Cccatr

CHAPTER S.
NO CHAPTESR NAME PAGE NO

1 INTRODUCTION AND DESIGN OF
THE STUDY
1.1 INTRODUCTION
1.2 OBJECTIVES OF THE STUDY
1.3 SCOPE OF THE STUDY
1.4 LIMITATION OF THE STUDY
2 PROFILE
2.1 INDUSTRY PROFILE
2.2 COMPANY PROFILE
3 REVIEW OF LITERATURE
4 THEORITICAL PERSPECTIVE
5 RESEARCH METHODLOGY
6 DATA ANALYSIS AND
INTERPRETATION
7 SUMMARY OF FINDING,
SUGGESTIONS AND CONCLUSION
7.1 FINDINGS
7.2 SUGGESTIONS
7.3 CONCLUSION
8 APPENDICES
8.1 QUESTIONARIES
8.2 BIBLIOGRAPHY
8.3 WEBLIOGRAPHY
LIST OF TABLES
CHART TITLE PAGENO

NO
6.1 Table shows that communicating methods
6.2 Table shows that responsibility and authority of employees
6.3 Table shows that meetings conducting by company
6.4 Table shows that Business needs and strategies by HR
6.5 Table shows that HR information by latest software
6.6 Table shows that mistakes of employees
6.7 Table shows that work finishing time by employees
6.8 Table shows that employee decision with help of team members
6.9 Table shows that Importance of cost- effective training
6.10 Table shows that performance standards of employees
6.11 Table shows that respondents work life balance at organisation
6.12 Table shows that HR issues with Business strategy
6.13 Table shows that identification of talents are encouraged by

supervisors
6.14 Table shows that supervisors listens to employee needs
6.15 Table shows that employee training on basis of technology

6.16 Table shows that plays an important role an organisation
6.17 Table shows that career goals of employee
6.18 Table shows that awareness generation
6.19 Table shows that job responsibilities by supervisor
6.20 Table shows that Tools and resources to do Job well
6.21 Table shows that training and development
6.22 Table shows that training by Improving the career
6.23 Table shows that company morale
6.24 Table shows that talents are exposed at work
6.25 Table shows that Modes of salary
LIST OF CHARTS
LIST OF CHARTS
CHART TITLE PAGENO
NO
6.1 Chart shows that communicating methods
6.2 Chart shows that responsibility and authority of employees
6.3 Chart shows that meetings conducting by company
6.4 Chart shows that Business needs and strategies by HR
6.5 Chart shows that HR information by latest software
6.6 Chart shows that mistakes of employees
6.7 Chart shows that work finishing time by employees
6.8 Chart shows that employee decision with help of team members
6.9 Chart shows that Importance of cost- effective training
6.10 Chart shows that performance standards of employees
6.11 Chart shows that respondents work life balance at organisation
6.12 Chart shows that HR issues with Business strategy
6.13 Chart shows that identification of talents are encouraged by

supervisors
6.14 Chart shows that supervisors listens to employee needs
6.15 Chart shows that employee training on basis of technology

6.16 Chart shows that plays an important role an organisation
6.17 Chart shows that career goals of employee
6.18 Chart shows that awareness generation
6.19 Chart shows that job responsibilities by supervisor
6.20 Chart shows that Tools and resources to do Job well
6.21 Chart shows that training and development
6.22 Chart shows that training by Improving the career
6.23 Chart shows that company morale
6.24 Chart shows that talents are exposed at work
6.25 Chart shows that Modes of salary
CHAPTER-1
CHAPTER-1
INTRODUCTION AND DESIGN OF THE STUDY
INTRODUCTION OF HR STRATEGIES
MEANING OF HR STRATEGIES:
HR strategies is a roadmap for solving an organization biggest
challenge with people centric solutions. This strategy requires HR input during policy
creation and elevates the importance of recruitment, talent management, compensation,
succession planning and corporate culture.
For the purpose of business growth, to recruitment the long term plan for highly qualified,
passive candidates in the chosen regions.
Human resource strategies over the years has served many purposes within an organization.
From its earliest inception as a primarily compliance-type function, it has further expanded
and evolved into its current state as a key driver of human capital development. In the
book HR From the Outside In (Ulrich, Younger, Brockbank, Younger, 2012), the authors
describe the evolution of HR work in “waves”. Wave 1 focused on the administrative work of
HR personnel, such as the terms and conditions of work, delivery of HR services, and
regulatory compliance. This administrative side still exists in HR today, but it is often
accomplished differently via technology and outsourcing solutions. The quality of HR
services and HR’s credibility came from the ability to run administrative processes and solve
administrative issues effectively. Wave 2 focused on the design of innovative HR practice
areas such as compensation, learning, communication, and sourcing. The HR professionals in
these practice areas began to interact and share with each other to build a consistent approach
to human resource management. The HR credibility in Wave 2 came from the delivery of
best-practice HR solutions.
Wave 3 HR, over the last 15–20 years or so, has focused on the integration of HR strategy
with the overall business strategy. Human resources appropriately began to look at the
business strategy to determine what HR priorities to work on and how to best use resources.
HR began to be a true partner to the business, and the credibility of HR was dependent upon
HR having a seat at the table when the business was having strategic discussions. In Wave 4,
HR continues to be a partner to the business, but has also become a competitive practice for
responding to external business conditions. HR looks outside their organizations to
customers, investors, and communities to define success—in the form of customer share,
investor confidence, and community reputation. HR’s credibility is thus defined in terms of
its ability to support and drive these external metrics. Although each “wave” of HR’s
evolution is important and must be managed effectively, it is the “outside in” perspective that
allows the human resource management function to shine via the external reputation and
successes of the organization.
1.1 OBJECTIVES
1. To analyse the current HR capacity
2. To Measure employee marale
3. To estimate the company’s future HR requirements
4. To find the human resource strategy is implemented in the
organization.
5. To know the recruitment strategies in the company.
1.2 NEEDS OF THE STUDY
 Shortages and surpluses can be identified so that quick action can be

taken wherever required.
 It is also helps to identify the available talents in a concern and

accordingly training programs can be chalked out to develop those
talents.
 It helps in growth and diversification of business Through manpower

planning, human resource can be readily available and they can be
utilized in best manner.
 It helps the organization to realize the importance of manpower

management which ultimately helps in the stability of a concern.
1.3 SCOPE OF STUDY
 Many organisation claim that their employees are their most valuable
asset.
 Human resource management creates a lots of difference in enhancing.
 Human resource teams develop performance management systems.
 It’s less expensive to hire additional staff or more qualified candidates.
 As an human resource professional, it’s important and helpful to
understand the broad budget of a project.
 It helps to promotion and demotion of the employees based on their own
perfomances.
1.4 LIMITATIONS OF THE STUDY
 The project duration time (30 days) is not enough to take a survey.
 Lack of communication skill.
 Environment is not that much peaceful.
 I can’t cover all the department because the company would not allow me to
visit.
 The guide is not available for all the time to guide.
CHAPTER-2
INDUSTRY PROFILE
Annai Enterprises Private Limited was established in the year 1980 to

