RESEARCH PROJECT REPORT

ON

HUMAN RESOURCE AT SVRAN INFRATEL

Submitted To :

J.C. BOSE UNIVERSITY OF SCIENCE AND TECHNOLOGY, FARIDABAD

DEPARTMENT OF MANAGEMENT STUDIES

FOR PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE AWARD OF

DEGREE OF MBA (MASTER OF BUSINESS ADMINISTRATION)

(2021-2023)

Submitted By
DEVESH
Roll No

21035701014
Course : MBA

Under the supervision of

Mrs. Kusum Mor

(Professor)
Department of management studies
NGF COLLEGE OF ENGINEERING & TECHNOLOGY, PALWAL

DECLARATION

1
I Devesh do hereby declare that this project is submitted by me for partial fulfillment of
the Master of Business Administration from YMCA College, Faridabad. The project
report is exclusively prepared by me and has not been submitted to any other institution
or published anywhere before.

Devesh

2
 NGF COLLEGE OF ENGINEERING AND TECHNOLOGY , PALWAL
DEPARTMENT OF MANAGEMENT STUDIES

CERTIFICATE

This is to certify that Devesh, Registration Number- has completed the “Research Project
Report titled” “HUMAN RESOURCE AT SVRAN INFRATEL” under my
supervision in partial fulfillment of the requirement for the award of MASTER OF
BUSINESS ADMINISTRATION (MBA)

Mrs. Kusum Mor

Assistant Professor

3
 ACKNOWLEDGEMENT

No management study is complete without practical experience. Being an MBA student,

I know that creativity and practice both are essential elements of management.

We would like to pay my sincere thanks to my faculty guide for providing me with a
golden chance to undergo project reports for gaining practical knowledge.

I would like to express my deepest appreciation to all those who provided me with the
possibility to complete this report. I have taken efforts in this project. However, it would
not have been possible without the kind support and help of many individuals and the
organization. A special gratitude I give to my college mentor Mr. Tilakdev Mukherjee
whose contribution in stimulating suggestions and encouragement, helped me to
coordinate my project, especially in writing this report.

Furthermore, I would also like to acknowledge with much appreciation the crucial role of
the staff, who permitted them to use all required equipment and necessary materials
throughout the period. Finally, I have to appreciate the guidance given by the other
supervisor as well as the panels, especially in our project presentation which has
improved our presentation skills thanks to their comment and advice.

The teachers of the Department of Management Studies, Dr. Manpreet Kaur (HOD)
and Mrs. Kusum Mor all have given different ideas to make more presentable reports
with different tools and techniques of research methodology.

Moreover, I would like to appreciate to my college, especially Mr. Ashwani Prabhakar

(CEO, NGFCET, Palwal) and Dr. Sharat Kaushik (Director-principal), NGFCET,
(Palwal) for giving me this valuable opportunity to carry out this research project before I
graduate from the university. I have gained a lot of experience, knowledge, and
information which are related to carry out the research. Otherwise, we would also like to
thank our classmates for their coordination, valuable assistance, and sharing knowledge
about the research project and also their supportive actions. Therefore, this can help us
carried out our research project more easily and run smoothly.

We express our sincere thanks to Marketing & Research Development Department.

Team, who has given us a chance to get research of customer preference. We are highly
thankful to him for allowing me to work on this remarkably interesting project.

We are highly thankful to all the stall members of the financing departments for providing
their support and cooperation.

Devesh

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 CONTENTS PAGE NO.

6-17
CHAPTER-1 INTRODUCTION COMPANY PROFILE

18-46
CHAPTER-2 REVIEW OF LITERATURE

47-48
CHAPTER-3 OBJECTIVE AND SCOPE OF STUDY

49-55
CHAPTER-4 RESEARCH METHODOLOGY

56-65
CHAPTER-5 DATA ANALYSIS AND INTERPRETATION

66-68
CHAPTER-6
LIMITATIONS AND RECOMMENDATION

69-71
CHAPTER-7 FINDINGS AND CONCLUSIONS

72-75
CHAPTER-8 ANNIXURE
QUESTIONNAIRE
BIBLIOGRAPHY

5
6
Svarn Group… A leading diversified business group in India having wide interest in
innovation, manufacturing

Svarn Infratel Pvt. Ltd.

Incorporated in the year 2005 at Faridabad (Haryana, India), we “Svarn Infratel

Pvt.Ltd.” Exporting and Supplying an extensive range of Wires and Cables,
Racks and Cabinets, Cold Rooms, Telecom Shelters, Prefabricated Structures,
Water Coolers, Structural Roofing Systems, Cold Storage Doors, Porta Cabins
and Site Offices and Display Racks And Tables. These products are manufactured
with high precision in compliance with the set industry norms using high quality
material and advanced technology under the strict guidance of our experts. The
raw material used to fabricate these products is procured from the certified
vendors in compliance with the international standards. These products are
extensively demanded among clients due to their sturdy design, fine finish,
excellent design, robust construction, easy installation and extreme weather
resistance. The entire range is available in various specifications & can also be
customized as per the varied demands of clients. We have invested huge capital in
establishing a robust infrastructural base, which is facilitated with all the required
machines. This facility is manned with highly skilled professionals. Also, we have
segregated our huge infrastructural base is segregated into various units such as
manufacturing, quality testing, sales & marketing, etc. to ensure smooth work
flow. Well-installed with various latest machines, our manufacturing unit enable

7
 us to deliver a flawless product range. Our skilled team has rich industry
experience and our professionals make their committed efforts to attain defined
goals of the organization like quality production and complete client satisfaction.
Our marketing and sales personnel assure that consignments are promptly
delivered to our valued customers. Our team includes engineers, quality
controllers, R & D experts, warehouse & packaging experts, etc.

In order to offer a defect free range, we also ensure that all the products are
fabricated using optimum quality material procured from the trustworthy vendors.
Also, our quality controllers test the offered products on well-defined parameters
in order to ensure their flawless finish. We are a customer oriented company and
have reinforced our strong foothold strongly in the industry. By offering best
quality products, we have gained a lot of appreciation in the domestic market.
Owing to our transparent business dealings and timely delivery, we have been
able to earn a distinct recognition among clients.

