Mini Project (DBB2106) Guidelines Bachelor of Business Administration (BBA) Third SemesterIntroduction: Human resource professionals are responsible for managing an organization's employees, who are the organization's human resources. Many smaller organizations have just one HR employee, while others have entire departments. An HR manager's role is vital because employees, many would argue, are an organization's most important resource. The mission of human resource management is to ensure employees are compensated, trained, and managed appropriately. This includes recruiting, hiring, and firing employees. They are also the ones to manage employee benefits, such as retirement plans and health insurance. It also plays an impostant role in shaping organizational culture. Since the HR manager's goal is to ensure an organization's employees are used effectively, a positive organizational culture is imperative for happy, well-performing, satisfied employees. It’s also their job to help weave an organization's mission, vision, and values into the culture. Some take issue with the name “human resources.” To be fair, most employees would prefer not to be viewed with such a commodifying title and rather have their organization see them for the people they are. In response, many organizations have renamed their HR departments and manager. Today, HR departments are called by many other names: Employee Experience, People Operations, or Employee Success. Some titles HR managers might hold instead include: Chief People Person, Head of People, or Employee Happiness Cultivator the Industrial Revolution in Europe and North America in the late 1700s, in some ways, is the advent of modern human resources management. A new class of managers was created, who were considered higher up than the average worker, creating an economic gap between workers and management. Asthis gap increased, the conditions of the workers decreased. Both aspects of the Industrial Revolution influenced early human resource management in the U.S. Initially, the goal was to help the influx of recent immigrants assimilate into “American” culture by learning English, finding accommodations, and obtaining medical care, in addition to on-the-job training to- ensure high levels of productivity. Nae PrerePE TPA acted Human resources who specialize in training and development need a thorough knowledge of company operations and professional needs, ample experience in human resources practice, knowledge of training methodologies and adaptation to multiple industries, and a love of teaching Training and development professionals see not only the training of newly hired professionals at their company but the ongoing education and professional development of longtime employees as well Kee ees Compensation and benefits specialists have a highly multifaceted job. They must have a thorough knowledge of the company’s financial history, statistics on the industry standard of pay for each position in the company as well as statistics for those positions within the specific company they work for, and must work hand in hand with their human resource department's budget and financial managers to ensure that the talent needed can be obtained at or within the available financial resources. These specialists must also be able to suggest appropriate compensation and benefits packages for each new hire and current employee based on experience, seniority, and company contribution. Recruiting is potentially one of the most demanding and dynamic specializations in human resources. Recruiters actively seek out talent, and many travels throughout their community, state, or region to job fairs, recruitment events, and schools to attract new talent to their company. Recruiters are very often one of the first faces of a company that job seekers see and subsequently must have excellent communication and listening skills, thorough knowledge of their company’s practices, positions, and history, and lots of energy to execute their day-to-day duties. Recruiters usually have the responsibility of curating resumes of job seekers, and making recommendations to the human resources department for specific hires based on experience and personal interaction.ore eet ey Organizational leadership professionals are often part of a company’s mid- or upper-level management teams. They assist other company managers and officers in developing and practicing practical and effective leadership techniques, conduct group synergy and professional connection workshops and events, and may also help to mediate disputes between company employees. While several universities offer human resources degrees with organizational leadership concentrations, HR workers interested in this specialization may also seek a human resources degree with minors or concentrations in psychology, sociology, ethics, or business, Financial managers in human resource departments see the budget of the department, plan its use, and make recommendations to upper management to expand or reduce the budget as necessary according to departmental and company needs. Financial managers work with every management professional in human resources to ensure that workers are being compensated fairly while staying within budgetary guidelines and to allocate resources for training sessions and professional development events. ABOUT INDUSTRY: Human resources is the department or division of a business, corporation, or organization that manages all aspects related to its personnel, including recruiting employees, training, and career development, overseeing compensation packages, managing benefits plans, and other duties that serve to maximize a company's business and its employees’ satisfaction with their jobs. Simply, the function of the human resources industry is to produce competent personnel and to keep employees productive. More than 939,000 people work in human resources and related fields today. As an increasingly large portion of the U.S. economy has come to depend on service industries—businesses in which the main product is not an item sold in a store but rather is aset of actions performed for a client by the business's employees—the growth of the human sesources (HR) industry has increased proportionally. Meeting these increased demands has resulted in the field of human resources evolving from its early role whose primary responsibilities included hiring and training workers, managing a company's payroll, and dealing with labor issues to now being charged with a broader, more conceptual, and strategic set of responsibilities that may include setting up job classifications and employee benefits systems or working with top management to develop plans to optimize the use of company employees. In large, multinational corporations, an international human resources department is offen created to meet the needs of U.S. citizens working in foreign countries, as well as, people from other countries working in the United States ‘Human resources professionals are generally employed in one of two major areas: large or medium-sized companies in any kind of industry; and personnel consulting firms that help ‘other companies find qualified employees, both on a permanent and temporary basis. Any organization with many employees, whether a bank, oil company or fast-food restaurant, needs personnel specialists. Employment agencies, executive placement services, temporary help services, labor contractors, and registries for chauffeurs, household workers, models, nurses, ship crews, and teachers also need HR professionals. ‘Human resources encompass a variety of jobs, including human resources generalists, ‘employment and placement managers, employer relations representatives, personnel managers, industrial relations directors, job-development specialists, job analysts, ‘compensation managers, training instructors, benefits managers, employee health- maintenance specialists, mediators, and employment, placement, and recruitment specialists. ‘Other occupations in HR include ergonomists, employment firm workers, and career and employment counselors and technicians. OBJECTIVE OF THE STUDY: The HR department needs to carry on research to stay up +o date with trends and information that is happening in the industry and within the ‘organization. In this article, we will talk about everything that HR professionals need to know about research. Research is defined as the creation of new knowledge and/or the use of existing knowledge in anew and creative way to generate new concepts, methodologies, and understandings. This ‘could include synthesis and analysis of previous research to the extent that it leads to new and creative outcomes. ‘This definition of research is consistent with a broad notion of research and experimental. development (R&D) as comprising creative work undertaken on a systematic basis to increase the stock of knowledge, including knowledge of humanity, culture, and society, and the use of this stock of knowledge to devise new applications.Characteristics of researches A systematic approach must be followed for accurate data. Rules and procedures are an integral part of the process that set the objective. Researchers need to practice ethics and a code of conduct while making observations or drawing conclusions. 1. Research is based on logical reasoning and involves both inductive and deductive methods, 2. The data or knowledge that is derived is in real-time from actual observations in natural settings. 3. There is an in-depth analysis of all data collected so that there are no anomalies associated with it. 4. Research creates a path for generating new questions. Existing data helps create more research opportunities. 5. Research is analytical in nature. It makes use of all the available data so that there is no ambiguity in inference. 6. Accuracy is one of the most important aspects of research. The information that is obtained should be accurate and true to its nature. For example, laboratories provide a controlled environment to collect data. Accuracy is measured in the instruments used, the calibrations of instruments or tools, and the final result of the experiment. Organizational Objectives (One of the significant objectives of HRM is to ensure the availability of the correct number of employees at the right place with the right skills. This helps an organization achieve its goals and objectives within the stipulated time. Besides this, HRM involves policies for various work-related facilities and amenities for employees, such as a safe and clean workplace, technical guidance, and support to perform effectively. HRM also assists an organization in improving employees- employer relations by focusing on fair compensation, better rewards and benefits, etc. Functional Objectives The functional objective of HRM is to prepare organizational policies in compliance with provisional’ territorial and federal laws related to human rights, occupational health andsafety, employment equity, labor relations, and employment standards. This helps organizations maintain the quality of work life and ensure ethical employee behavior. Personal Objectives The personal HRM objective includes acquiring, developing, utilizing, and retaining efficient employees in an organization. This can be possible if employees can accomplish organizational along with their individual goals. For this, employees should be provided with adequate training and feedback on their performance. This helps employees to identify the areas of improvement and rectify them. ‘Team Integration The significant objective of HRM is to ensure the team is well organized. Effective communication between the company’s different divisions and teams is essential. HR must ensure a solution is available to streamline the integration and make it more seamless. Functional objectives like team integration aim to streamline operations and activities. Effective interpersonal communication is necessary to ensure efficiency. The key to effective HRM is to find integration solutions that simplify