manufacture automotive and engineering components in Chennai, India. AEPL
serves both the Original Equipment Manufacturers and Tier one / two suppliers.
The uncompromising endeavours made by Annai Enterprises Private Limited
has not just helped it succeed in. its journey but also continuously sustain its
valuable customers such as Royal Enfield – Eicher Ltd, Brakes India Group of
Companies, Turbo Energy Ltd, Sunmar Group of companies, Delphi TVS
Diesel Systems Ltd, INZI Controls India Ltd, Severn Glocon India Pvt Ltd.
MISSION:
Our mission is to create superior value customer by supplying outstanding and

the solutions through optimum utilization of resources.
VISION:
Our vision to establish a competitive supply chain through and collaborative

alignment with best-in-class suppliers to meet customers cost, technology,
quality and delivery requirements.
COMPANY PROFILE
Annai Industries in Hosur is one of the leading businesses in the CNC Machine
component manufacturers. The company was started in the year 1980 to
manufacture automotive and engineering components in Chennai, India. Annai
Industries was established in the year 2005, at Annai Industries in Hosur
industrial complex.
ANNAI INDUSTRIES IS AN ORGANIZATION WITH:
 Leader in CNC Machine in India.

 70% market share in India.
 Also known for Machine Tool Manufacturers, Hardware Wholesalers,
Metal Washer Manufacturers, Turning Component Wholesalers, CNC
Machine Exporters, CNC Turned Component Manufacturers, MS
Washer Manufacturers, Epoxy Washer Dealers.
OUR TEAM:
The strength of our organization is our team that work round the clock and
deliver mass array of products within the promised time frame. Also with the
process, system and manufacturing capabilities of our team we easily carry out
production in a swift & hassle-free manner.
ANNAI ENTERPRISES PVT FOUNDER:

(Mr. S.V. Kannan & Mr. S.V. Subramanian)
They laid the foundation as a proprietorship company. Initially the firm was
named as ‘ANNAI INDUSTRIES’ based at Tamilnadu, India. At 1982, They
became a direct supplier to Brakes India (TVS group) and the customers list
extended to REML and GREAVES. Purchase of first CNC turning machine.
Further investment in five Axis sliding head stock CNC Turning machines.
MANAGING DIRECTOR:
Mr. S.V.Subramanian, Director in the year 1980 to manufacture automotive and

engineering components for two and four wheelers in Chennai, India.
Annai Enterprises Private Limited is a pioneer in machining and processing

components to customer’s requirements. With more than 3 decades of
experience and in-depth knowledge of various machining operations and sub
processes, AEPL is a preferred supplier for several customers from their initial
phase of new product development to continuous serial production.
Quality assurance is an inherent feature in all the products manufactured at