Basic information

Nature of Business Manufacturer

Additional Business Exporter

Trader

Company CEO Ajay Kumar Gupta

Key Customers Nokia

Indus
Vodafone

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Registered Address 74th Milestone, Delhi - Mathura Road, Next To Gulab Public School
Before Hodal Toll Plaza, District Palwal , Faridabad- 121105, Haryana,
India

Industry Manufacturing and Trading of Industrial and Household Products.

Total Number of 101 to 500 People

Employees

Year of 2009
Establishment

Legal Status of Private Ltd. Co. Registered under Indian Companies Act 2013
Firm

Promoter Mr. Ajay Kumar Gupta

Annual Turnover Rs. 100 - 500 Crore

Infrastructure

Location Type URBAN

Building
Permanent
Infrastructure

Size of Premises 5000 square feet

Space Around Front porch

Company USP

 Experienced R & D Department

Primary Competitive  Good Financial Position & TQM
Advantage  Large Production Capacity

9
 Statutory Profile

Tan No. DELS3*****

Banker Axis Bank

Packaging/ Payment and
Shipment Details
GST
06AAMCS8797H1ZI
No.
Cash
CIN No. U32109DL2009PTC188400
Payment Mode Cheque

DD

Shipment
By Road
Mode

VISION

Collectively working for leadership through continuous improvements of quality and

technology by delivering state of the art products for the satisfaction of our customers and
the society.

MISSION

Svarn Group of Companies is committed to achieve customer satisfaction being the key
driving force at Svarn by delivering quality products coupled with prompt delivery and
competitive prices.

COMMUNICATION

We communicate our Quality Policy with our customers, employees, vendors and
partners and solicit their inputs to enable us to meet their expectations. We actively
promote this policy across all levels of our employees and encourage them to embrace
Quality as their personal reportable errors or incidents to the relevant parties and are
committed to an open reporting culture. We encourage sharing of information on quality
and shall always cooperate with quality auditor’s commitment. We shall report errors or
incidents to the relevant parties and are committed to an open reporting culture.

Business verticals

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RODUCTS

 LT POWER CABLES
 LT CONTROL CABLES

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 INSTRUMENTATION/SIGNAL CABLES
 TELECOMMUNICATION CABLES
 HOUSE WIRES AND FLEXIBLE CABLES
 SPECIAL COPPER BRAIDED AND COPPER TAPE SCREENED
CABLES
 THERMO-COUPLE EXTENSION & COMPENSATING CABLES
 FIRE ALARM AND PLANT COMMUNICATION CABLES
 SPECIALIZED CUSTOM DESIGN CABLES
 FIRE SURVIVAL CABLES
 COAXIAL CABLE
 CAT 5E CABLE
 CAT 6 CABLE
 OMNI ANTENNA
 PATCH PANEL
 SPLITTERS
 COUPLERS
 GPS ANTENNA
 JUMPERS
 OUTDOOR BTS CABINET
 BATTERY CABINET
 POLE MOUNT CABINET
 INDOOR RACKS
 COOLING SOLUTIONS
 IP 55 OUTDOOR CABINET
 SHELTERS
 FREE COOLING UNIT (FCU)
 RETAIL
 COLD ROOMS
 SPECIALIZED DOORS
 WATER COOLER
 PREFAB STRUCTURES

GLOBAL BUSINESS

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Considering the huge success in Telecom Industry in India since Inception and riding on
the back of a strong product line, SVARN has set its vision to become leading exporter of
Telecom Infra Products. In this pursuit, SVARN ended up creating a Global Business
Division in 2008 and has created history by becoming India’s Top 10 Exporter of
Telecom Equipments (under other telecom equipment category) in 2010-2011 awarded
by Electronics & Computer Software Export Promotion Council – India. This happened
within 2 years of creating & setting up our focus on International business.
Svarn, started with manufacturing of In-Building Solution Materials & BTS site kitting
materials in 2005, soon achieved several milestones by becoming vendor of all the major
OEMs like Nokia Siemens Networks (NSN), Ericsson, Huwaei, ZTE, and other major
telecom operators like Airtel, BSNL, Idea, Aircel, Telenor etc in India. Svarn has
established its business reputation with major TSPs & several Tower companies in India
as well. Svarn started its diversification and has come out with world class manufacturing
facilities of Wires & Cables, Pre-Fabricated Building Solutions, Cooling Solutions, Sheet
Metal Products & Retails outlets products. The innovation was purely a great effort by
experienced, dedicated & hard working professionals, Engineers & entire manpower
under a visionary leadership of Mr. Ajay Kumar Gupta, CEO and MD of Svarn Group.

CONTACT US:-

CORPORATE OFFICE

Plot No. 1, Site No. 1, 14/3, Mathura Road, Faridabad - 121003, INDIA
Ph.: +91 129 429 4200
Fax: +91 129 411 3956
E-mail: [email protected]

Certification

13
We Manufacture cables conforming to all Indian and International standards such as IS,
BS, IEC, VDE and as per customers specification.
We hold ISO certifications as given below:-

 ISO 9001:2008 Certificate for Quality Management System

ISO 14001:2004 Certificate for Environmental Management System BS OHSAS

18001:200

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CEO MESSAGE

15
It is my pleasure & indeed a privilege to welcome you to the world of SVARN!!

The golden era of Telecom Infra Industry had started when mobile started ringing in the
decade of Nineties. It was then that I made up my mind to enter this industry and become
the eyewitness to its growth. It took me time to decide and finally in 2005 I led my
foundation of "SVARN"...which means "Gold". I thought let everything be as pure as
Gold in my business world. The journey started ....and step by step company has shown a
sharp growth amidst stiff competition and tough business environment.

Now, SVARN is going to complete its decade of operations in coming year 2015 and I
can proudly say that our team has exceeded my expectations & has created a sort of
history in the telecom Industry. Further, our diversification into Wires & Cables, Prefab
Structures, Refrigeration, Retail and IT sectors has facilitated SVARN Group rapidly
striding to achieve a new pinnacle of growth.

In the year 2015, Svarn is also going to start its first overseas office in Dubai – UAE and
thus my vision to become GLOBAL will soon be fulfilled.

My focus has always been to implement new technology & innovation in my product
lines. Our corporate culture is characterized by its ability to adapt quickly to our client´s
needs and requirements. This is done by bringing a sharper focus to the requirements of
the client and striving to leverage cutting-edge technology to provide the highest levels of
service through cost-efficient methods.

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My continuous thought process is to sustain and build on the remarkable success that we
have enjoyed since inception. I would strive to build strong relationship with all our
customers, vendor partners and team members for their continuous patronage in Svarn´s
growth.