user access to data. For example, employees can contact HR staff via the self-service site. LITERATURE REVIEW OF HUMAN RESOURCE MANAGEMENT LITERATURE REVIEW ORGANISATION CULTURE Deal and Kennedy, (1982) recognize the link between culture and organizational excellent performances via their human resource development programs. Gordon and Cummins (1989) define organizational culture as the drive that recognizes the efforts and contributions of the organizational members and provides a holistic understanding of what and how to be achieved, how goals are interrelated, and how each employee could attain goals. King (1990) all organizational change involves innovation, all organizational innovation involves change. Hofstede (1990) summarizes organizational culture as a collective process of the mind that differentiates the members of one group from the other one. Schein (1990) as an overall phenomenon of the organization such as natural settings, the rite and rituals, climate, values, and programs of the company e.g., performance management, training, and development, recruitment and selection, etc. ‘Yeung, Brockbank, and Ulrich (1991) Organizational culture is an important vehicle forimplementing organizational change. Kotter and Heskett (1992) Organizational culture is conceptualized as shared beliefs and values within the organization that helps to shape the behavior pattems of employees. Klein, (1996) positioned organizational culture as the core of an organization's activities which has an aggregate impact on its overall effectiveness and the quality of its product and services. Mahler (1997) The culture of an organization is brought about as a result of different factors some of which include the influences of national culture, previous events in the organization, the different personalities, and the socialization individual members experienced as a result of past educational and work settings. Martins and Terblanche (2003), culture is deeply associated with values and beliefs shared by personnel in an organization. Schein (2004) defined organizational culture as a dynamic force within the organization which is revolving, engaging, and interactive and it is shaped by the employee's and management's gestures, behaviors, and attitudes. Schneider and Smith (2004) argue that culture begins with leadership and is passed on to the organizational members; it is seen as a set of forces that shape and determine human behavior. LEADERSHIP The concept of leadership has an ambiguous status in organizational practice, as it does in organizational theory. In practice, management appears to be of two minds about the exercise of leadership. Many jobs are so specified in content and method that within very broad limits differences among individuals become irrelevant, and acts of leadership are regarded as gratuitous at best, and at worst insubordinate. (Katz & Kahn, 1966), Proposed Research Methodology: HRM specialists and those studying for HR professional qualifications may be involved in conducting or taking part in research projects. Postgraduate students will almost certainly do so. Qualified HR specialists should keep up to date as part of their continuous professional development by studying publications such as those produced by the CIPD, which present research findings, or by reading articles in HR journals such as People Management or academic journals based on research. Students must extend their understanding of HRM by reading about research findings. The purpose of this chapter is to explain what is involved in planning and conducting research projects. This will be done against the background of a review of the nature and philosophy of research. Descriptions will be given of the main approaches used by researchers, including literature reviews, quantitative and qualitative methods, and collecting and analyzing data. The nature of research Research is concerned with establishing what is and from this predicting what will be. It does not decide what ought to be; that is human beings interpret the lessons from research in their context. Research is about the conception and testing of ideas. This is an inductive, creative, and imaginative process, although new information is normally obtained within the framework of existing theory and knowledge. Logic and rational argument are methods of testing ideas after theyhave been created. What emerges from the research is a theory —a well-established explanatory principle that has been tested and can be used to make predictions of future developments. A theory is produced by clear, logical, and linear development of argument with a close relationship between 176 Human Resource Management information, hypothesis, and conclusion. Quality of information is a criterion for good research as is the use of critical evaluation techniques, which are described later in this chapter. The production of narratives that depict events (case studies) or the collection of data through surveys are elements in research programs but they can stand alone as useful pieces of information that illustrate practice. Research methodology is based on research philosophy and uses several approaches, as described later. There is usually a choice about which philosophy or approach or which combination of them should be used. The characteristics of good research, as identified by Phillips and Pugh (1987) are first, it is based on an open system of thought that requires continual testing, review, and criticism of other ideas and a willingness to hazard new ideas. Second, the researcher must always be prepared to examine data critically and to request the evidence behind conclusions drawn by others. Third, the researcher should always try to generalize the research but within stated limits. This means attempting to extract understanding from one situation and apply it to as many other situations as possible. Research philosophy Research can be based on a philosophy of positivism or phenomenology. Positivism is the belief that researchers should focus on facts (observable reality), look for causality and fundamental laws, reduce phenomena to their simplest elements (reductionism), formulate hypotheses, and then test them. Researchers are objective analysts. The emphasis in positivism is on quantifiable observations that lend themselves to statistical analysis. It tends to be deductive (see page 187). Phenomenology focuses more on the meaning of phenomena than on the facts associated with them. Researchers adopting this philosophy try to understand what is happening. Their approach is holistic, covering the complete picture, rather than reductionist. Researchers collect and analyze evidence, but their purpose is to use this data to develop ideas that explain the meaning of things. They believe that reality is socially constructed rather than objectively determined. Using a phenomenological approach means that the research unfolds as it pro- Human Resource Management Research Methods 177 seeds — early evidence is used to indicate how to move on to the next stage of evidence collection and analysis, and so on. It tends to be inductive (see page 187) Discussion / Practical Implication: Presently, there is a divide between the research conducted by academics and the opportunity for research that is beneficial for both academia and practice (Harley, 2019: Zhang. et al., 2015). Indeed, articles on HRM have stressed the need for more practice-relevant research (e.g., Beer, 2019; Harley, 2015). Over a decade has passed since the Academy of Management Jownal (2007) published their editors’ forum on the research-practice gap in HRM (Ryne’s, 2007a), yet it seems more “talk” rather than action was the result. Research is performed, and consumed, by academics, often never reaching practitioners. Publications are driven by theoretical and discipline-specific concems, sometimes at the expense of both theoretical depth and practical relevance (Deadrick & Gibson, 2009; Guercio et al., 2019: Marcoule et al., 2017; Yeung, 2011). Deadrick and Gibson (2007: p. 138) talk about the identification of ‘the real problem’ being the barrier to overcoming the research-practice gap, but in over 10 years has this changed? Perhaps not, as still ‘the greatest challenge facing management scholars is the presence, extent, and growth of the gap between research andpractice’ Banks et al., 2016: p. 2205). While the editors’ forum could be argued as being very US-focused, it holds for the UK and other contexts (Guest, 2007). As we demonstrate, the research-practice gap remains a reality, even in Human Resource Management Journal, which previously had practitioners on the editorial advisory board. It could be argued that the US is better positioned in bridging the research-practice gap as practitioner-focussed publications, such as Harvard Business Review and Sloan Business Review, are held in high esteem. Notably, there are no HR-specific publications that are held in high esteem by academics while being orientated toward practitioners. Rigour versus relevance ‘The research-practice gap debate is dominated by a discussion of whether academic research should emphasize practical relevance, scientific rigor, or both Paterson et al., 2018), Furthermore, the extant literature has recognized several factors as inhibitors of (management) research relevance, at both institutional and individual levels, though neither are mutually exclusive. For example, the growing institutional pressure on academics to increase the number of publications in high-quality journals shows the ‘disconnect between ‘what is rewarded in terms of career success and the apparent desire of many leaders of business schools to demonstrate relevance’ (Harley, 2019: p. 288). Seen as a dichotomy, research that strives for rigor enaphasizes the general over the specific, and research that strives for relevance emphasizes the specific at the expense of the general. Bridging the gap would entail research that is high in both rigor and relevance (Anguini etal., 2010; Aram & Saliant, 2003). However, the relevance of research in the management domain (including HRM) remains in question (Banks et al., 2016), with suggestions that “most of what management researchers do utterly fails to resonate with management practice” Bansal et al., 2012: p. 73). ‘One view advocates that too frequently research is initiated by academics in response to theoretical gaps (rigor), however, research gaps as perceived by practitioners (relevance) are overlooked (Kulik, 2014; Marcoule et al., 2017; Tehilla et al., 2014). Equally, some argue that research is self-serving (Cohen, 2015) as research gaps perceived as important by academics may not ask questions that have practical implications (Grossman, 2009) — the ‘lost before translation’ problem (Shapiro et al., 2007: p. 249). The pursuit of publications in highly ranked journals, reinforced by business school targets (Vogel et al., 2017), results in researchers legitimizing their work Flickinger et al., 2014), rather than ‘real-world’ valueScope of Human Resource Management Human resources planning: - Human resource planning or Human Resource Planning refers to a process by which the company identifies the number of jobs vacant, whether the company has excess staff or shortage of staff, and deals with this excess or shortage. Job analysis design: - Another important area of Human Resource Management is job analysis. Job analysis gives a detailed explanation of every job in the company, Recruitment and selection: - Based on information collected from job analysis the company prepares advertisements and publishes them in the newspapers. This is recruitment. Several applications are received after the advertisement is published, interviews are conducted and the right employee is selected thus recruitment and selection are yet another important area of Human Resource Management. Orientation and induction: - Once the employees have been selected an induction or orientation program is conducted. This is another important area of Human Resource