Annai Enterprises Private Limited. All the components including final
assemblies are completely inspected and dispatched from AEPL.
QUALITY ASSURANCE
Quality is written with a capital Q at AEPL. About 35% of all staff are
employed in quality control and quality assurance to ensure that Quality is an
inherent property of our products.
Ensuring we deliver high quality products to our customers around the world
has been a long-standing principle at AEPL. It encompasses all business and
functional areas of the company and shapes the holistic thinking and actions of
all employees,
In process inspections, hand in hand with automated quality tests and pre-
dispatch inspections, guarantee high standards.
VISION:
 To achieve excellence in value based manufacturing of automotive and
engineering components.
 To achieve zero defect manufacturing with continuously improving
processes.
 To offer customer orientation.
MISSION:
 To deliver exceptional products and services across the globe.
 To adopt sustainable and innovative practices.
 Engage in socially responsibility operations.
 Manufacture and market quality products using world class technology.
CHAPTER -4
REVIEW OF LITERATURE
REVIEW OF LITERATURE
Introduction
The past decade has seen an increasing interest in the "strategic management" of
organizations in the United States. Numerous models of strategic management have been
proposed (e.g., Hofer & Schendel, 1978; Miles Snow, 1978; Porter)
1980). This interest in strategic management has resulted in various organizational functions
becoming more concerned with their role in the strategic management process. The Human
Resource Management (HRM) field has similarly sought to become integrated into the
strategic management process through the development of a new discipline referred to as
Strategic Human Resource Management (SHRM).
The Role of Theory in SHRM
According to Dubbin (1976), theory is "the attempt ... to model some aspect of the empirical
world," (26). Theories, if accurate, fulfil the objectives of prediction knowledge of the
outcome) and understanding (knowledge of the process) regarding the relationships among
the variables of interest. Thus, a good theory enables one to both predict what will happen
given a set of values for certain variables, and to understand why this predicted value should
result.
Although the primary goals of theorist-researchers and practitioners may differ (Dubbin,
1976), a strong theoretical model has great value to both. Practitioners are primarily
concerned with the accuracy of prediction of a theoretical model in order to guide their
decision making; thus, an accurate theoretical model allows for better decision making in
conditions of uncertainty. Theorist-researchers, on the other hand, have greater concern for
understanding the why behind the prediction. For them, a well developed theoretical model
allows for testing of the model and, based on these tests, revision of the model to increase its
accuracy.
Definitions of SHRM
One of the first steps in theory development is to choose the elements whose relationships
with each other are the focus of the theory's attention (Dubbin, 1976). This entails defining
the various constructs of interest to the theory and is one of the most important, yet
overlooked, tasks in the research process (Schwab, 1980). In fact, Schwab stated that much
confusion in organizational research has been created because the focal construct has not
been clearly defined. Thus, it is important for the purpose of this article to define and
distinguish between the constructs of HRM and SHRM.
Introduction
Globalization, liberalization,
market and technological
changes are generating lots
of business challenges and
opportunities for
organizations, thus compelling
to change
operations in many different
ways. As the velocity of change
is increasing, organizations
are trying to find new ways
to compete effectively. Now
there are raised expectations
even about the services that the
Human Resource Development
(HRD) function provides
in the organizations. HRD
function is expected to be
active contributor in fulfilling
strategic organizational needs.
HRD professionals who
achieve a deep understanding
of
business issues and their
implications for Strategic
Human Resource
Development
(SHRD) are likely to increase
its value to the firm and their
ability to implement practices
that contribute to the firm’s
capacity to manage the external
environment [1].
Concept of Strategy
Strategy was originally a
military term. It was Drucker
who in 1955 pointed out
the importance of strategic
decisions in The Practice of
Management. Pioneers like
Kenneth Andrews, Igor
Ansoff, Alfred Chandler,
Michael Porter, Henry
Mintzberg,
Hamel and Prahalad further
developed the concept of
business strategy [2]. As
defined by
Chandler [3] strategy is the
determination of the basic long-
term goals and objectives of
an enterprise, and the
adaptation of courses of
action and the allocation of
resources
necessary for carrying out these
goals. A strategy, whether it is
an HR strategy or some
other kind of management
strategy, must have two key
elements: there must be
strategic
objectives (i.e. things the
strategy is supposed to
achieve), and there must be a
plan of
action (i.e. means by which it is
proposed that the objectives
will be met) [4]. To sum up,
3
strategy may be defined as a
statement of what the
organization wants to become,
where
it wants to go and, broadly, how
it means to get there.
Strategy in HR function
The famous McKinsey 7-S
framework [5] served to
demonstrate the
interconnectedness of strategy,
structure, skills, staff, style and
systems revolving around
the central concept of shared
values, as shown in Figure 1.
Figure 1. The McKinsey 7-S
framework [5]
Ulrich believes that for HR to
deliver excellence it should,
among other points,
become a partner with senior
and line managers in strategy
execution and become an
agent of continuous
transformation, shaping
processes and culture that
together improve
an organization’s capacity for
change [6]. As strategists, HR
practitioners address major
long-term issues concerning
the management and
development of people and
the
employment relationship. They
are not only guided by business
plans of the organization
but they also contribute to
the formation of the business
plans. This is achieved by
ensuring that the top
managers focus on the
human resource implications
of their
strategies. HR strategists
persuade top management
that they must develop plans
that
4
make the best use of the
organization’s human
resources in terms of
required core
competences [2]. In words of
Hendry and Pettigrew [7],
people are a strategic resource
for the advancement of
competitive advantage.
Competitive advantage is
secured when
organizations have skills and
capabilities that are unique,
difficult to replicate and imitate
by competitors [8]. Johnson and
Scholes [9] in their classic book
on strategy, suggest that
organizations that successfully
manage change are those that
have integrated their human
resource management policies
with their strategies and the
strategic change process.
Strategic HRD
As defined by Walton [10],
Strategic Human Resource
Development involves
introducing, eliminating,
modifying, directing and
guiding processes and
responsibilities
in such a way that all
individuals and teams are
equipped with skills,
knowledge and
competences they require to
undertake current and future
tasks required by the
organization. As described by
Harrison [11], strategic HRD is
a development that arises
from a powerful vision about
the people’s abilities and
potential and arises within the
overall strategic framework of
the business. Thus one can
see that SHRD takes a broad
and long-term view about how
HRD strategies can support
the achievement of business
strategies. Peterson [12]
defined SHRD as the pro-
active, long-term, mission-
related
leadership of human resource
initiatives at the individual
and organizational levels
designed to achieve bottom-line
organizational goals leading to
a sustainable competitive
advantage.
Gilley and Maycunich-Gilly
[13] provide a valuable
framework to understand the
domains of SHRD. These
domains are organizational
performance, organizational
learning and organizational
change. The organizational
performance domain emphasis
efficiency and performance
improvement (typical activities
include – skills training, job
analysis and competency
modeling, management and
leadership development). The
organizational learning domain
focuses on activities designed
to facilitate organizational
learning (typical activities
include – action learning,
tacit learning and knowledge
Introduction
opportunities for
to change
of
Human Resource
Development
environment [1].
Concept of Strategy
Strategy was originally a
military term. It was Drucker
who in 1955 pointed out
the importance of strategic
decisions in The Practice of
Management. Pioneers like
Kenneth Andrews, Igor
Ansoff, Alfred Chandler,
Michael Porter, Henry
Mintzberg,
Hamel and Prahalad further
developed the concept of
business strategy [2]. As
defined by
Chandler [3] strategy is the
determination of the basic long-
term goals and objectives of
an enterprise, and the
adaptation of courses of
action and the allocation of
resources
necessary for carrying out these
goals. A strategy, whether it is
an HR strategy or some
other kind of management
strategy, must have two key
elements: there must be
strategic
objectives (i.e. things the
strategy is supposed to
achieve), and there must be a
plan of
action (i.e. means by which it is
proposed that the objectives
will be met) [4]. To sum up,
3
strategy may be defined as a
statement of what the
organization wants to become,
where
it wants to go and, broadly, how
it means to get there.
The famous McKinsey 7-S
framework [5] served to
demonstrate the
interconnectedness of strategy,
structure, skills, staff, style and
systems revolving around
the central concept of shared
values, as shown in Figure 1.
Figure 1. The McKinsey 7-S
framework [5]
Ulrich believes that for HR to
deliver excellence it should,
among other points,
become a partner with senior
and line managers in strategy
execution and become an
agent of continuous
transformation, shaping
processes and culture that
together improve
an organization’s capacity for
change [6]. As strategists, HR
practitioners address major
long-term issues concerning
the management and
development of people and
the
employment relationship. They
are not only guided by business
plans of the organization
but they also contribute to
the formation of the business
plans. This is achieved by
ensuring that the top
managers focus on the
human resource implications
of their
strategies. HR strategists
persuade top management
that they must develop plans
that
4
make the best use of the
organization’s human
resources in terms of
required core
competences [2]. In words of
Hendry and Pettigrew [7],
people are a strategic resource
for the advancement of
competitive advantage.
Competitive advantage is
secured when
organizations have skills and
capabilities that are unique,
difficult to replicate and imitate
by competitors [8]. Johnson and
Scholes [9] in their classic book
on strategy, suggest that
organizations that successfully
manage change are those that
have integrated their human
resource management policies
with their strategies and the
strategic change process.
Strategic HRD
As defined by Walton [10],
Strategic Human Resource
Development involves
introducing, eliminating,
modifying, directing and
guiding processes and
responsibilities
in such a way that all
individuals and teams are
equipped with skills,
knowledge and
competences they require to
undertake current and future
tasks required by the
organization. As described by
Harrison [11], strategic HRD is
a development that arises
from a powerful vision about
the people’s abilities and
potential and arises within the
overall strategic framework of
the business. Thus one can
see that SHRD takes a broad
and long-term view about how
HRD strategies can support
the achievement of business
strategies. Peterson [12]
defined SHRD as the pro-
active, long-term, mission-
related
leadership of human resource
initiatives at the individual
and organizational levels
designed to achieve bottom-line
organizational goals leading to
a sustainable competitive
advantage.
Gilley and Maycunich-Gilly
[13] provide a valuable
framework to understand the
domains of SHRD. These
domains are organizational
performance, organizational
learning and organizational
change. The organizational
performance domain emphasis
efficiency and performance
improvement (typical activities
include – skills training, job
analysis and competency
modeling, management and
leadership development). The
organizational learning domain
focuses on activities designed
to facilitate organizational
learning (typical activities
include – action learning,
tacit learning and knowledge
CHAPTER –5
THEORITICAL PERSPECTIVE
THEORITICAL PERSPECTIVE
Introduction
opportunities for
to change
of
Human Resource
Development
environment
Introduction
opportunities for
to change
of
Human Resource
Development
environment
The purpose of this paper is to describe the evolution of Human Resources (HR) from its
inception as the clerical, personnel administration utility of a company to its current
developmental role as the strategic partner that helps to grow firms into dynamic, high
performance organizations through the invocation of the next stage of HR conceptual
growth, Human Resource Development (HRD).
INTRODUCTION
✓ The Human (SHR) concept has undergone significant changes in how it is viewed as a
capability in modern industry. The study of HR is fraught with disagreement regarding its
origin as well as laden with discourse on the implications for contemporary management.
✓ The Practice of Management and focused on its use as a function in managing