QUALITY POLICY

SVARN Group is committed to delivering the highest standards of quality, safety and
responsiveness in the telecommunication engineering and services we provide for our
customers. SVARN´s quality policy aims to improve the Quality Management System
continuously. It is planned to fulfill customer demands and needs very well. In parallel, it
is designed to do all the works (RF optimization, operation and maintenance processes) in
time, and complete the processes without error to increase customer satisfaction. We are
committed to business excellence as encapsulated by the following principles:

SERVICE STANDARDS
We shall deliver products and services that meet or exceed the requirements set by our
customers and the relevant regulatory authorities. We shall comply with all the
established procedures, quality standards, safety standards and regulations.

Team
We are backed by a highly skilled team that has immense expertise and rich industry
knowledge. By utilizing their in-depth, our professionals are engaged in manufacturing
best quality products. Segregated into various departments, our team works in sync with
each other. Our team comprises engineers, technicians, quality experts, R & D experts,
administration officials, marketing and sales executives. Also, we conduct various
training sessions at regular intervals in order to keep them abreast of the latest
developments.

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TRAINING AND DEVELOPMENT:

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According to the Michel Armstrong, “Training is systematic development of the
knowledge, skills and attitudes required by an individual to perform adequately a given
task or job”. (Source: A Handbook of Human Resource Management Practice, Kogan
Page, 8th Ed., 2001) According to the Edwin B Flippo, “Training is the act of increasing
knowledge and skills of an employee for doing a particular job.” (Source: Personnel
Management, McGraw Hill; 6th Edition, 1984) The term ‘training’ indicates the process
involved in improving the aptitudes, skills and abilities of the employees to perform
specific jobs. Training helps in updating old talents and developing new ones. ‘Successful
candidates placed on the jobs need training to perform their duties effectively’. (Source:
Aswathappa, K. Human resource and Personnel Management, New Delhi: Tata Mcgraw-
Hill Publishing CompanyLimited, 2000, p.189) the principal objective of training is to
make sure the availability of a skilled and willing workforce to the organization. In
addition to that, there are four other objectives: Individual, Organizational, Functional,
and Social.
• Individual Objectives – These objectives are helpful to employees in achieving their
personal goals, which in turn, enhances the individual contribution to the organization.
• Organizational Objectives – Organizational objectives assists the organization with its
primary objective by bringing individual effectiveness.
• Functional Objectives – Functional objectives are maintaining the department’s
contribution at a level suitable to the organization’s needs.
• Social Objectives – Social objectives ensures that the organization is ethically and
socially responsible to the needs and challenges of the society. Further, the additional
objectives are as follows:
• To prepare the employees both new and old to meet the present as well as the changing
requirements of the job and the organization.
• To prevent obsolescence.
• To impart the basic knowledge and skill in the new entrants that they need for an
intelligent performance of a definite job.
• To prepare the employees for higher level tasks.
TYPES OF TRAINING AND DEVELOPMENT PROGRAMS WHICH
ARE PROVIDED TO THE EMPLOYEE

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Different practices are followed in different industries and in different organizations too.
So, the need of training and development programs is depending up on the requirements
of the job profile. Therefore there are various types of programs shared by different
authors. The types of training and development programs are as follows:

Types of Training
On- the -Job Training Off –the- Job Training

Job Instructions Programmed Instructions

Apprenticeship & Coaching Class Room Lectures
Job Rotation Simulation Exercises
Committee Assignment - Business Games
Internship Training - Case Study Method
Training through step by step - Audio- visual Method
- Experiential Exercises
- Vestibule training
- Computer Modelling
- Behavioral Modelling
- Role Playing
- Conference/ Discussion Method
- Workshop / Seminars

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STAGES OF TRAINING AND DEVELOPMENT PROGRAMS:
Training should be conducted in a systematic order so as to derive expected benefits from
it. The training system involves four stages, namely:

a. Assessment of training and development program’s needs.

b. Designing the training and development programs.

c. Implementation of the training program

d. Evaluation of the training program

HUMAN RESOURCE PLANNING

In simple terms, HRP is understood as the process of forecasting an organization’s future

demand for, and supply of the right type of people in the right number. It is only after this
that the HRM department can initiate a recruitment and selection process. HRP is a sub-
system in the total organizational planning. HRP facilitates the realization of the
company’s objectives by providing the right type and the right number of personnel.
HRP, then, is like materials planning that estimates the type and quantity of the materials
and supplies needed to facilitate the manufacturing activities of the organization.

HRP is also called manpower planning, personnel planning, or employment planning.

Human resource planning is a sequential process embodying the following five elements:

1. Inputs into human resource planning process

2. Analysis of existing human resources

3. Forecast of future human resource needs

4. Implementation of human resource plan

5. Evaluation and redesign of human resource plan

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 FUNCTIONS OF HUMAN RESOURCE PLANNING:

There are three functions of human resource planning that can be identified based on the
activities performed by manpower managers. They are:

1. Identification of skills required to accomplish organizational goals and objectives,

2. Making available these skills over a period of time in view of changing

requirements, and

3. Utilization of skills available to the best satisfaction of the participants and the
maximum advantage of the organization in the context of their changing
expectations.

Environment

Organizational
Objectives and Policies

HR Need Forecast HR Supply Forecast

HR Programming

HRP Implementation

Control and Evaluation

Of Program

Surplus
Shortage
Restricted Hiring
Recruitment and
Reduced Hours
Selection
VRS Lay Off etc.

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 The HRP Planning Process

Techniques for Determining Human Resource Requirements:

I. Job Analysis: it is the process of determining the tasks involved in the job and
personal qualities of the individuals required to perform the job. It helps in determining
qualitative manpower requirements.

1. Job description

2. Job specification

JOB ANALYSIS: A Process of Obtaining All Pertinent Job Facts

Job Description: a statement Job Specification: A statement of human

Consisting of Qualifications necessary to do the job:
Job title Education
Location Experience
Job summary Training
Duties Judgment
Machines, tools, and equipment Initiative
Materials and forms used Physical effort
Supervision given or received Responsibilities
Working conditions Communication skills
Hazards Emotional characteristics

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 JOB ANALYSIS PROCESS

Strategic Choices

Gather Information
Uses of Job Description and Job
Specification:
Personnel Planning
Process Information Performance Appraisal
Hiring
Training And Development
Job Evaluation And Compensation
Job Description Health And Safety
Employee Discipline
Work Scheduling
Career Planning

Job Specification

STRATEGIC CHOICES:

1. Extent of employee involvement in job analysis

2. Level of details of the analysis

3. Timing and frequency of analysis

4. Past-oriented vs future-oriented job analysis

INFORMATION GATHERING:

- What type of data is to be collected?