Management. The employees are informed about the background of the company, explain the organizational culture and values, and work ethics, and introduce to the other employees. Training and development: - Every employee goes under a training program which helps him to put up a better performance on the job. The training program is also conducted for existing staff that have a lot of experience. This is called reffesher training. Training and development is one area where the company spends a huge amount.Conclusion: In today’s world, Human Resource Management plays a very significant role in daily life. On the one hand, Soft and Hard Human Resource Management influence the business and lets them develop rapidly. It can improve employees’ motivation in a business and pay attention to the company’s policy and law respectively, which can increase the efficiency of the company and get higher profits. On the other hand, trade unions help employees to achieve negotiation successfully in early time; it means the employees can negotiate better wages and good working conditions. However, at present, employment law gradually becomes the focus of the world, because it has more restrictive and more favorable to protecting employees” benefits. In the future, Human Resources Management will continue to play its role in each business. HR departments play the overall role of ensuring they enhance organizations’ productivity by ensuring such organizations have required workforce, with the required expertise and motivation. Although this is the case, challenges faced by these departments hinder goal achievement and innovative practices. Examples of these challenges include negative impacts resulting from economic and technological changes, organizational restructuring, scarcity of qualified and well-motivated employees, and globalization. Correctly predicting the future of an organization is one of the most daunting tasks that face most human resource departments. This is because, globally many economies are undergoing tough times, something that has greatly affected the operations of the HRM department. This is because transformations in economies cause alterations to the working and employment pattems of organizations. For example, in most working scenarios currently, the nature of working pattems has undergone many transformations something, which has made most individuals prefer working in service industries, rather than in manufacturing and agricultural industries. Technology although an important tool for organizational development, has brought forth many challenges to HRM managers. This is because technological innovations require continuous adoption of new systems and time-to-time upgrading of employees’ skills. For example, the introduction of computers in the banking industry made many individuals lose their jobs due to a lack of conformity to technology. Mini ProjectIntroduction, about Topic, about Industry/company: Human Resource Management (HRM) is an operation in companies designed to maximize employee performance in order to meet the employer's strategic goals and objectives. More precisely, HRM focuses on management of people within companies, emphasizing on policies and systems. In short, HRM is the process of recruiting, selecting employees, providing proper orientation and induction, imparting proper training and developing skills HRM also includes employee assessment like performance appraisal, facilitating proper compensation and benefits, encouragement, maintaining proper relations with labor and with trade unions, and taking care of employee safety, welfare and health by complying with labor laws of the state or country concemed. The Scope of HRM The scope of HRM is very wide. It consists of all the functions that come under the banner of human resource management. The different functions are as follows — Human Resources Planning It is the process by which a company identifies how many positions are vacant and whether the company has excess staff or shortage of staff and subsequently deals with this need of excess or shortage Job Analysis Design Job analysis can be defined as the process of noticing and regulating in detail the particular job duties and requirements and the relative importance of these duties for a given job. Job analysis design is a process of designing jobs where evaluations are made regarding the data collected on a job. It gives an elaborate description about each and every job in the company: Recruitment and Selection With respect to the information collected from job analysis, the company prepares advertisements and publishes them on various social media platforms. This is known as recruitment. A number of applications are received after the advertisement is presented, interviews are conducted and the deserving employees are selected. Thus, recruitment and selection is yet another essential area of HRM Orientation and Induction After the employees are selected, an induction or orientation program is organized. The employees are updated about the background of the company as well as culture, values, and work ethics of the company and they are also introduced to the other employees. Training and Development Employees have to undergo a training program, which assists them to put up a better performance on the job. Sometimes, training is also conducted for currently working experienced staff so as to help them improve their skills further. This is known as refresher training, Performance AppraisalAfter the employees have put in around 1 year of service, performance appraisal is organized in order to check their performance. On the basis of these appraisals, future promotions, incentives, and increments in salary are decided. Compensation Planning and Remuneration Under compensation planning and remuneration, various rules and regulations regarding compensation and related aspects are taken care of. It is the duty of the HR department to look into remuneration and compensation planning Features of HRM Human Resource Management as a discipline includes the following features — + It is pervasive in nature, as it is present in all industries. + Te focuses on outcomes and not on rules. + Ithelps employees develop and groom their potential completely. + Ikmotivates employees to give their best to the company. + Itis all about people at work, as individuals as well as in groups. + It tries to put people on assigned tasks in order to have good production or results. + It helps a company achieve its goals in the future by facilitating work for competent and well-motivated employees + Itapproaches to build and maintain cordial relationship among people working at various levels in the company. Basically, we can say that HRM is a multi-disciplinary activity, utilizing knowledge and inputs drawn from psychology, economics, ete. Development Human resource companies play an important part in developing and making a company or organization at the beginning or making a success at the end, due to the labour provided by employees. Human resources are intended to show how to have better employment relations in the workforce. Also, to bring out the best work ethic of the employees and therefore making a move to a better working environment. Human resources also deal with essential motivators in the workplace such as payroll, benefits, team morale and workplace harassment KEY TAKEAWAYS + Human resources (HR) are the division of a business responsible for finding, recruiting, screening, and training job applicants. + HR departments also handle employee compensation, benefits, and terminations. © Human resource management (HRM) strategies focus on actively advancing and improving an organization's workforce with the long-term goal of improving the organization itself + HR departments must keep up to date with laws that can affect the company and its employees * Many companies have moved traditional HR administrative duties such as payroll and benefits to outside vendorsUnderstanding Human Resources (HR) John R. Commons, an American institutional economist, first coined the term “human resource” in his book The Distribution of Wealth, published in 1893. However, it was not until the 20th century that HR departments were formally developed and tasked with addressing misunderstandings between employees and their employers. An HR department is an essential component of any business, regardless of an organization's size. It is tasked with maximizing employee productivity and protecting the company from any issues that may arise within the workforce. HR responsibilities include compensation and benefits, recruitment, retention, firing, and keeping up to date with any laws that may affect the company and its employees. Key HR Activities Research conducted by The Conference Board (CB), a member-driven economic think tank, found six key, people-related activities that HR must effectively do to add value to a company. They are: + Managing and using people effectively + Tying performance appraisal and compensation to competencies * Developing competencies that enhance individual and organizational performance * Increasing the innovation, creativity, and flexibility necessary to enhance competitiveness * Applying new approaches to work process design, succession planning, career development, and interorganizational mobility * Managing the implementation and integration of technology through improved staffing, training, and communication with employees HR Management Strategies Beginning in the 1980s, there was a push for strategic initiatives within HR departments. This movement was based on research related to the impact of employee-related issues on a firm's long-term business success. Collectively, these strategies are sometimes referred to as human resource management (ERM) strategies. HRM is a comprehensive approach to managing employees and an organization’s culture and environment. It focuses on the recruitment, management, and general direction of the people who work in an organization, An HR department that adopts HRM strategies typically plays a more active role in improving an organization's workforce. It may recommend processes, approaches, and business solutions to management. Google is one example of an organization that has adopted a more active approach to employee relations through its HR department. The company offers many employee perks, including on-site wellness centres, on-site meals and snacks, fitness centres, massage programs, and ergonomic support. For Google, happy employees are equivalent to productive employees. HR Outsourcing Since the mid-20th century, some companies have outsourced some of the more traditional administrative, transactional HR functions in an effort to free the department to recommend and implement more meaningful, value-adding programs that impact the business in positive ways.Functions that may be outsourced in this process include: * Payroll administration + Employee benefits + Recruitment * Background checks + Exit interviews + Risk management * Dispute resolution * Safety inspection * Office policies The use of modem tools, such as recruitment software, can help to improve the efficiency of HR departments. In tum, that can give them more leeway to focus on adding ever-greater value Abuman resources department is focused on the recruitment and retention of employees within a company. HR typically finds, hires (and fires), and trains employees. It oversees employee relations and manages benefit programs. It’s the place where an employee goes with questions about their position at the company, to address concerns, and to air grievances. ‘There are numerous important human resources functions carried out by an HR department. Five well-known types of responsibilities are + Recruiting, hiring, and onboarding new employees * Handling employee compensation and benefits * Offering employee job/career development * Addressing work-related issues of individual employees * Developing policies that affect a working environment company-wide ‘The Bottom