operations, managing managers, and directing people in their work.
In the traditional, authority- and productivity-driven organizations of the recent past, this
HR role served the somewhat singular purpose of sustaining the workforce in order to
meet production goals of the firm.
EVOLUTION OF HR TO SHRD
✔The evolutionary timeline of the HR profession parallels that of the overall concept of
the organization in some interesting and illuminating ways.
✓ To be an effective aspect of the firm as the definition of organizational success matured

and expanded throughout the 20th century, HR was, almost by necessity, forced to evolve
from a simple administrative role within the organization into an integral, thought-leading
nexus of the company with significant strategic input and value.
✓ Therefore, in order to understand how HR has evolved, one must also understand how
the concept of the organization has and continues to evolve in the 21st century.
CURRENT ISSUES IN HRD
✓ HRD is a practice with significant strategic potential for businesses. As such, many
issues within the HR environment currently exist which have influence on how it is
utilized, and received in the modern business world.
Introduction
Globalization, liberalization, market and technological changes are generating lots

of business challenges and opportunities for organizations, thus compelling to change
operations in many different ways. As the velocity of change is increasing, organizations
are trying to find new ways to compete effectively. Now there are raised expectations
even about the services that the Human Resource Development (HRD) function provides
in the organizations. HRD function is expected to be active contributor in fulfilling
strategic organizational needs. HRD professionals who achieve a deep understanding of
business issues and their implications for Strategic Human Resource Development
(SHRD) are likely to increase its value to the firm and their ability to implement practices
that contribute to the firm’s capacity to manage the external environment [1].
Concept of Strategy
Strategy was originally a military term. It was Drucker who in 1955 pointed out
the importance of strategic decisions in The Practice of Management. Pioneers like
Kenneth Andrews, Igor Ansoff, Alfred Chandler, Michael Porter, Henry Mintzberg,
Hamel and Prahalad further developed the concept of business strategy [2]. As defined by
Chandler [3] strategy is the determination of the basic long-term goals and objectives of
an enterprise, and the adaptation of courses of action and the allocation of resources
necessary for carrying out these goals. A strategy, whether it is an HR strategy or some
other kind of management strategy, must have two key elements: there must be strategic
objectives (i.e. things the strategy is supposed to achieve), and there must be a plan of
action (i.e. means by which it is proposed that the objectives will be met) [4]. To sum up,
3
strategy may be defined as a statement of what the organization wants to become, where
it wants to go and, broadly, how it means to get there.
The famous McKinsey 7-S framework [5] served to demonstrate the

interconnectedness of strategy, structure, skills, staff, style and systems revolving around
the central concept of shared values, as shown in Figure 1.
Figure 1. The McKinsey 7-S framework [5]

Ulrich believes that for HR to deliver excellence it should, among other points,
become a partner with senior and line managers in strategy execution and become an
agent of continuous transformation, shaping processes and culture that together improve
an organization’s capacity for change [6]. As strategists, HR practitioners address major
long-term issues concerning the management and development of people and the
employment relationship. They are not only guided by business plans of the organization
but they also contribute to the formation of the business plans. This is achieved by
ensuring that the top managers focus on the human resource implications of their
strategies. HR strategists persuade top management that they must develop plans that
4
make the best use of the organization’s human resources in terms of required core
competences [2]. In words of Hendry and Pettigrew [7], people are a strategic resource
for the advancement of competitive advantage. Competitive advantage is secured when
organizations have skills and capabilities that are unique, difficult to replicate and imitate
by competitors [8]. Johnson and Scholes [9] in their classic book on strategy, suggest that
organizations that successfully manage change are those that have integrated their human
resource management policies with their strategies and the strategic change process.
Strategic HRD
As defined by Walton [10], Strategic Human Resource Development involves

introducing, eliminating, modifying, directing and guiding processes and responsibilities
in such a way that all individuals and teams are equipped with skills, knowledge and
competences they require to undertake current and future tasks required by the
organization. As described by Harrison [11], strategic HRD is a development that arises
from a powerful vision about the people’s abilities and potential and arises within the
overall strategic framework of the business. Thus one can see that SHRD takes a broad
and long-term view about how HRD strategies can support the achievement of business
strategies. Peterson [12] defined SHRD as the pro-active, long-term, mission-related
leadership of human resource initiatives at the individual and organizational levels
designed to achieve bottom-line organizational goals leading to a sustainable competitive
advantage.
Gilley and Maycunich-Gilly [13] provide a valuable framework to understand the

domains of SHRD. These domains are organizational performance, organizational
learning and organizational change. The organizational performance domain emphasis
efficiency and performance improvement (typical activities include – skills training, job
analysis and competency modeling, management and leadership development). The
organizational learning domain focuses on activities designed to facilitate organizational
learning (typical activities include – action learning, tacit learning and knowledge
Introduction

Concept of Strategy
3

4
Strategic HRD

advantage.

Introduction

Concept of Strategy
3
4
Strategic HRD

advantage.

Introduction

Concept of Strategy
3

4
Strategic HRD

advantage.

Introduction

Concept of Strategy
3

4
Strategic HRD

advantage.

