts to encourage employee suggestion , this will increase team spirit in working.  The management must also take effective efforts to make the employees aware of the equal employment opportunities present inside the company because some feels that the company is not spending money and time for equal employment opportunity awareness.

95

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4.3 CONCLUSION

The study had helped to identify employees opinion towards various aspects with regard to the human resource practices in the organization. This study has also enabled us to perform better and to be productive. The study has also helped the employees of the organization to express their thoughts and their experiences with regard to HR practices. This study will be helpful for further reaches in the same area. Based on the findings from the study, some suggestions have been provided to the management. The management can take the suggestions in to consideration in order to improve human resource within the organization and also bridge the gap between employees expectations and existing scenario.

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APPENDIX A STUDY ON HUMAN RESOURCE PRACTICES WITH SPECIAL REFERENCE TO (EDRC B&F OC) LARSEN & TOUBRO LIMITED, CHENNAI QUESTIONNAIRE Dear respondent, I am Nidhu.v, final year student of department of management studies, St. Josephs College of Engineering. This questionnaire is a part of an academic study being carried out in partial fulfillment of my degree. Please take a few minutes to complete this questionnaire. Please do not leave any question unanswered. Your views, in combination with those of others, are extremely important. Your survey responses will be strictly confidential and data from the survey will be reported only in aggregate. Thank you for your co- operation and support. 1. Specify your age:
a) 20-25 b) 26-30 c) 31-35

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d) 36-40 e) >40

2. Gender
a) Male b) Female

3. Designation: 4. Educational qualification:

100

5. Total experience with the current organization.

a) Less than 1 year b) 1-2 years c) 3-4 years. d) 5 and above.

6. This organization has provided me with training opportunities enabling me to extend my range of skills and abilities.
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

7. I get the opportunity to discuss my training requirements with my employer.


a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

8. My work pays for any work- related training want to undertake.

101

a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly disagree

9. This organization is committed to the training of its employee.


a)

Strongly Agree

b) Agree c) Neutral d) Disagree e) Strongly

disagre

102

10. The company has attractive compensation system.


a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly disagree

11. The company provides fair pay based on performance


a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly disagree

12. The company provides monetary rewards


a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly disagree

13. My present salary encourages better performance


a) Strongly Agree

103

b) Agree c) Neutral d) Disagree e) Strongly disagree

14. Performance appraisals are based on objectives.


a)

Strongly Agree

b) Agree c) Neutral d) Disagree e) Strongly

disagree

104

15. Performance appraisals are based on quantifiable results.


a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly disagree

16. The company has provided enough information regarding specific methods of performance evaluation system.
a)

Strongly Agree

b) Agree c) Neutral d) Disagree e) Strongly disagree

17. Written and operational performance evaluation is present in the company


a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly disagree

18. Performance evaluation has lot to do with my personal decisions.

105

a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly disagree

106

19. Written and operational promotion policy is present in the company


a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly disagree

20. Priority is given to the seniority in promotion decision


a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly disagree

21. Merit is given priority in promotion decision


a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly disagree

22. Management encourages employee suggestions.

107

a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly disagree

108

23. The staffing process in this organization is impartial.


a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly disagree

24. Interview panel are used during the staffing process in this organization
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly disagree

25. All appointment in the organization are based on merit (i.e. the best person for the job selected regardless of their personal characteristics)
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly disagree

109

26. Emphasis is given on the wellness programs


a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly disagree

110

27. Working conditions are good in this organization


a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly disagree

28. Always feel safe working here in this organization.


a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly disagree

29. The organization ensures the well being of its employees.


a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly disagree

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30. This organization spends enough money and time on equal employment opportunity awareness.
a)

Strongly Agree

b) Agree c) Neutral d) Disagree e) Strongly disagree

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BIBLIOGRAPHY

REFERENCES

1. C. B. Mamoria, S. V. Gankar (2007) Personnel management, Himalaya publishing House Mumbai. 2. L. M.Prasad (2001) Human Resource Management, Sulthan Chand and Sons Company, New Delhi 3. C. R. Kothari (1990), Research methodology, New Age International Pvt. Ltd. 4. Creating a human resources business plan, White John D ; Employment Relations today; Summer 1996; 23, 2; ABI/ INFORM Global 5. Building lives, building the nation. Sustainability report 2008; Larsen & Toubro Ltd

WEBSITES y www.managementparadise.com y www.wikipedia.com

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y www.citehr.com y www.google.com y www.proquest.com y www.larsentoubro.com

REFERENCES:

1. K

Ashwathappa,

(1997)

Human

Resource

and

Personnel

Management, Tata McGraw- Hill 131-176

2. Chris Dukes, (2001) Recruiting the Right Staff

3. John

M.