Line A company’s human resources (HR) department manages the life cycle of each employee— from recruitment and onboarding to training and termination or retirement. HR departments also must monitor industry trends and rules to stay on top of compliance and legal issues Increasingly, HR departments focus on human resource management, using strategic investments and initiatives to improve an organization's workforce. The long-term goal of HRM is to create a more positive, loyal, and productive workforce, which ultimately benefits the company. As a field, HRM has a long history. It takes root in the study of psychology, organizational behaviour, and industrial engineering. The field has undergone many changes over the last twenty years, giving it an even more important role in today’s ‘organizations. In the past, human resource management (HRM) was called the personnel department. This department was in charge of hiring people and dealing with the paperwork related to employment. More recently, however, the personnel department has been divided into human resource management and human resource development, as these functions continue to evolve. More recently, HR departments often contain “people” and “culture” in their nomenclature in order to broaden the understanding of the organizational influence of HR. HRM is crucial to an organization's success and serves a key support role in a company’s strategic planning because so many businesses today depend on people to support their vision and accomplish their mission.Human resources is the department or division of a business, corporation, or organization that manages all aspects related to its personnel, including recruiting employees, training and career development, overseeing compensation packages, managing benefits plans, and other duties that serve to maximize a company's business and its employees! satisfaction with their jobs. Simply, the function of the human resources industry is to produce competent personnel and to keep employees productive. More than 939,000 people work in human resources and related fields today. As an increasingly large portion of the U.S. economy has come to depend on service industries—businesses in which the main product is not an item sold in a store but rather is a set of actions performed for a client by the business's employees—the growth of the human resources (HR) industry has increased proportionally. Meeting these increased demands has resulted in the field of human resources evolving from its early role whose primary responsibilities included hiring and training workers, managing a company's payroll, and dealing with labour issues to now being charged with a broader, more conceptual, and strategic set of responsibilities that may include setting up job classifications and employee benefits systems or working with top management to develop plans to optimize use of company employees. In large, multinational corporations, an intemational human resources department is often created to meet the needs of U.S. citizens working in foreign countries, as well as people from other countries working in the United States. Human resources professionals are generally employed in one of two major areas: large or medium-sized companies in any kind of industry; and personnel consulting firms that help other companies find qualified employees, both on a permanent and temporary basis. Any organization with many employees, whether a bank, oil company, or fast food restaurant, needs personnel specialists. Employment agencies, executive placement services, temporary help services, labor contractors, and registries for chauffeurs, household workers, models, nurses, ship crews, and teachers also need HR professionals Human resources encompasses a variety of jobs, including human resources generalists, employment and placement managers, employer relations representatives, personnel managers, industrial relations directors, job-development specialists, job analysts, compensation managers, training instructors, benefits managers, employee health- maintenance specialists, mediators, and employment, placement, and recruitment specialists. Other occupations in HR include ergonomists, employment firm workers, and career and employment counselors and technicians Human Resources generally refers to those individuals that operate an organization. The HR department is a critical component of any business as they are responsible for a wide variety of functions. As a department, Human Resources is the part of the organization that dealswith employee relations. From a high level, the human resources department of a company deals with payroll, benefits, hiring, firing, and regulations management. For businesses, in order for organizations to stay ahead, they must be proficient in recruiting and retention (hiring and keeping the best employees), and they must be able to explain their compensation and benefit packages that come along with the respective position. For individuals, they must be able to find the jobs that meet their specific skill sets and offer the best opportunities for career development and advancement. [Link] can help you find the information your company needs to understand the human resources functions within a business. Available reports include information on benefits administration, employment agencies and services, recruiting and retention and labor'regulation guidelines (such as OSHA) as well as many other studies necessary to compete in this environment. Chief HR Officer / Vice President of Human Resource: The Chief Human Resource Officer (CHRO) or Vice President of Human Resource are in charge of all Human Resource management activity including the policies and goals defined by the organization. They directly report to the CEO and they are part of executive management who is closely involved in the strategic planning of the organization. ‘The CHRO have strong judgmental and decision-making skills and they have at least one or two decades of experience in corporate HR positions. In India, their average salary is around INR 21,60,000 per annum. This is a very interesting job since an HR generalist will be given varied responsibilities to set the tone for the company. The HR generalist covers most of the HR functions, including hiring, compensation and benefits, HR administration, and other tasks. Moreover, they create company guidelines and onboarding plans for all the new employees and manage alll the internal operations of the company. Overall, this is a very good career path to take if you want to grow yourself at a professional level in this field. Roles and Responsibilities + They are responsible for organizing meetings * Recruiting new employees * Processing documents for regulatory or legal requirements. Objectives Of the study: 1. Achieve Organizational Goals‘The HRM objectives are to fulfil organizational goals by utilizing human resources to achieve business requirements and standards. It is very important for an effective HRM to accomplish the organizational goals to inflate the profitability of an organization. Organizational objectives include workforce handling, staff requirements like hiring, conboarding, payroll management, social engagement, and more. To succeed at the organizational objectives, HR requires efficient planning and execution. Without a set parameter for goals, mission, and resources, HRM is incomplete. After you know your resources and planning at the place, achieving HRM objectives gets streamlined. Some more objectives are explained further. 2. Work Culture An HR manager needs to be active while calling for strategies to foster better work culture. Automated activities like leave approvals, reimbursement request acknowledgement, ete. can help you. In addition, Quick operations and empowerment to employees help in creating positive vibes at the workplace. Developing and maintaining healthy and transparent relations among team members and teams contribute to building a good example of work culture. 3. Team Integration One of the prime roles and objectives of HRM is to make sure the team coordinates efficiently. Easy communication is the need for teams in an enterprise. An HR here must ensure a tool that assists in making the integration easier and smooth Functional objectives like team integration are to produce streamlined operations and tasks. ‘The right tool like the self-service portal can bring employees closer to HR folks. 4, Training and Development Workforce being effective and performing are two important and basic elements to work upon for achieving your basic objectives at an organization. With proper training and providing future opportunities, employees feel safe and organized. Effective employment is highly dependent upon training practices. Providing opportunities to ‘employees is one of the great steps to ensure workforce performance management. ‘There might be difficulties such as planning, scheduling training sessions, and evaluation of each on-boards, Review of Literature & problem statement: Review of literature is one of the most important steps in this research process .it is an account of what is already known about a particular phenomenon. Literature review is an evaluative reports of information found in theliterature related to selected area of study. The review describes, summarizes, evaluates and clarifies this literature. It gives a theoretical base for the research and helps to determine the nature of research. ARTICLES 1. RN. Chatterjee (1974) in his articles the author discussed about the economic development requires two types of human resources one the labour , (unskilled and semiskilled ) who work in the forms or in factories and the second , the entrepreneurs who organised and bear the responsibility of all economic activities income is generated by technical and economic innovation an d growth in income the opportunities available for innovation .the sectors which are highly mechanised and capital intensive requires high talent manpower to handle the complicated. 2. Mridula Mishra (2010) in his articles the author discussed about the state planning major expressway and power in mode. It is important that these projects are implemented in a time ~bound manner and allocated with a transparent process in place. An empowered monitoring mechanism could also be put in place at the highest level to regularly monitor the progress on the basis of specified milestone. 3. Suhail [Link] (2011) in his articles the author discussed about human resource planning in their focus on training and development , organisation development and career development to the company and employees take the responsibility for enchaining the performance of the organisation through the assessment of needs and the identification of gap in performance at the workflow and individual levels 4. Shyam Kartik Mishra(2013) in his articles the author discussed about the India has a demographic country and improved economy growth and improve standards of living , socio economy and demographic features of Indian economy mismatch employers needs of quality workers and availability of large number of worker without desired capabilities to demographic Indian economy. 5. Naveed R Khan (2013) in his articles the author discussed about the comparisons between HR practices and HR outcomes , HR practices to work staffing , job design ,training development performance appraisal , and given to the career planning to practices and they HR outcomes in the part of the HR practices for a long term process and HR outcomes and can examine the impact of hr practices |HR actives a need to developed in employees and organisational growth. 