Introduction

that contribute to the firm’s capacity to manage the external environment
Introduction

that contribute to the firm’s capacity to manage the external environment
The following discussion provides a review of the contemporary issues surrounding HRD
and expounds upon several of issues in order to elaborate on the topic and provided
currency and relevancy for HRD to the operational setting.
✔He contends that a knowledge of HRD can be leveraged to positively affect the
outcome of many management decisions, and that, through an interdisciplinary approach,
HRD can be utilized to provide recommendations on various actions that need to be taken
in modern business environment.
HRD AS STRATEGIC PARTNER IN THE HIGH PERFORMANCE

ORGANIZATION
✓ Changing processes, infrastructure, and even strategy within an organization will

proceed to some eventual limitation; people are needed who understand the vision of the
firm and are committed to driving the changes necessary to reach HPO or developmental
organization status.
✓ This layer of similarities between HPOS and developmental organizations is quite

broad, in that the importance of individual respondents, their growth and development,
and the long-term effect of their career and performance management are foundational to
both concepts.
✔it must be noted that developmental organizations and HPOS are fundamentally
different ideas.
CHAPTER 5
RESEARCH METHODOLOGY
RESEARCH METHODOLOGY
Research may be defined as the systematic and objective analysis and recording of
controlled observation that may lead to the development or generalization. Principles are
theories resulting in prediction and controls of events.
Research type:
DESCRIPTIVE RESEARCH
Descriptive research contrast to explorative research is marched by the prior formulation

of specific questions the investigator already knows as substantial amount the search
problem. Perhaps result as exploratory study, before the project is initiated, he should able
to definite clearly what is the he wants to measure and specific means for measuring it.
SAMPLING
In other words, sample is a proportion selected for observation and analysis the way of
selecting the sample is refereed to as a sampling plan, a measured value based upon
sample data is static while population value inferred from a static is a parameter.
SAMPLE SIZE
Among the total respondents (population)only 50respondents have been selected for the
study.
DATA COLLECTION
There are two type of data designs used
Primary data
Secondary data
PRIMARY DATA
The primary data those which are collected a fresh and the first time and thus happen to
be original in the character with the help of questionnaire by having face to face iteration
SECONARY DATA
Secondary data means data that are already available i.e. they refer to the data which have
been collected and analyzed by someone else. when the research utilizes secondary data,
then he has to look into various sources from where he can obtain them. In this case, he is
certainly not confronted with the problems that are usually associated with collection of
primary.
STATISTICAL TOOL AND TECHNIQUES
Percentage analysis is used to particular representations at the respondent view point.
No of respondents
Percentage=---------------------------------------------------------*100
Total no of respondents
CONCLUSION
✓ The preceding discussion has illustrated the importance and influence of HRD in the
modern business environment.
✓ HRD has evolved from the administrative and clerical beginnings of the HR functions
of the past into a truly strategic partner that can have major implications to the
performance and success of organizations in any industries.
CHAPTER-6
TABLE-6.1
TABLE SHOWS THAT COMPANY COMMUNICATING METHODS

ARE SATISFIED.
NO.0F
VARIABLES RESPONDENTS PERCENTAGE
STRONGLY AGREE 8 16
AGREE 4 8
NEUTRAL 6 12
DISAGREE 28 56
STRONGLY DISAGREE 4 8
TOTAL 50 100
INTERPRETATION:
From the above table 6.1 shows that 56% of respondents are
disagree, about communications in your company, 16% of the respondents are
strongly agree, 12% of respondents are neutral, 8% of respondents are agree and
strongly disagree.
CHART 6.1
CHART SHOWS THAT COMPANY COMMUNICATING METHODS
ARE SATISFIED.
60
56
50
40
30 percentage
20
16
12
10 8 8
0
strongly agree agree neutral disagree strongly disagree
TABLE 6.2
TABLE SHOWS THAT RESPONSIBILITY AND AUTHORITY OF

EMPLOYEE.
NO.0F
STRONGLY AGREE 2 4
AGREE 4 8
NEUTRAL 10 20
DISAGREE 24 48
TOTAL 50 100
INTERPRETATION:
disagree, about allowed to take responsibility and authority of employee, 20%
of the respondents are neutral, 20% of respondents are disagree, 8% of
respondents are agree,4% respondents are strongly agree.
CHART 6.2
CHART SHOWS THAT RESPONSIBILITY AND AUTHORITY OF

EMPLOYEE.
60
50 48
40
30 percentage
20 20
20
10 8
4
0
TABLE 6.3
TABLE SHOWS THAT COMPANY HELDS MEETINGS OFTEN.
NO.0F
STRONGLY AGREE 14 28
AGREE 20 40
NEUTRAL 14 28
DISAGREE 0 0
TOTAL 50 100
INTERPRETATION:
agree, manager held regular meetings and one to one meetings ,28% of the
respondents are neutral, 28% of respondents are strongly agree, 4% of
respondents are agree,4% respondents are strongly disagree.
CHART 6.3
CHART SHOWS THAT COMPANY HELDS MEETINGS OFTEN.

45
40
40
35
30 28 28
25
percentage
20
15
10
5 4
0
0
TABLE 6.4
TABLE SHOWS THAT BUSINESS NEEDS AND STRATEGIES BY HR.
NO.0F
AGREE 22 44
NEUTRAL 10 20
DISAGREE 4 8
TOTAL 50 100
INTERPRETATION:
agree, about organization HR executives are fully aware of needs and strategies,
24% of the respondents are strongly agree, 20% of respondents are neutral, 8%
of respondents are disagree,4% respondents are strongly disagree.
CHART-6.4
CHART SHOWS THAT BUSINESS NEEDS AND STRATIGES BY HR.

50
45 44
40
35
30
25 24
percentage
20
20
15
10 8
5 4
0
TABLE 6.5
TABLE SHOWS THAT HR INFORMATION BY LATEST SOFTWARE .

NO.0F
AGREE 24 48
NEUTRAL 10 20
DISAGREE 2 4
TOTAL 50 100
INTERPRETATION:
agree, about the organization has wide network of computerized information by
latest software, 28% of the respondents are strongly agree, 20% of respondents
are neutral, 4% of respondents are disagree,0% respondents are strongly
disagree.
CHART-6.5
CHART SHOWS THAT HR INFORMATION BY LATEST SOFTWARE.

60
50 48
40
30 28 28 percentage
20
20
10
0
0
TABLE 6.6
TABLE SHOWS THAT MISTAKES OF EMPLOYEES.

NO.0F
AGREE 8 16
NEUTRAL 0 0
DISAGREE 30 6
TOTAL 50 100
INTERPRETATION:
strongly agree, employee accept their mistakes, 16% of the respondents are
agree, 6% of respondents are disagree, 4% of respondents are strongly
disagree,0% respondents are neutral
CHART-6.6
CHART SHOWS THAT MISTAKES OF EMPLOYEES.
70
60
60
50
40
percentage
30
20
20
16
10
4
0
0
TABLE 6.7
TABLE SHOWS THAT WORK FINISHING TIME BY EMPLOYEES.
NO.0F
AGREE 6 12
NEUTRAL 0 0
DISAGREE 22 44
TOTAL 50 100
INTERPRETATION:
disagree, about employee always finish their work on time, 36% of the
respondents are strongly agree, 12% of respondents are agree, 8% of
respondents are strongly disagree,0% respondents are neutral.
CHART 6.7
CHART SHOWS THAT WORK FINISHING TIME BY EMPLOYEE.