- What methods are to be employed for data collection?

- Who should collect the data?

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RECRUITMENT

It is the process of finding and attracting capable applicants for employment. The process
begins when new recruits are sought and ends when their applications are submitted. The
result is a pool of applicants from which new employees are selected.

Purposes and importance:

1. Determine the present and future requirements of the organization in conjunction

with its personnel planning and job-analysis activities.

2. Help increase the success rate of the selection process by reducing the no. of
under-qualified or over-qualified applicants.

3. Help reduce the probability that job applicants, once recruited and selected, will
leave the organization only after a short period of time.

4. Meet the organization’s legal and social obligations regarding the composition of
its workforce.

5. Begin identifying and preparing potential job applicants who will be appropriate
candidates.

6. Increase organizational and individual effectiveness in the short-term and long-

term.

7. Evaluate the effectiveness of various recruiting techniques and sources for all
types of job applicants.

RECRUITMENT PROCESS

1. Planning

2. Strategy development

3. Searching

4. Screening

5. Evaluation and control

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 SELECTION

Selection is the process of picking individuals (out of the pool of job applicants) with
requisite qualifications and competence to fill jobs in the organization.

Recruitment and selection are two crucial steps in HR process and are often used
interchangeably. There is however, a fine distinction between the two steps. While
recruitment refers to the process of identifying and encouraging prospective employees to
apply for jobs, selection is concerned with picking the right candidate from a pool of
applicants. Recruitment is said to be positive in its approach as it seeks to attract as many
candidates as possible. Selection, on the other hand, is negative in its application
inasmuch as it seeks to eliminate as many unqualified applicants as possible to identify
the right candidate.

SELECTION PROCESS:

BARRIERS TO EFFECTIVE SELECTION

The main objective of the selection is to hire people having competence and commitment.
This objective is often defeated because of certain barriers. These barriers are perception,
fairness, validity, reliability and pressure

Perception

Our views are highly personalized. We all perceive the world differently. Therefore our
limited perceptual ability is obviously a stumbling block to the objective and rational
selection of people.

Fairness

Fairness in selection means that no individual should be discriminated against on the

basis of religion, region, race or gender.

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Validity

Validity means that tests which are used as means of selection and it helps in predicting
job performance of an incumbent. A test that has been validated can differentiate between
the employees who can perform well and those who will not.

Reliability

A reliable method is one which will produce consistent results when repeated in similar
situations. Like a validated test, a reliable test may fail to predict the job performance
with precision.

Pressure

Pressure is brought on the selectors by politicians, bureaucrats, relatives, friends and

peers to select particular candidates.

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 TRAINING AND DEVELOPMENT

Defining Training

Training is the act of increasing the knowledge and skills of an employee for doing a
particular job. The major outcome of training is learning. A trainee learns new habits;
refined skills and useful knowledge during the training that helps him improve
performance. Training enables an employee to do his present job more efficiently and
prepare himself for a higher job.

Features of Training

 Increases knowledge and skills for doing a job

 Bridges the gap between job needs and employee skills

 Job oriented process, vocational in nature

 Short term activity designed essentially for operatives

Training often has been referred to as teaching specific skills and behavior. Development
in contrast is considered to be more general than training and more oriented to individual
needs in addition to organizational needs and it is most often aimed toward management
people.

Training is meant for operatives and development is meant for managers.

Objectives of Training

 To impart the basic knowledge and skill to the new entrants and enable them to
perform their jobs well.

 To equip the employee to meet the changing requirements of the job and the
organization

 To teach the employees the new techniques and ways of performing the job or
operations

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 A Systems Approach to Training

From the broadest perspective, the goal of training is to contribute to the organization’s
overall goal. Training programs should be developed with this in mind. Managers should
keep a close eye on the organization goals and strategies and orient training accordingly.

To make certain investments in training and development have maximum impact on

individual and organizational performance, a systems approach to training should be
used. The systems approach involves four phases:

1. Needs Assessment

2. Program Design

3. Implementation

4. Evaluation

The Training Process

1. CONDUCTING THE NEEDS ASSESSMENT

Managers and HR staff should stay alert to the kinds of training that are needed, where
they are needed, who needs them. If workers consistently fail to achieve productivity
objectives, this might be a signal that training is needed. Likewise, if organizations
receive an excessive number of customer complaints, this too might suggest inadequate
training. To make certain that training is timely and focused on priority issues, managers
should approach needs assessment systematically by utilizing the three types of analysis.

ORGANIZATION ANALYSIS

The first step is needs assessment is identifying the broad forces that can influence
training needs. Organization analysis is an examination of the environment, strategies,
and resources of the organization to determine where training emphasis should be placed.

29
TASK ANALYSIS

Task analysis involves reviewing the job description and specification to identify the
activities performed in a particular job and the KRAs needed to perform them.

PERSON ANALYSIS

Person analysis involves determining which employees require training, and equally
important, which do not. In addition, person analysis helps managers determine what
prospective trainees are able to do when they enter training so that the programs can be
designed to emphasize the areas in which they are deficient.

2: DESIGING THE TRAINING PROGRAM

TRAINEE READINESS AND MOTIVATION:

Two preconditions of learning affect the success of those who are to receive training:
readiness and motivation.

Trainee readiness refers to both maturity and experience factors in the trainee’s
background. Prospective training should be screened to determine that they have the
background knowledge and skills necessary to absorb what will be presented to them.

The precondition of learning is trainee motivation. Individuals who are conscientious,

goal oriented, self-disciplined and persevering are more likely to perceive a link between
effort they put into training and higher performance on the job. By focusing on the
trainees themselves rather than on the trainer or trainee topic, managers can create a
training environment that is conducive to learning. Six strategies can be essential:

1. Use positive reinforcement

2. Eliminate threats and punishment

3. Be flexible

4. Have participants set personal goals

5. Design interesting instruction

6. Break down physical and psychological obstacles to learning

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3: IMPLEMENTING THE TRAINING PROGRAM

In order to organize various training methods, we will break then down them two primary
groups: those used for non-managerial employees and those used for managers.