6. Ripudaman Singh (2013) im his articles the author discussed about there is scope for promoting such people organisation in other fields as well to develop necessary infrastructure required to enhance economic prosperity, this process they also discuss their problem and find suitable solutions .finally it is the people initiative which can sustain the development the government has the will to support people movement and this is the only ray of hope for sustainable development of the rural poor in India 7. Hassan Danial Aslam (2013) in his articles the author to analysis high-tech business mature business , new product & service Acquisition or forecasting future plan and strategy and they was help effect to impact of human resource planning and to analysing of job performance employee HRP a success of a business strategy and work force planning is a systematic and continuous process HR planning is recognized as a source of development completed / Achievement of the business objective. 8. K Prashanthi (2013) in his articles the author discussed about human resource planning various stage of process about the HRP and the discussed about the how to make the part of business planning and about types of HRP and stage of the HRP just like that future needs ,supply forecasting and also analysis and evolving plan to suit supply and demand Business strategic plan , resourcing strategy scenario planning , demand forecasting labour tumover analysis work environment analysis operational effectiveness analysis 9. Omoankhanlen Joseph Akhigbe (2013) in his articles the author discussed that when human resources planning is a vital sub —activity of employment process begins with human resources planning those activities includes searching for prospective human resources attracting them to the work and organisation finding out their suitability to the job and organisational requirement and finally taking steps to absorb those human resources as organs of the company, human resources planning is one of the key for ensuring the effectivenessand efficiency of organisation. 10. Abdullah Osman (2014) in his articles the author wrote there is effect to training and development why are used human resource planning in present scenario private sector government sector both developed to change the requirement process and given a new up gradation training and used to most of organisation Aim to generate the kind of performance that can bring more profit. HRP guiding activities financial and nonfinancial activity, to effect of a given a training and development on organisational/ employees performance. 11. VN Shihabudheen (2014) in his articles the author discussed about great planners and leaders of our nation to given a higher education , growth rate full employment removal the poverty of India promotion of equity in distributions of income ,and inclusive growth in our country. The main motive of this article to economic reforms and set target to long term and short term goal and strategically import substitutions licenses and control public sector in economic activities. 12. Ramezan Jahanian (2014) in his articles the author discussed about human resource planning classifying the studying future purpose studying quantity and quality of the business, predicting human resource demand supply they also predicting the human resource need of organisation and they was giving a training to improve the skills and knowledge and comparability to existing position and future position. 13. AP. Pandey (2014) in his articles the author discussed about the goals of inclusive and high level of economic growth can be achieved only if this infrastructure deficit is overcome. Infrastructure development would also help in creating a better investment climate in India. To develop health infrastructure there is a continuing need to revisit the issue of budgetary allocation, fiscal incentives, private sector participation and public private partnership to ensure that required infrastructure development takes place. 14. Sharad Chandra Srivastava (2014) in his articles the author analysis economic growth across regions has not been balanced with some of the most backward areas yet to experience any significant growth with the largest illiterate population in the delivery essentials social services at the grass root level is also very poor, much higher levels of human resources development can be achieved even with given structure of the economy . 15. Roop Narayana Chaudhary (2014) in his articles the author discussed about the strategy must be based on principals which ensure that public private partnership(PPP) are seen to be in the public interest in the sense of achieving additional supply at reasonable cost, PPP must serve to put private resources into public projects and not the other way round -however for inclusive growth to happen in a country with the scale and size of India, private sector involvement is equally important. 16. Sarwdaman Kashyap (2014) in his articles the author discussed about the economic development is achieved through optimizing gains from several variables rather than maximizing those from a single one. This requires government department by conversation sector ally organized to work together or in some cases as a single multi- disciplinary authority -for this joint planning, transparency and coordination in implementation are required. 17. B-P. Goel (2014) in his articles the author discussed about the Urban market economy and rural market economy to discussed about the impact in employment , but industrials development failed to generate the adequate employment and income opportunities in urban sector in urban sector labour was skilled to the compare with the rural area employment human resource planning to giving the training and improvement the manpower needs to help the organisation growth and economy developed. 18. Anoop Kumar Singh (2014) in his articles the author discussed about the relationships between economic growth and social economy but with sustained regular research many of the part of economic growth is still difficult to be pesticide to economy comprises many political and social culture it a more complex organism to be sort out and development of economy. 19. Ram subhash (2014) in his articles the author discussed about the factors affecting inclusive growth in India our national plan for climate change has a eight components mission and implementation of the mission is seen as an integral part of 12TH plan . there is aneed andfor a paradigm shift in the human resources planning to use the sources in economy development in India. 20. Masoor Ahmad beg (2014) in his articles the author discussed about theto comparison with the other country economy development. economy policy and comparison with the resources of , coal, crude oil, natural gas .forest resources , they what are the demand and supply of forecasting and need of the people -and control the import and export on the that types of sources and they increasing the intemational marketing and growing the GDP. 21. Namita P. Kumar (2015) in his articles the author discussed about the conflicting findings about the impact of the globalization on employment on the impact of economic reforms on the conditions and need of the worker, Indian economy showed an. impressing growth in terms of macroeconomic indicators, the performance improved significantly after the new economy policy. 22. Rk. Singh & Manu Bhatt (2015) in his articles the author discussed about the post recession periods in India what the challenges are phase in the human resource planning, downsizing, job in security, talent management and they was solve and effective policy make in HR policies to focus on the issue faced by organization and economy in the post recessions era and role of HR policies in resolving these issues.. 23. Beth Wangari Njuguna (2015) in his articles the author disused about the how to motivate the employees and satisfaction reward seems to have been valued more by employees more than training and development .it was helping to the employees improve the behaviour and skills , positive attitude increase HR pratciec had satisfaction of the employees and policy maker and managers should focus on them if they want to enhance their staff conditions HR management practices that influences employees job and satisfactions. 24. Katalin Szabo (2016) in his articles the author discussed about the HR planning to given a training , talent management program to given the employees is motivated to work and enhancing the skill and knowledge about the employment of labour ? worker ,related conclusions would be beneficial for both central and non-central companies , talent management is not simply a function of HR but more of a way of thinking developed individual and employees of a company long term success. 25. Raj Kishor Pradhan (2016) in his articles the author discussed about the economic growth and reduced poverty but lags behind in human development index. .five year planning in India could not achieve desired growth so the approach of the planning has been changed from eleventh plan period .the inclusive growth debate has changed the approaches of the government now the main aim is to invest in infrastructure so that all round growth could be possible . and most important thing is that growth shuld be inclusive in nature. 26. S. K Khatik(2016)in his articles the author study Indian economy how to developed in day by day to increasing in the production and service provided to customers of India, In past Scenarios Indian economy to the progress in after 1950 industry are come to the India and GDP of India , during year was change to agriculture product was decreasing and industry and service/ product was increasing India. 27. Bouguesri Sara (2017) in his articles human resources to define management practise and given selection recruitments, compensation and training and development, employee satisfaction, they are given to a successful human resources planning, we found that employees have interest to the incentive and reward and participation in the work more than the other. 28. Nada Krypa (2017) in his articles the author discussed about socio- economic development, economic development, gross domestic product Socio- Economic development to change education and income, enhancing the employee skills, economic development to growth prosperity of the country areas and residence of the India GDP the main motive contrast of the national income generation and production cost with one particular company. 29. S. K. Chaudhary (2017) in his articles the author discussed about the economic planning a strong efficient and incorrupt administration is essentials for successful.Proposed Research Methodolo; Research Hypotheses: demand for personnel include budget constraint, new upgrading technology Quality and services of the product. The main objective of HRP to discover the strategies can enhance the performance of a firm ought to develop and document strategies for human resource planning. 31. R. K. Sinha (1989) in his text book of economic development planning and policy in India ° chapter development with stability the author wrote that economic stability and cause of instability , the economic view point and also learn the non- economic view point and explain distribution to economy essentials of an economic view point , It is the action and reaction of the sources of instability of both non- economic and economic forces that have created confusion in economic thinking and unless all concemed they will not be able to find correct remedies out of the crisis in Which we are involved. 