Ivancevich,

Human

Resource

Management,

Tata

McGraw- Hill, 2004

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4. Steve Kneeland, (1999) Hiring People, discover an effective interviewing system; avoid hiring the wrong person, recruit outstanding performers

5. Stone, Harold C and Kendell, W.E Effective Personnel Selectio n Procedures, 1956

BIBLIOGRAPHY

NEWS PAPERS: TIMES OF INDIA THE ECONOMIC TIMES MAGAZINES: BUSINESS WORLD BUSINESS TODAY INDIA TODAY

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PERIODICALS AND REPORTS: BUSINESS INDIA, APRIL- MAY, 2006 INDIA TODAY, MARCH, 2006

WEB: ww w. goo g le.c o m

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31. The company has attractive compensation system.


a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly disagree

32. The company provides fair pay based on performance


a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly disagree

33. The company provides monetary rewards


a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly disagree

34. My present salary encourages better performance

117

a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly disagree

35. Performance appraisals are based on objectives.


a)

Strongly Agree

b) Agree c) Neutral d) Disagree e) Strongly

disagree

118

36. Performance appraisals are based on quantifiable results.


a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly disagree

37. The company has provided enough information regarding specific methods of performance evaluation system.
a)

Strongly Agree

b) Agree c) Neutral d) Disagree e) Strongly disagree

38. Written and operational performance evaluation is present in the company


a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly disagree

39. Performance evaluation has lot to do with my personal decisions.

119

a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly disagree

120

40. Written and operational promotion policy is present in the company


a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly disagree

41. Priority is given to the seniority in promotion decision


a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly disagree

42. Merit is given priority in promotion decision


a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly disagree

43. Management encourages employee suggestions.

121

a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly disagree

122

44. The staffing process in this organization is impartial.


a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly disagree

45. Interview panel are used during the staffing process in this organization
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly disagree

46. All appointment in the organization are based on merit (i.e. the best person for the job selected regardless of their personal characteristics)
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly disagree

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47. Emphasis is given on the wellness programs


a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly disagree

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48. Working conditions are good in this organization


a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly disagree

49. Always feel safe working here in this organization.


a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly disagree

50. The organization ensures the well being of its employees.


a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly disagree

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51. This organization spends enough money and time on equal employment opportunity awareness.
a)

Strongly Agree

b) Agree c) Neutral d) Disagree e) Strongly disagree

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BIBLIOGRAPHY

REFERENCES

6. C. B. Mamoria, S. V. Gankar (2007) Personnel management, Himalaya publishing House Mumbai. 7. L. M.Prasad (2001) Human Resource Management, Sulthan Chand and Sons Company, New Delhi 8. C. R. Kothari (1990), Research methodology, New Age International Pvt. Ltd. 9. Creating a human resources business plan, White John D ; Employment Relations today; Summer 1996; 23, 2; ABI/ INFORM Global 10. Building lives, building the nation. Sustainability report 2008; Larsen & Toubro Ltd

WEBSITES y www.managementparadise.com y www.wikipedia.com y www.citehr.com y www.google.com


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y www.proquest.com y www.larsentoubro.com

REFERENCES:

6. K

Ashwathappa,

(1997)

Human

Resource

and

Personne l

Management, Tata McGraw- Hill 131-176

7. Chris Dukes, (2001) Recruiting the Right Staff

8. John M. Ivancevich, Human Resource Management, Tata McGrawHill, 2004

9. Steve Kneeland, (1999) Hiring People, discover an effective interviewing system; avoid hiring the wrong person, recruit outstanding performers

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10.

Stone, Harold C and Kendell, W.E Effective Personnel

Selection Procedures, 1956

BIBLIOGRAPHY

NEWS PAPERS: TIMES OF INDIA THE ECONOMIC TIMES MAGAZINES: BUSINESS WORLD BUSINESS TODAY INDIA TODAY

PERIODICALS AND REPORTS: BUSINESS INDIA, APRIL- MAY, 2006 INDIA TODAY, MARCH, 2006

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WEB: ww w. goo g le.c o

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