Training methods for non-managerial employees:

On the job training:

The most common method used for training non-managerial employees is on-the-job
training (OJT). In fact, one estimate suggests that organizations spend three to six times
more on OJT than on classroom training. OJT has the advantage of providing hands on
experience under normal working conditions and an opportunity for the trainer – a
manager or senior employee-to build good relationships with new employees.

Apprenticeship Training

It is an extension of OJT. With this method, individuals entering industry, particularly in

the skilled trades such as machinist, laboratory technician, or electrician, are given
through instruction and experience, both on and off the job I the practical and theoretical
aspects of the work.

Cooperative training, Internships and Governmental Training

Similar to apprenticeships, cooperative training programs combine practical on-the job

experience with formal classes. However the term ‘cooperative training’ is typically used
in connection with high school and college programs that incorporate part or full time
experiences.

Many organizations including Fannie Mae, Burger King, Champion International, Pacific
Telesis Foundation, Cray Research and UNUM life insurance, have strong ties to public
schools and invest millions of dollars in educational programs.

31
Classroom instruction

Beyond its pervasiveness in education, classroom training enables the maximum number
of trainees to be held by the minimum number of instructors. This method lends itself
particularly to training in the areas where information can be presented in lectures
demonstrations, films and videotapes or through computer instruction. Where it is not
possible to collect the videotapes, audiotapes can be very valuable.

Programmed instruction

One method of instruction that is particularly good for allowing individuals to work at
their own pace is programmed instruction. Programmed instruction –increasingly referred
to as self-directed learning-involves the use of books, manuals or computers to
breakdown subject matter content into highly organized, logical sequences that demand
continuous response on the part of the trainee. After being presented with the small
segment of information, the trainee is required to answer a question, either by writing it
on a response frame or by pushing a button. If the response is correct, the trainee is told
so and is presented with the next step in the material. If the response is incorrect, further
explanatory information is given and the employee is told to try again.

A major advantage of programmed instruction is that incorporates a number of the

established learning principles. With programmed instruction, training is individualized,
trainees are actively involved in the instructional process, and feedback and
reinforcement is immediate.

Audiovisual methods

To teach skills and techniques for many production jobs, certain audiovisual devices can
be used. Other technologies such as CDs, videodiscs, and more recently, DVD, take
audiovisual technology further by providing trainees interactive capability.

Extending video technology, teleconferencing, or video conferencing allows an

instructional programmed to be transmitted to many locations simultaneously and permits
immediate interaction among trainees. These methods are becoming quite powerful as
tools for bringing continuing distance education to life. For example, MIT.

32
Computer based training

CBT encompasses two distinct techniques: computer assisted instruction (CAI) computer
managed instruction (CMI). CAI system delivers training material directly through a
computer terminal in an interactive format. Computer makes it possible to provide drill
and practice, problem solving, simulation, gaming forms of instruction, and certain very
sophisticated forms of individualized tutorial instructions. At Svarn infratel, this type of
training is confined only to imparting software usage training.

A CMI system is normally used in conjunction with CAI, there by providing an efficient
means of managing the training functions. CMI uses a computer to generate and score
tests and to determine the level of trainee proficiency. CMI systems can also track the
performance of the trainees and direct them to appropriate study material to meet their
specific needs.

A summary of the advantages include the following:

1 Learning is self-paced.

2 Training comes to the employee.

3 Training is interactive.

4 New employees do not have to wait for scheduled training session.

5 Training can focus on specific needs as revealed by built-in tests.

6 Trainees can be referred to online help or written material.

7 It is easier to revise a computer program than to change classroom-training material.

8 Record keeping is facilitated.

9 The training can be cost effective if used for a large number of employees.

33
 Simulation Method

It is an attempt to create a realistic decision-making environment for the trainee.

Simulation present likely problem situations and decision alternatives to the trainee.

Eg: activities of an organization may be simulated and the trainee may be asked to make
a decision in support of those activities. The results of those decisions are reported back
to the trainee with an explanation of what would have happened had they actually been
made in the workplace. The trainee learns from this feedback and improves his/her
subsequent simulation and work place decisions.

The more widely held simulation exercises are case study, role playing and vestibule
training.

34
 PERFORMANCE APPRAISAL SYSTEM

Performance appraisal is the method of evaluating the behavior of employees in the

work-spot, normally including both the quantitative and qualitative aspects of job
performance. It is a systematic and objective way of evaluating both work-related
behavior and potential of employees. It is a process that involves determining and
scommunicating to an employee how he or she is performing the job and ideally,
establishing a plan of improvement.

Performance appraisal is a broader term than Merit Rating. In the past, managers used to
focus on the traits of an employee while ranking him for promotions and salary increases.
Employee’s traits such as honesty, dependability, drive, personality etc. were compared
with others and ranked or rated. The attempt was to find what the person has (traits)
rather than what he does (performance). This kind of performance appraisal system was
open to criticism because of the doubtful relationship between performance and mere
possession of certain traits.

Essential features of an appraisal system:

1. It is a systematic process.

2. It provides an objective description of an employee’s job’s relevant strengths and

weaknesses.

3. It tries to find out how well the employee is performing the job tries to establish a
plan for further improvement.

4. The appraisal is carried out periodically, according to definite plan.

5. Performance appraisal is not job evaluation. It refers to well someone is doing an

assigned job, whereas job description finds out how much a job is worth to the
organization and what range of pay should be assigned to the job.

6. Performance system may be formal or informal.

35
Essential characteristics of an effective appraisal system:

1. Reliability and validity:

Appraisal system should provide consistent, reliable, and valid information, which can be
used to defend the organization – even in legal challenges. Appraisals must also satisfy
the condition of validity by measuring what they are supposed to measure.

2. Job relatedness:

The appraisal technique should measure the performance and provide information in job
related activities.

3. Standardization:

Appraisal forms, procedures, administration of techniques, ratings, etc. should be

standardized as appraisal decisions affect all employees of the group.

4. Practical viability:

The techniques should be practically viable to administer, possible to implement and

economical to undertake continuously.

5. Legal sanction:

Appraisals must meet the laws of the land. They must comply with provisions of various
acts relating to labor.

6. Training to Appraisers:

Because appraisal is important and sometimes difficult, it would be useful to provide

training to appraisal viz., some insights and ideas on rating, documenting appraisals and
conducting appraisal interviews.