32. R. K. Sinha (1989) in his text book of “economic development planning and policy in India * chapter impact of development on poverty the author wrote that define poverty and causes of poverty they lack of inequitable distribution of assets inadequate employment opportunities social cultural and other barriers lack of appropriate training poverty is the lack of assets the people in the rural area with its in equitable distribution, the rural artisans are found to be economically a weaker sections in rural areas .one of the factors effecting the decaying of class is the lack of training need for modemising their product the success of any programming lies in the effective participations of the people especially the target group in such program, Illiteracy has in way acted for the increased birth rates in rural areas in comparison to urban area. 33. VP. Michael (1996) in his text book of “human resources management and human relations’ chapter human resources planning, the author wrote that human resource planning starts with forecasting and manpower audit as well as objectives planning additional manpower needs are determined and HRP faces numerous challenges change in occupational structure resulted by change in technology applied in various of career path which decides how employee should normally progress from one job to another job, in manpower planning we plan various aspects like career planning career path planning, promotional maintaining stables employment , in fact manpower planning enables the personnel department to design a manpower system. 34. P. Subba Rao (1997) in his text book of “Essentials of human resource management and industrial relations’ chapter human resource planning , the author wrote that defined benefits of human resource planning it offset uncertainty and changes to the maximum extent possible and enables the organisation to have right men at right time and right place, analysing the organisational goal and forecasting the overall human resources requirement work study of different types of techniques and supply of resources action plan for redeployments, retrenchment forecast future supply from all the sources and modify the organisation plan retention control the plan. 35. C.B. Manoria (2014) in his text book of “human resource management * chapter human resource planning , the author wrote that applicability of importance of human resource planning and they was defined manpower planning consist in projecting future manpower requirement and development manpower plans for the implementations of the projection and need for human resource planning is to maintain and improve the organisation ability to achieve its goal by developing strategies that will result in optimum contribution of human resource planning to forecasting estimating future needs and stock taking of available resources in the organisation and how to make the long run planning to predict the future needs of personal on has to project demand for product or service.Research Model: Whichever approach or combination of approaches is used, the results have to be analysed and presented in reports, joumal articles, papers or books. Quantitative research clearly involves statistical analysis. Reports on qualitative research may be largely descriptive but qualitative research is often supported by quantitative research, and statistical analysis to illuminate and support findings may still be required. In general, the statistical analysis of quantify ed information is used to: « identify and convey salient facts about the population under consideration; + test hypotheses; + make predictions on what is likely to happen; + build amodel that describes how a situation probably works; + answer questions about the strength of evidence and how much certainty can be attached to predictions and models. Statistics are used to describe and summarize data relating to a ‘population’, ie a homogeneous set of items with variable individual values. This involves measuring frequencies, central tendencies and dispersion. They are also used to analyse the data and the sample from which the data were obtained to measure the relationships between variables (correlation, regression and the chi- squared test), to establish the relation between cause and effect (causality) and to assess the degree of confit dance that can be attached to conclusions (tests of signify cancer). A wide variety of software is available to conduct the more sophisticated analyses. Frequency The number of times individual items in a population or set occur is represented in frequency distributions expressed in tabular form or graphically. Commonly used charts are illustrated in Figure 10.1. Histogram Number of items Number of cases Number of items Number of cases Frequency polygon Pie chart. Measures of central tendency identify the middle or centre of a set of data. There are three types: 1. Arithmetic average or mean — the total of items or scores in a set divided by the number of individual items in the set. It may give a distorted picture because of large items at either end of the scale. 2. Median — the middle item in a range of items (often used in pay surveys when the arithmetic mean is likely to be distorted). 3. Mode — the most commonly occurring item, These are often useful to measure the extent to which the items in a set are dispersed or spread over a range of data. This can be done in four ways: 1. By identifying the upper quartile or lower quartile of a range of data. The strict defi nation of an upper quartile is that itis the value which 25 per cent of the values in the distribution exceed, and the lower quartile is the value below which 25 per cent of the values in a distribution occur. More loosely, especially when looking at pay distributions, the upper and lower quartiles are treated as ranges rather than points in a scale and represent the top and the bottom 25 per cent of the distribution respectively. 2. By presenting the total range of values from top to bottom, which may be misleading if there are exceptional items at either end. 3. By calculating the inter- quartile range, which is the range between the value of the upper quartile and that of the lower quartile. This can present more revealing information of the distribution than the total range. Research Plan:1. Define research area. This should be one that interests the researcher and has a clear link to an accepted theory or an important issue that is worth exploring. The research should generate fresh insights into the topic. It is necessary to undertake background reading at this stage by means of a preliminary review of the literature (particularly academic journals but also books, especially those based on research) to identify what has already been achieved in this area and any gaps (academic articles often include proposals for further research) 2. Formulate initial research question. This provides a rationale for the research. It is in effect a statement that answers the questions: “What is this research project intended to address and what is its potential contribution to increasing knowledge?” At this stage it is based on the outcome of the initial work carried out in Step 1 but it will be refi ned and reformulated at a later stage when more information about the research has been made available 3. Review literature. A literature review will focus mainly on academic journals. The aim is to establish what is already known about the topic, identify existing theoretical frameworks and fi and out what another relevant research has been carried out. The conduct of literature reviews is considered in more detail on page 180 of this chapter. 4. Develop theoretical framework. It is necessary to conduct the research within a clear theoretical framework. This will set out the models, concepts and theories that can be drawn on and developed to provide an answer to the research question. If an appropriate framework does not exist, a grounded theory approach (see page 188) may be required in which the researcher uses empirical evidence directly to establish the concepts and relationships that will be contained in the theory adopted as the research framework. It is important to be clear about the assumptions, conditions and limitations within which the investigation is taking place 5. Finalize the research question. The initial research question needs to be finalized in the light of the outcome of the earlier steps. The fi nal research question will identify the issues to be explored and the problems to be investigated. It will include a statement of intent that will set out what the research is to achieve. This statement leads to the formulation of the hypotheses or propositions that will be tested by survey or experiment during the research programme. 6. Formulate hypotheses or propositions. An hypothesis provisionally states a relationship between two concepts in such a way that the consequences of the statement being true can be tested. Hypotheses (there may be more than one) indicate the form the research project. Sampling Plan:The ethics of research There are a number of ethical issues that affect research. They include the need for researchers generally to act with integrity, for example in their dealings with the organization in which they are researching and the people they deal with. They must also respect the rights of participants by not publishing any information that might harm their interests and to be honest about their role when participating in research, especially when they are participating observers. Literature reviews Literature reviews or searches are essential preliminary steps in any research project. They often focus on articles in academic journals although textbooks may also be consulted, especially if they are based on research. It is necessary to know what has already been covered and the theories that have been developed to provide leads and reference points or as the basis for a grounded theory approach. Literature searches in academic journals are much easier now by means of the Business Source Corporate database made available through EBSCO. CIPD members can access this through the CIPD website, on which about 350 journals are available. In most cases articles can be downloaded free of charge although some journals restrict this service for the fi rst 12 months after publication. Searches can be made by subject matter, but unless the research is refi ned a huge number of references may be turned up — searching “performance management’ produces more than 6,000 results! The search can be extended through the references included in articles. A checklist to use when evaluating an article or text is given below. One of the key decisions to be made in planning and conducting a research programme is the extent to which quantitative methods (which broadly follow the positivist philosophy) or qualitative methods (which broadly follow the phenomenological philosophy) are used. Quantitative research Quantitative research is empirical — based on the collection of factual. data that is measured and quantify ed. It answers research questions from the viewpoint of the researcher. It may involve a considerable amount of statistical analysis using methods for collecting the data through questionnaires, surveys, observation, and experiment. The collection of data is distinct from its analysis. Qualitative research Qualitative research aims to generate insights into situations and behaviour so that the meaning of what is happening can be understood. It emphasizes the interpretation of behaviour from the viewpoint of the participants. It is based on evidence that may not be easily reduced to numbers. It makes use of interviews, case studies and observation but it may also draw on the information obtained from surveys. It may produce narratives or “stories” describing situations, events, or processes. As Valentin (2006) notes, mainstream management journals, especially US ones, focus on empirical research using quantitative methodologies. There is a growing trend in the UK to follow suit, but in Europe there is greater preference for qualitative over quantitative methods, with case studies being a popular approach, at least for HRD (human resource development) research. However, the distinction between qualitative and quantitative research is sometimes blurred. Easterly-Smith et al (1991) mention that increasingly researchers argue that an attempt should be made to mix methods to some extent because this will provide more perspectives on the phenomena to be investigated. Research Procedure: Research is concerned with establishing what is and from this predicting what will be. It does not decide what ought to be; that is for human beings interpreting the lessons from research in their own context. Research