50
45 44
40
36
35
30
25
20 percentage
15
12
10 8
5
0
0
TABLE 6.8
TABLE SHOWS THAT EMPLOYEE DECISIONS ARE TAKEN WITH

THE HELP OF TEAM MEMBERS.
VARIABLES NO.OF PERCENTAGE
RESPONDENTS
ALWAYS 25 50
SOMETIMES 15 30
OFTEN 6 12
NEVER 2 4
RARELY 2 4
TOTAL 50 100
INTERPRETATION:
always, about employee always consults with team member,30% of respondents
sometimes, 12% of respondents often, 4% of respondents never, 4% of
respondents rarely.
CHART-6.8
CHARTS SHOWS THAT EMPLOYEE DECISIONS BY TEAM
MEMBERS.
60
50
50
40
30
30 percentage
20
12
10
4 4
0
ALWAYS SOMETIMES OFTEN NEVER RARELY
TABLE 6.9
TABLE SHOWS IMPORTANCE OF COST EFFECTIVE TRAINING.

RESPONDENTS
ALWAYS 14 28
SOMETIMES 12 24
OFTEN 11 22
NEVER 4 8
RARELY 9 18
TOTAL 50 100
INTERPRETATION:
From the above table shows 6.9 shows that 28% of respondents are
always, 24% of respondents are sometimes, 22% of respondents are often, 18%
of respondents are never, about Importance of cost effective, 8% of respondents
are no.
CHART-6.9
CHARTS SHOWS THAT IMPORTANCE OF COST EFFECTIVE
TRAINING.
30
28
25 24 percentage
22
20
18
15
10
8
0
ALWAYS SOMETIMES OFTEN NEVER RARELY
TABLE 6.10
TABLE SHOWS THAT PERFORMANCE STANDARDS OF

EMPLOYEE.
NO.0F
STRONGLY AGREE 4 8
AGREE 2 4
NEUTRAL 10 20
DISAGREE 28 56
TOTAL 50 100
INTERPRETATION:
disagree, about performance standards of employees are carefully developed on
basis employee decision, 20% of the respondents are neutral, 12% of
respondents are strongly disagree, 8% of respondents are strongly agree,4%
respondents are agree.
CHART-6.10
CHART SHOWS THAT PERFORMANCE STANDARDS OF
EMPLOYEE.
60
56
50
40
30
20 percentage
20
12
10 8
4
0
TABLE 6.11
TABLE SHOWS THAT RIGHT WORK BALANCE AT THE

ORGANIZATION.
RESPONDENTS
YES 32 64
NO 18 36
TOTAL 50 100
INTERPRETATION:
yes ,about good work life at the organization,24% of respondents are no.
CHART-6.11
CHART SHOWS THAT RIGHT WORK LIFE IN ORGANIZAION.
70
64
60
50
40
36
percentage
30
20
10
0
YES NO
TABLE 6.12
Table shows that HR issues with business stratregy.

NO.0F
STRONGLY AGREE 2 4
AGREE 4 16
NEUTRAL 14 28
DISAGREE 20 40
TOTAL 50 100
INTERPRETATION:
disagree, about HR issues with the business strategies and strategic changes
process, 28% of the respondents are neutral, 16% of respondents are agree, 12%
of respondents are strongly disagree,4% respondents are strongly agree.
CHART -6.12
CHART SHOWS THAT HR ISSUES WITH BUSINESS STRATEGY.

45
40
40
35
30 28
25
20 percentage
16
15
12
10
5 4
0
TABLE 6.13
TABLE SHOWS THAT INDENTIFICATION OF TALENTS BY

SUPERVISIORS.
NO.0F
NEVER 8 16
RARELY 14 28
SOMETIMES 6 12
OFTEN 2 4
ALWAYS 20 40
TOTAL 50 100
INTERPRETATION:
always, about supervisior encouraged the talents of employee 28% of the
respondents are rarely, 16% of respondents are never, 12% of respondents are
sometimes,4% respondents are often.
CHART-6.13
CHART SHOWS THAT IDENTIFICATION OF TALENTS ARE
ENCOURAGED BY SUPERVISIORS.
45
40
40
35
30 28
25
20
16 percentage
15
12
10
5 4
0
TABLE 6.14
TABLE SHOWS THAT SUPERVISIOR LISTENS TO EMPLOYEE

NEEDS.
NO.0F
AGREE 4 8
NEUTRAL 14 28
DISAGREE 12 24
TOTAL 50 100
INTERPRETATION:
neutral, about Needs of an employee is listened by supervisior,24% of the
respondents are strongly agree, 24% of respondents are disagree, 16% of
respondents are strongly disagree,8% respondents are agree.
CHART-6.14
CHART SHOWS THAT SUPERVISIORS LISTENS TO EMPLOYEE
NEEDS
45
40
40
35
30 28
25
20 percentage
20
15
10 8
5 4
0
TABLE 6.15
TABLE SHOWS THAT EMPLOYEE TRAINING ON BASIS OF

TECHNOLOGY.
VARIABLES NO OF PERCENTAGE
RESPONDENTS
YES 30 60
NO 20 40
TOTAL 50 100
INTERPRETATION:
Yes, about technology for training for the employee has provided, 40% of the
respondents are No.
CHART-6.15
CHART SHOWS THAT EMPLOYEE TRAINING ON BASIS OF
TECHNOLOGY.
70
60
60
50
40
40
30 percentage
20
10
0
YES NO
TABLE 6.16
16.TABLE SHOWS THAT EMPLOYEE PLAY AN IMPORTANT ROLE

IN AN ORGANISATION.
NO.0F
STRONGLY AGREE 6 12
AGREE 10 20
NEUTRAL 8 16
DISAGREE 14 28
TOTAL 50 100
INTERPRETATION:
disagree, about of play an important role in organisation, 28% of the
respondents are disagree, 24% of respondents are strongly disagree, 16% of
respondents are neutral,12% respondents are strongly agree
CHART-6.16
CHART SHOWS THAT EMPLOYEE PLAY AN IMPORTANT ROLE IN
AN ORGANISATION.
30
28
25 24
20
20
16
15 percentage
12
10
0
TABLE 6.17
TABLE SHOWS THAT TRAINING BY IMPROVING THE CAREER.
NO.0F
STRONGLY AGREE 4 8
AGREE 2 4
NEUTRAL 14 28
DISAGREE 20 40
TOTAL 50 100
INTERPRETATION:
Disagree, about employee training to improve their career,28% of the
respondents are neutral, 20% of respondents are strongly disagree, 8% of
respondents are strongly agree,4% respondents are agree.
CHART-6.17
CHART SHOWS THAT TRAINING BY IMPROVING THE CAREER.
45
40
40
35
30 28
25
20 percentage
20
15
10 8
5 4
0
TABLE 6.18
TABLE SHOWS THAT AWARENESS GENERATION.
NO.0F
NEVER 6 12
RARELY 8 16
SOMETIMES 18 36
OFTEN 4 8
ALWAYS 14 28
TOTAL 50 100
INTERPRETATION:
Sometimes, about awareness of the employee about organization financial
position, 28% of the respondents are always, 16% of respondents area rarely,
12% of respondents are rarely,8% respondents are often.
CHART-6.18
CHART SHOWS THAT AWARENESS GENERATION.