36
7. Open communication:

Most employees want to know how well they are performing the job. A good appraisal
system provides the needed feedback on a continuing basis. The appraisal system should
permit both parties to learn about the gaps and prepare themselves for future.

8. Employee access to results:

Employees should know the rules of the game. They should receive adequate feedback on
their performance. Permitting employees to review the results of their results allow them
to detect any errors that may have been made. If they disagree with the evaluation, they
can even challenge the same through formal channels.

9. Due process:

Formal procedures should be developed enable employees, who disagree with the
appraisal results to challenge the same. They must have the means for pursuing their
grievances and having them addressed objectively.

Steps to be followed while introducing an efficient potential appraisal system:

1. Role descriptions:

Organizational roles and functions must be defined clearly. To this end, job descriptions
must be prepared for reach job.

2. Qualities needed to perform the

roles:

Based on job descriptions, the roles to be played by the employees must be prepared (i.e.
technical, managerial jobs and behavioral dimensions)

3. Rating mechanisms:

Besides listing the functions and qualities, the potential appraisal system must list
mechanisms of judging the qualities of employees such as:

37
- Rating by others: The potential of a candidate could be rated by the immediate
supervisor who is acquainted with the candidate’s work in the past, especially his
technical capabilities.

-Tests: Managerial and behavioral dimensions can be measured through a battery of

psychological tests.

-Games: Simulation games and exercises (assessment centre, business games, in-basket,
role-play etc.) could be used to uncover the potential of a candidate.

-Records: Performance records and ratings of a candidate on his previous job could be
examined carefully on various dimensions such as initiative, creativity, risk taking ability
etc., which might play a key role in discharging his duties in a new job.

4. Organizing the system:

After covering the above preliminaries, he must set up a system that will allow the
introduction of the scheme smoothly giving answers some puzzling questions as:

 How much weightage to merit in place of seniority in promotions?

 How much weightage to each of the performance dimensions – technical, managerial,

behavioral qualities?

 What are the mechanisms of assessing the individual on different indicators of his
potential and with what reliability?

5. Feedback:

The system must provide an opportunity for every employee to know the results of his
assessment. “He should be helped to understand the qualities actually required for
performing the role for which he thinks he has the potential, the mechanisms used by the
organizations to appraise his potential and the results of such an appraisal”.

Objectives of performance appraisal:

 Compensation decisions

 Promotion decisions

38
  Training and development programs

 Feedback.

Who will appraise?

 Supervisors

 Peers

 Subordinates

 Self-appraisal

 Users of services

 Consultants

At “SVARN INFRATEL” There are 3 levels:

Firstly, there is self appraisal. Secondly, Supervisor appraisal and thirdly,

Appraisal by functional head.

The performance appraisal process:

 Establish performance standards

 Communicate the standards

 Measure actual performance

 Compare actual performance with standards and discuss the appraisal

 Taking corrective action, if necessary

39
 Methods of performance appraisal:

PERFORMANCE APRAISAL TECHNIQUES

Individual evaluation Multi-person evaluation

Other methods
Method Method

Ranking Performance tests

Paired comparison Field review technique
Confidential report
Forced distribution
Essay evaluation
Critical incidents
Checklists
Graphic rating scale
Behaviorally
Anchor rating scales
Forced choice
Method
Management by
Objective

40
Feedback:

WORKPLACE FEEDBACK:

The term workplace feedback implies two things:

 Job performance: whether the employee is capably performing specific tasks that
have been assigned

 Work-related behavior: the way the employee performs his tasks, whether he
speaks politely to customers and works cooperatively with other team members.

Norms to be followed by the appraiser and the appraisee while giving and receiving
feedback:

1. Adequate preparation: the process

should be a continuous one. Informal/formal meetings should take place every now and
then to put the employee on the track.

One-to-one meetings should be conducted in an atmosphere of mutual trust,

understanding and friendship.

2. Describe behavior:

Precautions to be taken while assessing behavior:

 Future-oriented
 Goal-oriented
 Listen to the recipient
 Data-based feedback
 Suggestive
 Reinforcement
 Continuous
 Need-based and solicited
3. Proper timing: Feedback must be
well-timed. It should be given immediately after the event has taken place.

41
 METHODS OF PERFORMANCE:

1. Traditional performance rating: it

involves completion of a form by the immediate supervisor of the individual who is being
evaluated. In some cases, attempts are made to accomplish the rating by a committee
consisting of an immediate supervisor, the supervisor’s superior and one or more officers
of the company who are familiar with the rate. The conventional rating form is
designated as graphic rating or rating scale incorporating several factors such as job
knowledge, judgment, organizing ability, dependability, creativity, dealing with people,
delegation, leadership and personal efficiency and others.

2. Newer rating methods

 Rank-order procedure

 Paired comparison system

 Forced distribution procedure

 Critical incident

 Field review technique

360 degree feedback:

Many firms have expanded the idea of upward feedback into “360 degree” feedback.
Ratings are collected ‘all around’ an employee, from supervisors, subordinates, peers,
and internal or external customers. According to one study, 29% of the responding
employers already use 360-degree feedback also called multi-source assessment and
another 11% had plans to implement it. The feedback is generally used for development,
rather than for pay increases.

Management by objectives (MBO):

Management by objectives is described as the process in which the superior and the
subordinate managers of an organization jointly identify its common goals, define each
individuals’ major areas of responsibility in terms of results expected of him and use

42
these measures as guides for operating the unit and assessing the contributions of each
members. MBO thus, represents more than an evaluation program and process.

Recruitment and Selection

This is a very important task for the organization as it has to invest a large amount in
improving the skills set of a future employee. Hence the process is very rigorous and
through. Once the requirements from various departments have come to HR, then the
process of recruitment starts. Svarn infratel use both internal and external sources for
recruitment. Depending upon the job profile it would go for the process. Say they need to
recruit agents for sales, then they would go for external sources but if they want Sr.
Managers they would prefer an internal source who could give a recommendation.

 Internal Sources:

i. Own Databases

ii. Job posting in Newspapers

iii. Employee referrals

iv. Temporary work pools

Svarn infratel is inclined to Referral system as the refer or can be held directly
responsible as well as they have a well designed payout structure to promote
employee references.