is about the conception and testing of ideas. This is an inductive, creative and imaginative process, although new information is normallyobtained within the framework of existing theory and knowledge. Logic and rational argument are methods of testing ideas after they have been created. What emerges from research is a theory —a well-established explanatory principle that has been tested and can be used to make predictions of future developments. A theory is produced by clear, logical and linear development of argument with a close relationship between information, hypothesis and conclusion. Quality of information is a criterion for good research as is the use of critical evaluation techniques, which are described later in this chapter. The production of narratives that depict events (case studies) or the collection of data through surveys, are elements in research programmes but they can stand alone as useful pieces of information that illustrate practice. Research methodology is based on research philosophy and uses a number of approaches, as described later. There is usually a choice about which philosophy or approach or which combination of them should be used. Research philosophy Research can be based on a philosophy of positivism or phenomenology. Positivism is the belief that researchers should focus on facts (observable reality), look for causality and fundamental laws, reduce phenomena to their simplest elements (reductionism), formulate hypotheses and then test them. Researchers are objective analysts. The emphasis in positivism is on quantify able observations that lend themselves to statistical analysis. It tends to be deductive (see page 187). Phenomenology focuses more on the meaning of phenomena than on the facts associated with them. Researchers adopting this philosophy try to understand what is happening. Their approach is holistic, covering the complete picture, rather than reductionist. Researchers collect and analyse evidence, but their purpose is to use this data to develop ideas that explain the meaning of things. They believe that reality is socially constructed rather than objectively determined. Using a phenomenological approach means that the research unfolds as it pro-cedes — early evidence is used to indicate how to move on to the next stage of evidence collection and analysis, and so on. It tends to be inductive. 1. Defi ne research area. This should be one that interests the researcher and has a clear link: to an accepted theory or an important issue that is worth exploring. The research should generate fresh insights into the topic. It is necessary to undertake background reading at this stage by means of a preliminary review of the literature (particularly academic journals but also books, especially those based on research) to identify what has already been achieved in this area and any gaps (academic articles often include proposals for further research). The context within which the research is to be carried out needs to be explained and justify ed. 2. Formulate initial research question. This provides a rationale for the research. It is in effect a statement that answers the questions: “What is this research project intended to address and what is its potential contribution to increasing knowledge” At this stage it is based on the outcome of the initial work carried out in Step 1 but it will be refi ned and reformulated at a later stage when more information about the research has been made available. Data Analysis & Interpretation: The main aim of this chapter is to fulfill the objectives of the study; individually, the present FMCG Companies that are using e HRM for day to day HR function in the state of West Bengal, the significant factors of this web-based e-HRM over the normal HRM function which has the capability to increase the efficiency of the entire organization, measure the degree of efficiency of an organization having web-based e- HRM system over normal HRM function in some different organizations. Hypothesis testing has been done to showease the analysis in detail in the current chapter. The result and findings of the analysis with brief interpretation have been vouches in the current chapter. Concluding observations based on the findings will be done in the next chapter. The present chapter is divided into four sections. The first section of the chapter will describe theorganizational and respondents’ personal profiles. The second section will describe the first objective of the study that is the present FMCG Company E-HRM utilization pattern for their day to day HR function in West Bengal. The third section describes the second objective that is to find out the significant factors of this web-based e-HRM over normal HRM function that can increase efficiency of the entire organization. For second and third section factor analysis hhas been done to find out the factors related to it. The fourth section of the chapter will describe the third objective of the study that is to measure the degree of efficiency of an organization having web-based e-HRM system over normal HRM function in some different organizations. For this section paired sample t-test, Multiple Linear Regression Analysis (MLR), E-T graph has been done, and this section also deals with the overall impact of the E- HRM system on the transactional time of HR function, As stated above that this section will deal with the organizational and respondents’ personal profiles. The organizational and respondent's personal profile’s data was set in the part-A of the questionnaire. The organizational profile includes the size, existence of HRM department, and age of the organization, while personal profile includes gender, designation, age, and experience of the respondent. The frequency and percentage of the respondent of each category are showcased below. The essential data were collected from 150 different managers from the selected FMCG organizations. In the case of gender distribution, 69% male and 31% female respondents where 50% HR manager and 53% of respondents were more than nine years experienced SPSS software used to build the frequency table where the followed command is: Analysis > Descriptive statistics > Frequencies. The entire organization (n=30) is classified into three stages according to their yearly money transactions, shown in table 4.1; those are small (100er.). The above table displays that six small (20%), seven medium (23.3%), and seventeen (56.7%) large organizations have been surveyed. Reliability Test Interpretation Cronbach’s alpha is used to measure internal consistency, that whether all items within the instrument measure the same thing and it also assists in evaluating the goodness of a measure. Alpha has been computed on the same scale as a Pearson r (correlation coefficient) and typically varies between 0 and 1. The closer the alpha is to 1.00, the higher the internal consistency of items in the instrument is assessing. In this study, Cronbach's alpha was calculated to ensure the reliability of collected data to precede the factor analysis to find out the present E-HRM practices in FMCG organizations. In our study, the value of alpha is 0.904which is highly desirable. This result implies that the data is ready for factor analysis to find out the significant factors related to the EHRM practice KMO measure of Sampling Adequacy& Bartlett's Test of Sphericity Kaiser-Meyer-Olkin (KMO) statistics, predicts if data are likely to factor well, based on correlation and partial correlation. KMO varies from 0 to 1.0, and KMO should be 0.60 or higher to proceed with factor analysis. For factor analysis, the SPSS function is Analyze>Dimension Reduction>Factor. According to Kaiser the range can be categories as unacceptable (0 - 0 49), miserable (0.50 - 0.59), mediocre (0.60 - 0.69), middling (0.70 - 0.79), meritorious (0.80 = 0.89), marvelous (0.90 to 1) ‘The formula of KMO test isWhere, R= [ri] correlation matrix and U = [uij] partial covariance matrix. In our study, we got the KMO of 0.841, which is quite logical to proceed for factor analysis. The result is shown below table 4.11. Bartlett's test of sphericity test primarily evaluates the null hypothesis. The null hypothesis is that the correlation matrix is an identity matrix, which determines that the variables are unconnected with each other, and hence the variables are unbefitting for structure exposure. The small value of this testindicates that factor analysis may be proceeding. In this study; the value of Bartlett's test significance level is 0.00, which indicates that the variables are suitable for factor analysis. In ‘our study, these two significant tests provide a standard for factor analysis. Factor Analysis On the basis of communalities table, the proportion of each variable’s variances suitability was recognized founded on the principal component methods. Rotated component matrix with varimax was used to obtain interpretable explanation. The values in the total variance explained table (4.12) are includes % of variance, cumulative % of variance, and total values of three sections, such as: Initial Eigenvalues, Extraction Sums of Squared Loadings, and Rotation Sums of Squared Loadings. Factor loadings is primarily the values exhibits in factor pattem solution matrices and the factor loadings provide the regression of the variables on the factors. In factor analysis, the numbers of factors are determined based on the eigenvalues. Primary eigenvalues with a total value superior than ‘one vouches a strong origin and less than one indicate insignificant. The result of factor analysis vouches that there are three factors eigenvalues exceeding one. Through the result of, factor analysis, we can explain the total variance and the proportionate variance of each factor in our study, which is stated in table 4.12. The table depicted three factors explored from twenty variables, with total and individual loadings, and percent of variance of each factor. All the factors cumulatively account for 69.85% of the cumulative variance. From the below table, it is evident to us that relational e-HRM activity explains a 40.48 % variance followed by transformational (16.6%) and operational (12.79%). The names of the factors are discussed in below:Factor Analysis On the basis of communalities table, the proportion of each variable’s variances suitability was recognized founded on the principal component methods. Rotated component matrix with varimax was used to obtain interpretable explanation. The values in the total variance explained table (4.17) are includes % of variance, cumulative % of variance, and total values of three sections, such as: Initial Eigenvalues, Extraction Sums of Squared Loadings, and Rotation Sums of Squared Loadings. Factor loadings is primarily the values exhibits in factor pattern solution matrices and the factor loadings provide the regression of the variables on the factors. In factor analysis, the number of factors is determined based on the eigenvalues. Primary eigenvalues with Data Analysis and Interpretation 159 | P ag e a total value superior than one vouches a strong origin and less than one indicate insignificant (Field, 2005). The result of factor analysis vouches that there are three factors eigenvalues exceeding one. Through the result of factor analysis, we can explain the total variance and the proportionate variance of each factor in y. Which is stated in table 4.17. The table depicted those three factors was explored from twenty variables, with total and individual loadings, and percent of variance of each factor, All the factors cumulatively account for 83.65% of the cumulative variance. Discuss Human Resource Management Human Resource Management is an operation in companies, designed to maximize employee performance in order to meet the employer's strategic goals and objectives. It is a process of recruiting, selecting employees, providing proper orientation, induction and training and developing skills. This is a brief introductory tutorial that explains the methodologies