40
36
35
30
25
20
16 16 percentage
15
12
10 8
0
never rarely sometimes often always
TABLE 6.19
TABLE SHOWS JOB RESPONSIBILIES BY SUPERVISIORS.
NO.0F
NEVER 0 0
RARELY 2 4
SOMETIMES 10 20
OFTEN 24 48
ALWAYS 14 28
TOTAL 50 100
INTERPRETATION:
often, about communications of your job responsibilities, 28% of the
respondents are always, 20% of respondents area sometimes, 4% of respondents
are rarely,0% respondents are never.
CHART-6.19
CHARTS SHOWS THAT JOB RESPONISIBILITIES BY
SUPERVISIORS.
60
50 48
40
30
percentage
20
20
16
10
4
0
0
TABLE 6.20
TABLE SHOWS THAT TOOLS AND RESOURCES TO DO JOBWELL.
NO.0F
NEVER 10 20
RARELY 8 16
SOMETIMES 0 0
OFTEN 30 60
ALWAYS 2 4
TOTAL 50 100
INTERPRETATION:
often, about tools and resources to do job well, 20% of the respondents are
never, 16% of respondents area rarely, 4% of respondents are always,0%
respondents are sometimes.
CHART-6.20
CHART SHOWS THAT TOOLS AND RESOURCES TO DO JOBWELL
70
60
60
50
40
30 percentage
20
20 16 16
10
0
0
TABLE 6.21
TABLE SHOWS THAT TRAINING AND DEVELOPMENT OF

EMPLOYEES.

RESPONDENTS
YES 40 80
NO 10 20
TOTAL 50 100
INTERPRETATION:
yes, about new changes in training and development,20% of respondents are
no.
CHART-6.21
CHARTS SHOWS THAT TRAINING AND DEVELOPMENT
PRACTICES.
90
80
80
70
60
50
percentage
40
30
20
20
10
0
YES NO
TABLE 6.22
TABLE SHOWS THAT CAREER GOALS OF EMPLOYEE.

RESPONDENTS
YES 36 72
NO 14 28
TOTAL 50 100
INTERPRETATION:
From the above table shows 6.22 shows that 72% of respondents
are yes, about training of employees to achieve short and long term career
goals,28% of respondents are no.
CHART-6.22
CHART SHOWS THAT CAREER GOALS OF EMPLOYEES.

80
72
70
60
50
percentage
40
30 28
20
10
0
YES NO
TABLE 6.23
TABLE SHOWS THAT COMPANY MORALE.

RESPONDENTS
YES 24 56
NO 22 44
TOTAL 50 100
INTERPRETATION:
From the above table shows 6.23 shows that 56% of respondents
are yes, about agree morale in company,44% of respondents are no.
CHART-6-23
CHART SHOWS THAT COMPANY MORALE

90
80
80
70
60
50
percentage
40
30
20
20
10
0
YES NO
TABLE 6.24
TABLE SHOWS THAT TALENTS EXPOSED AT WORK

RESPONDENTS
AGREE 16 32
NEUTRAL 5 10
DISAGREE 11 22
TOTAL 50 100
INTERPRETATION:
Agree, about put your talents to work in your position, 30% of the respondents
are agree, 22% of respondents are disagree, 10% of respondents are neutral,6%
respondents are strongly disagree.
CHARTS-6.24
CHARTS SHOWN THAT TALENTS ARE EXPOSED AT WORK
35
32
30
30
25
22
20
20
percentage
15
10
10
0
TABLE 6.25
TABLE SHOWS THAT MODES OF SALARY.

RESPONDENTS
IN CASH 15 30
BY CHEQUE 10 20
THROUGH TRANSACTION 20 40
AN OTHER 5 10
TOTAL 50 100
INTERPRETATION:
received in through transaction, about modes of cash, 30% of the respondents
are cash,20% of respondents area cheque, 10% of respondents are any other.
CHART-6.25
CHART SHOWS THAT MODES OF SALARY.
45
40
40
35
30
30
25
20 percentage
20
15
10
10
0
in cash by cheques through transaction any other
CHAPTER-7
SUMMARY OF FINDINGS, SUGGESTIONS AND
CONCLUSION
FINDINGS
 56% of the respondents told disagree, on communicates in the company.

 48% of the respondents told disagree on responsibility and authority of respondents.
 40% of the respondents told agree on regular meeting and one to one meeting.
 44% of the respondents told agree on needs and strategies on award to HR.
 48% of the respondents strongly told to agrees on latest software in organization.
 20% of the respondents agree on mistakes accepted by employee.
 44%of the respondents disagree on respondents finish work on time.
 80%. of respondents are yes on respondents always Consults with team member.
 76% of respondents agree importance of cost effective.
 56.% of respondents agreed is agree on performance on Standards of respondents
 76% of respondents agree strong good work life at the organization.
 40% of respondents disagree and strategic change process by HR.
 40% of respondents agree always on talents of respondents encourage of supervisor.
 28% of employer neutral and need of an respondents Listen by supervisor.
 36% of respondents agree files on technology use for training.
 20% of employer disagree and they need to play an important role in organization.
 40% of respondents disagree on improving the employee career.
 36% of respondents agree sometimes of awareness and financial position
organization.
 48% of respondents agree after a job employee.
 60% of respondents agree after and tools and resource to job well.
 80% of respondents as on new changes in training and development.
 72% of respondents say yes on long term career goal.
 56% of respondents said yes or moral in company.
 32% of respondents and agree on work in your position.
 40% of respondents agree on receive in transaction mode on salary.
SUGGESTIONS
Improve canteen facilities
Availability of washrooms
Lesser security checks
Create transport facility
Encourage student for project

CONCLUSIONS
Annai industries have a wide idea for providing the candidates and also getting in all the skill
labor for the company. The company has two types of recruitment and those are, internal
recruitment and external recruitment where the respondents have the choice to grow their
career.
A industries hence it is best facilities for their respondents medical advantages, insurance,
additional scheme etc…,
The company shows great interest welfare and other student aided facilities. It has also
improved rural life and other facilities to modernized. It was a greater pleasure to work with
Annai industries for the period of 1month.
CHAPTER-8
APPENDIES
QUESTIONNAIRES
1.How satisfied are you with communications in your company?
a) strongly satisfied b) satisfied c) Neutral d) dissatisfied e) strongly Dissatisfied.
2.Employess are allowed to take responsibilities and authorities?

a) Strongly Agree b) Agree c) Neutral d)Disagree e)Strongly disagree.
3.Does the manager held regular meetings and one-on-one team to catch-up?
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree.
4.Organizations HR executive’s are fully aware of the Business needs and strategies?
a) Strongly Agree b) Agree c)Neutral d)Disagree e)Strongly disagree.
5.The organization has a wide network of computerized human resource information

system with the latest software?
6.Does the employee accept their mistakes?