 External sources:

i. Consultants

ii. Jobsites – Monster.com, Naukri.com etc.

iii. Own website- www.svarn infratel.com

iv. Campus – B Schools ( For Lower Level management)

As per Mr. Chowdhary the recruitment process varies with the kind of job profile. Say if
they are recruiting telesales executive, then the parameters they would be judging them

43
on would be their communication skills and soft skills. If a technical graduate is to be
considered then they would conduct a written test also to check his proficiency for that
profile.

TRAINING AND DEVELOPMENT

Training refers to the methods used to give new or present employees the skills they need
to perform their jobs. For the new employees the training period starts with the
Orientation and Induction program.
At SVARN INFRATEL there is a midterm assessment for training needs and an annual
assessment. Each employee is asked to identify 2 strengths out of the competencies and
one opportunity. There are identification levels as follows
First level Identification: Superior tells where the training need is.
Second level Identification: Employee states individual training needs.
This is sent to HR and HR then plans how to design the career progression path. There
could be training needs such as leadership, team building (if weak team member),
customer care, or mentorship. Workshops are then conducted. This exercise is followed
for each employee. The reporting manager maintains a booklet called “red book” and
notes instances, positive and negative in terms how s/he has performed against
parameters as COC (code of conduct), competency etc. these are then discussed during
monthly reviews and opportunity is given to bring to light issues pertaining to boss in
presence of his superior intern.

Orientation Program: This is a one day program for all the new incumbents of the
organization. This is the first day at the organization. After a brief introduction about the
company by a senior official each new recruit is being given a ‘Joiners Kit’. This carries
various information like policy statements relating to working hours, leave, gift policies,
dress codes, compensation policy, mobile policy, provident fund policies, time expense
statement reports etc.

Induction program: This marks the beginning of the formal training schedule. This
is a 3 days program wherein all the new incumbents are taken to a five star hotel during

44
the three day period. There they meet with the top management of the organization which
then delivers the welcome address to the new employees and informs them about the
vision and mission of the organization. This program also helps in developing good
camaraderie among the employees.

Technical training: this includes job related, functional training. It is also known as
on- the-job training. It is imparted by the senior officials of each department to their
juniors. It is done on regular basis.
For a telesales agent that would mean getting rained on the process of taking calls and the
process of making records in the tools that they might be using to record their calls. The
various products that are being offered.

Soft Skill training: this is done mostly by experts from outside the organization.
Emphasis is led on developing soft skills of employees like team playing ability,
behavioral and managerial training etc. This training is imparted through various OD
programs and also through MDPs which are executed at two levels- the individual and
group.
This would include various voice and accent classes to decrease MTI, and dealing with
various situation regarding different types of customers etc.
The training and development program results in the socialization of the employees
among themselves and also alignment with the organizational culture and objectives.
For old employees the T & D helps in improving the working skill and efficiency.
Apart from these, occasional lectures by industry experts and senior officials are also held
from time to time to appraise the employees about the recent developments in the
business.

45
 Performance Appraisal in SVARN INFRATEL

For any quality conscious company performance appraisal is an important and effective
tool to know how its most important resource that is people is performing and Svarn
infratel is no different here also performance appraisal is given a lot of importance to not
only improve the performance of the employees but also to make sure that the effective
employees are adequately rewarded so that they remain motivated to perform in the
organization

For convenience we only discussed the appraisal methodology of an executive on the

floor.
 The main Appraisal comes from the Team Leader whose ahs actually observed
the employee close hand. Also there is continuous feedback from the quality
deputy which continuously does the monitoring.
 Also the feedback that comes from the customers is also taken in to account while
evaluating the employee.
 And before this the employee is given a form to do his self appraisal.

And beyond this there is a continuous method of appraising the employees about their
daily performance in terms of reports that are generated in MIS which are shown to each
person so that he can evaluate his performance. At the end of the month the ratings are
added and a combine score is achieved according to which the various employees are put
into different buckets (like green for best, blue mediocre etc).

46
47
 Objective

 To assess and analyse the impact of the strategic HR practices on organisational

performances with special reference to the practices in the Svarn infratel.

 To understand and identify the core HR practices prevailed in the industry.

 To understand how the integration of strategic HR practices with organizational goals

is successful in motivating the employees and generating better performance.

 The main objective of the selection is to hire people having competence and
commitment. These barriers are perception, fairness, validity, reliability and pressure.

Scope of the study

This particular study about human resource planning is restricted within the organization.
The study is conducted on the employees of the organization. This is not because of non-
availability of resources but the nature of the study itself restricts it. It studies the
existence or non – existence of stress among the employees in the organization and
identifies the factors which are contributing to stress (If any). It also provides the various
steps adopted by the organization for managing the work stress of the employees,
which can be used as future reference for decision-making and policy making
with regard to the employees. This study reveals the morale of the employees.

48
RESEARCH METHODOLOGY

49
Research is a common parlance refers to searching for knowledge. One can also define
research as a scientific search for pertinent information on a special topic. In fact research
is an art of scientific investigation. Research is a systematic study consisting of problem
formulating a hypothesis collecting the facts and data, analysis the facts and researching
for certain conclusion, which can be in the form of either solution towards a problem.

Research Design
A research design is the arrangement of conditions for collections and analysis of data in
a manner that aims to combine relevance to the research purpose with economy in
procedure.
In other words, Research design is defined as a framework of methods and techniques
chosen by a researcher to combine various components of research in a reasonably
logical manner so that the research problem is efficiently handled. It provides insights
about “how” to conduct research using a particular methodology. Every researcher has a
list of research questions which need to be assessed – this can be done with research
design.

Types of Research Design

There are different types of research design depend on the nature of the problem and
objectives of the study. Following are the four types of research design.

1. Explanatory Research Design

2. Descriptive Research Design
3. Diagnostic Research Design
4. Experimental Research Design

1. Explanatory Research Design: - In explanatory research design a

researcher uses his own imaginations and ideas. It is based on the researcher
personal judgment and obtaining information about something. He is looking for
the unexplored situation and brings it to the eyes of the people. In this type of
research there is no need of hypothesis formulation.

2. Descriptive Research Design:- In a descriptive research design, a

researcher is solely interested in describing the situation or case under his/her
research study. It is a theory-based research design which is created by gather,

50
 analyzes and presents collected data. By implementing an in-depth research
design such as this, a researcher can provide insights into the why and how of
research.