applied in the rapidly growing area of Human Resource Management. In addition, it also explains the issues that we come across while managing workforce diversity and the major challenges faced by HRM. Human Resource Management is an operation in companies, designed to maximize employee performance in order to meet the employer's strategic goals and objectives. It is a process of recruiting, selecting employees, providing proper orientation, induction and training and developing skills. This is a brief introductory tutorial that explains the methodologies appliedin the rapidly growing area of Human Resource Management. In addition, it also explains the issues that we come across while managing workforce diversity and the major challenges faced by HRM. Audience This tutorial will be useful for students from management streams who aspire to learn the basics of Human Resource Management. Professionals, especially HR managers, regardless of which sector or industry they belong to, can use this tutorial to learn how to apply the methods of Human Resource Management in their respective project environments. Prerequisites ‘The readers of this tutorial are expected to have a basic understanding of the complexity of projects that an HR manager handles without overshooting his resources Human Resource Management (HRM) is an operation in companies designed to maximize employee performance in order to meet the employer's strategic goals and objectives. More precisely, HRM focuses on management of people within companies, emphasizing on policies and systems. In short, HRM is the process of recruiting, selecting employees, providing proper orientation and induction, imparting proper training and developing skills. HRM also includes employee assessment like performance appraisal, facilitating proper compensation and benefits, encouragement, maintaining proper relations with labour and with trade unions, and taking care of employee safety, welfare and health by complying with labour laws of the state or country concemed. The Scope of HRM The scope of HRM is very wide. It consists of all the functions that come under the banner of human resource management. The different functions are as follows — Human Resources Planning It is the process by which a company identifies how many positions are vacant and whether the company has excess staff or shortage of staff and subsequently deals with this need of ‘excess or shortage. Job Analysis Design Job analysis can be defined as the process of noticing and regulating in detail the particular job duties and requirements and the relative importance of these duties for a given job. Job analysis design is a process of designing jobs where evaluations are made regarding the data collected on a job. It gives an elaborate description about each and every job in the company. Recruitment and Selection With respect to the information collected from job analysis, the company prepares advertisements and publishes them on various social media platforms. This is known as recruitment. A number of applications are received after the advertisement is presented, interviews are conducted and the deserving employees are selected. Thus, recruitment and selection is yet another essential area of HRM.Orientation and Induction After the employees are selected, an induction or orientation program is organized. The employees are updated about the background of the company as well as culture, values, and work ethics of the company and they are also introduced to the other employees. ‘Training and Development Employees have to undergo a training program, which assists them to put up a better performance on the job. Sometimes, training is also conducted for currently working experienced staff so as to help them improve their skills further. This is known as refresher training. After the employees have put in around 1 year of service, performance appraisal is organized in order to check their performance. On the basis of these appraisals, future promotions, incentives, and increments in salary are decided. Conclusion: Human resource audits are a vital means of avoiding legal and regulatory liability that may arise from an organization's HR policies and practices. In addition to identifying areas of legal risk, audits are often designed to provide a company with information about the competitiveness of its HR strategies by looking at the best practices of other employers in its industry. In essence, an HR audit involves identifying issues and finding solutions to problems before they become unmanageable. It is an opportunity to assess what an organization is doing right, as well as how things might be done differently, more efficiently or at a reduced cost. In today's competitive climate, organizations operate within the confines of a heavily regulated employee environment. This challenge includes dealing with myriad complex laws and regulations. The scope of the HR function includes establishing and administering a host of policies and practices—many of which involve compliance implications—that significantly influence the productivity and profitability of the enterprise. Given that many HR departments are both understaffed and overworked, only in retrospect do many organizations become aware of the monetary costs of ignoring HR-related legal hot buttons. Noncompliance with applicable laws and regulations involves significant financial risk. To minimize the risk, many organizations purchase employment practices liability insurance. Though this is a sound strategy, organizations can take other proactive measures, Chief among these is a voluntary HR compliance audit. See How to Conduct an HR Audit and Avoiding Individual Liability for the HR Professional. An HR compliance audit generally consists of two main parts * An evaluation of the organization's operational HR policies, practices and processes with a focus on key HR department delivery areas (€.g., recruiting—both intemal and external, employee retention, compensation, employee benefits, performance management, employee relations, training and development),* A review of current HR indicators (¢.g., number of unfilled positions, the time it takes to fill a new position, tumover, employee satisfaction, internal grievances filed, number of legal complaints, absenteeism rates). ER usually conducts an audit by using a questionnaire that asks for the evaluation of specific practice areas. This document helps guide the audit team in scrutinizing all critical areas of an organization's HR practices. The audit may also include interviewing or using questionnaires to solicit feedback from selected HR employees and other department managers to learn whether certain policies and procedures are understood, practiced, and accepted. Recommendations: ‘The human workforce is considered one of the most important organizational assets in this era of technological advancements and the continued successful evolution of technologies. Although technology, along with automation, is replacing many labour-force-intensive activities, I believe human resources is not only the building block of progress but also responsible for technology and its implications in the business world In order to compete with technology today, there is a need for predefined leadership criteria for all functional areas of an organization. This helps to identify the explicit competencies Ge, investigative, technological, learning and skill) that need to grow for the ongoing development of HR management and company operations. (One of the internal factors limiting HR development in businesses includes a low amount of refurn-on-investment cost upon the training and development of employees. In my experience as the president of an IT communications company, organizations usually receive retums on a training program's investments in the form of increased productivity. But those returns are only realized after the installation or integration of innovative technology, providing proper training and orientation to the employees. Even then, you might only see a fraction of the return you were hoping for. ‘There are also certain external factors, such as economic changes, that can provide challenging circumstances for business management working to streamline operational capacities. In most organizational cases, there is the involvement of technology and innovation in a continuous pattem. Therefore, in order to facilitate the technological infrastructure with resources to succeed, the economy plays an important role in an organization's growth and ability to attract and retain quality employees. In order to be successful, management will need to plan for long-term strategies and predict change. The Jatest emerging trend in the infrastructure of technology and the associated economic changes are a particular target. Management needs to address this fluctuating situation in a flexible way so that the results can be effective and productive. The economic fluctuations with certain employment laws and various other concemed external issues ultimately affect the capability building in the organization. In order to deal with the economic fluctuation about the trends of technological advancements, flexibility needs to be in the strategic decision- making process.Limitations & Scope for future research: It is inferred that there is no significant mean difference between Employee procurement & development practices across different cohorts based on age, gender, educational qualification and professional experience in present organization. But it is found that significant mean difference existed between Employee procurement & development practices across different cohorts based on managerial level of employee and overall work experience. * It is inferred that there is no significant mean difference between Employee rewards & benefits across different cohorts based on age, gender, educational qualification, overall experience of employees and professional experience in present organization. But it is found that significant mean difference existed between Employee rewards & benefits across different cohorts based on managerial level of employee. * It is inferred that there is no significant mean difference between Employee Schemes across different cohorts based on age, gender, educational qualification, overall experience of employees, managerial level of employee and professional experience in present organization. * It is inferred that there is no significant mean difference between job satisfaction across different cohorts based on age, gender, educational qualification, managerial level of employee and overall experience of employees. But it is found that significant mean difference existed between job satisfaction practices across different cohorts based on professional experience in current organization. * It is inferred that there is no significant mean difference between employee commitment across different cohorts based on gender, managerial level of employee, professional experience in current organization and overall experience of employees. But it is found that significant mean difference 158 existed between employee commitment across different cohorts based on age and educational qualification. * Itis inferred that HR practices are positively related with Job Satisfaction. HR practices are positively related with Organizational Commitment. HR practices are significant predictor of Job Satisfaction. HR practices are significant predictor of Organizational Commitment As the culture of a department or laboratory or onganization is largely affected by human resource policies & practices executed impacting job satisfaction & commitment of employees, if suggested HR interventions are planned and executed, they will enhance the level of job satisfaction and employee commitment to higher levels The current study has not used performance data sheets for analyzing the performance of managers. The core aspect of evaluation was neglected as only the perceived data has been given preference for the analysis.