7.Does the employee always finish their work on time?

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree.
8.The respondents always consults with their team members before taking a decision?
a)Always b)Sometimes c)Often d)Rearly e)Never
9.Does the Management give importance to cost-effective Training?

10.Performance standards are carefully developed on the basis of respondents’s

opinion?
11. Do you have a good balance between work and life at this company?
a)Yes b)No
12.The organization has been managing change by integrating the HR issues with the
business strategies and the strategic change process?
13.Does supervisor has Identified Talents encouraged the employee?

a)Never b)Rarely c)Sometimes d)Often e)Always
14.Supervisior listens & responds to the needs of an employee?

a)Never b)Rarely c)Sometimes d)Often
e)Always
15.The Technology for training the respondents has been provided?

a)Yes b)No
16.Do you play an important role in accomplishing your company’s mission?

a) Strongly Agree b) Agree c)Neutral
d)Disagree e)Strongly disagree.
17.Does the training function helps the respondents to achieve short & long term
career goals?
18.Does the effort are taken to generate awareness of respondents about organisation
financial position?
a)Never b)rarely c)Sometimes d)often d)always
19.Does your supervisor has clearly communicated your Job responsibilities?

20.Do you have the tools & resources necessary to do

Your job well?
a)Never b)Rarely c)Sometimes d)Often
e)Always
21.Do you accept & use new changes in the training & development practices?
a)Yes b)No
22.Do the Training practices help the respondents in Improving their career?
a) Yes b)No
23.Do you agree morale in the company is high?

a)Yes b)No
24.At work, are you consistently able to put your talents to work in your position?
25.By which mode you receive your salary?

a)In cash b)By cheques c)Through Transaction
d)Any other
BIBLIOGRAPHY
DAKSH DHAWAN – Operations, north

RAMESH SHUGH – Operation, west
SAURABH DHAWAN – New business ventures
PULKIT DHAWAN – Operations south
WEBLIOGRAPHY
http://annaiindustries.in
www.annaiindustries.net

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CHAPTER S.

NO CHAPTESR NAME PAGE NO

CHART TITLE PAGENO

6.13 Table shows that identification of talents are encouraged by

6.14 Table shows that supervisors listens to employee needs

6.15 Table shows that employee training on basis of technology

6.13 Chart shows that identification of talents are encouraged by

6.14 Chart shows that supervisors listens to employee needs

6.15 Chart shows that employee training on basis of technology

 Shortages and surpluses can be identified so that quick action can be

 It is also helps to identify the available talents in a concern and

 It helps in growth and diversification of business Through manpower

 It helps the organization to realize the importance of manpower

Annai Enterprises Private Limited was established in the year 1980 to

Our mission is to create superior value customer by supplying outstanding and

Our vision to establish a competitive supply chain through and collaborative

ANNAI INDUSTRIES IS AN ORGANIZATION WITH:

 Leader in CNC Machine in India.

ANNAI ENTERPRISES PVT FOUNDER:

Mr. S.V.Subramanian, Director in the year 1980 to manufacture automotive and

Annai Enterprises Private Limited is a pioneer in machining and processing

Quality assurance is an inherent feature in all the products manufactured at

The Role of Theory in SHRM

✓ The Practice of Management and focused on its use as a function in managing

✓ To be an effective aspect of the firm as the definition of organizational success matured

Globalization, liberalization, market and technological changes are generating lots

The famous McKinsey 7-S framework [5] served to demonstrate the

Figure 1. The McKinsey 7-S framework [5]

As defined by Walton [10], Strategic Human Resource Development involves

Gilley and Maycunich-Gilly [13] provide a valuable framework to understand the

Globalization, liberalization, market and technological changes are generating lots

The famous McKinsey 7-S framework [5] served to demonstrate the

Figure 1. The McKinsey 7-S framework [5]

As defined by Walton [10], Strategic Human Resource Development involves

Gilley and Maycunich-Gilly [13] provide a valuable framework to understand the

Globalization, liberalization, market and technological changes are generating lots

Figure 1. The McKinsey 7-S framework [5]

As defined by Walton [10], Strategic Human Resource Development involves

Gilley and Maycunich-Gilly [13] provide a valuable framework to understand the

Globalization, liberalization, market and technological changes are generating lots

The famous McKinsey 7-S framework [5] served to demonstrate the

Figure 1. The McKinsey 7-S framework [5]

As defined by Walton [10], Strategic Human Resource Development involves

Gilley and Maycunich-Gilly [13] provide a valuable framework to understand the

Globalization, liberalization, market and technological changes are generating lots

The famous McKinsey 7-S framework [5] served to demonstrate the

Figure 1. The McKinsey 7-S framework [5]

As defined by Walton [10], Strategic Human Resource Development involves

Gilley and Maycunich-Gilly [13] provide a valuable framework to understand the

Globalization, liberalization, market and technological changes are generating lots

Globalization, liberalization, market and technological changes are generating lots

HRD AS STRATEGIC PARTNER IN THE HIGH PERFORMANCE

✓ Changing processes, infrastructure, and even strategy within an organization will

✓ This layer of similarities between HPOS and developmental organizations is quite

Descriptive research contrast to explorative research is marched by the prior formulation

There are two type of data designs used

TABLE SHOWS THAT COMPANY COMMUNICATING METHODS

TABLE SHOWS THAT RESPONSIBILITY AND AUTHORITY OF

CHART SHOWS THAT RESPONSIBILITY AND AUTHORITY OF

TABLE SHOWS THAT COMPANY HELDS MEETINGS OFTEN.

CHART SHOWS THAT COMPANY HELDS MEETINGS OFTEN.

TABLE SHOWS THAT BUSINESS NEEDS AND STRATEGIES BY HR.

CHART SHOWS THAT BUSINESS NEEDS AND STRATIGES BY HR.