3. Experimental Research Design:- Experimental research design is used to

establish a relationship between the cause and effect of a situation. It is a causal
research design where the effect caused by the independent variable on the
dependent variable is observed. For example, the effect of an independent
variable such as price on a dependent variable such as customer satisfaction or
brand loyalty is monitored. It is a highly practical research design method as it
contributes towards solving a problem at hand. The independent variables are
manipulated to monitor the change it has on the dependent variable. It is often
used in social sciences to observe human behavior by analyzing two groups –
affect of one group on the other.

4. Diagnostic Research Design:- In the diagnostic research design, a

researcher is inclined towards evaluating the root cause of a specific topic.
Elements that contribute towards a troublesome situation are evaluated in this
research design method.

 The research design used in my study is basically Descriptive in

nature.

Sample Design

51
A sample design is defined plan for obtaining a sample from a given population. It refers
to the technique or the procedure the researcher would adopt in selecting items for the
sample i.e. the size of sample. Random sample method is adopted to select the sample.

Sampling

Population is the collection of the elements which has some or the other characteristic in
common. Number of elements in the population is the size of the population.

Sample is the subset of the population. The process of selecting a sample is known as
sampling. Number of elements in the sample is the sample size.

There are lots of sampling techniques which are grouped into two categories as

1. Probability Sampling

2. Non- Probability Sampling

1. Probability Sampling

52
This Sampling technique uses randomization to make sure that every element of the
population gets an equal chance to be part of the selected sample. It’s alternatively known
as random sampling.

Types of probability sampling:-

 Simple Random Sampling:- Every element has an equal chance of getting

selected to be the part sample. It is used when we don’t have any kind of prior
information about the target population.

For example: Random selection of 20 students from class of 50 student. Each

student has equal chance of getting selected. Here probability of selection is
1/50

 Stratified Sampling:- This technique divides the elements of the population into
small subgroups (strata) based on the similarity in such a way that the elements
within the group are homogeneous and heterogeneous among the other subgroups
formed. And then the elements are randomly selected from each of these strata.
We need to have prior information about the population to create subgroups.

 Cluster Sampling:- Our entire population is divided into clusters or sections and
then the clusters are randomly selected. All the elements of the cluster are used for
sampling. Clusters are identified using details such as age, sex, location etc.

 Systematic Clustering:- Here the selection of elements is systematic and not

random except the first element. Elements of a sample are chosen at regular
intervals of population. All the elements are put together in a sequence first where
each element has the equal chance of being selected.

 Multi-Stage Sampling:- It is the combination of one or more methods described

above.

Population is divided into multiple clusters and then these clusters are further
divided and grouped into various sub groups (strata) based on similarity. One or
more clusters can be randomly selected from each stratum. This process continues
until the cluster can’t be divided anymore. For example country can be divided
into states, cities, urban and rural and all the areas with similar characteristics can
be merged together to form a strata.

2. Non-Probability Sampling
53
It does not rely on randomization. This technique is more reliant on the researcher’s ability
to select elements for a sample. Outcome of sampling might be biased and makes difficult
for all the elements of population to be part of the sample equally. This type of sampling is
also known as non-random sampling.

 Convenience Sampling:- Here the samples are selected based on the availability.
This method is used when the availability of sample is rare and also costly. So
based on the convenience samples are selected.
For example: Researchers prefer this during the initial stages of survey research,
as it’s quick and easy to deliver results.

 Purposive Sampling:- This is based on the intention or the purpose of study. Only
those elements will be selected from the population which suits the best for the
purpose of our study.

For Example: If we want to understand the thought process of the people who are
interested in pursuing master’s degree then the selection criteria would be “Are
you interested for Masters in..?” All the people who respond with a “No” will be
excluded from our sample.

 Quota Sampling:- This type of sampling depends of some pre-set standard. It

selects the representative sample from the population. Proportion of
characteristics/ trait in sample should be same as population. Elements are selected
until exact proportions of certain types of data is obtained or sufficient data in
different categories is collected.

For example: If our population has 45% females and 55% males then our sample
should reflect the same percentage of males and females.

 Snowball Sampling:- This technique is used in the situations where the population
is completely unknown and rare.

Therefore we will take the help from the first element which we select for the population
and ask him to recommend other elements who will fit the description of the sample
needed.

For example: It’s used in situations of highly sensitive topics like HIV Aids where people
will not openly discuss and participate in surveys to share information about HIV Aids.

 Basically I use simple random sampling in my studies.

Sample Size
The sample size is 100.

54
Sources of data collection
The study made in the use of both primary and secondary sources.
 Primary data collection
The survey has been undertaken on the lines of interaction with employees and
managers of different banks with the help of:
1. Structured questionnaires
2. Interviews

 Secondary data collection

Secondary data have been collected from various sources involving
1. Magazines
2. Internet
3. Induction manual etc. that were of consideration help to me.

Analysis of data
The data after collection has to be processed and analyzed with the outline laid for the
purpose at the time of developing the research plan. This is essential for a scientific study
and for insuring that we have relevant data for making contemplated comparison and
analysis. Technically speaking processing implies editing, coding, classification,
tabulation of collected data so that they are amenable to analysis. The term analysis refers
to the computation of certain measures along with searching for patterns of relationship
that exist between data groups. To analysis the data percentage, pie charts, graphs etc are
used.

55
Q1. Integration of HRM with corporate strategy?
56
 Responses No. of responses

Agree 14

Moderately Agree 4

Neutral 2

Integration of HRM with

corporate strategy

10%
Agree
20%
Moderately
agree
neutral
70%

Most of the Managers agreed that HRM is an integral of their main business strategy. The
business understands the importance of human capital. The success of business is highly
dependant on the success of the human performance and HR policies and practices deals
with human issues related to selecting and motivating the employees to work successfully
towards the organizational Goal. The success of any business strategy is largely
dependant on the conducive HR polices.

57
Q2. The Integration of HR Strategies with organizational Goals?

Responses No. of responses

Yes 20

No 0

All the Managers stated that there is obvious integration of HR strategies with
organizational goal. In fact the integration takes place at the functional and structural
level. The integration is visualized through the strategic implementation of the core HR
practice.

HR practices like, Training and development, performance appraisal and Recruitment and
selection are very often module according to the goal of the organization.

58
Q3. Core HR strategies important for integration

Strategic HR practices importance No. of responses

Training and Development 12

Performance Appraisal 8

Core HR practices

40% Taining and

development
performance
60% appraisal

Around 75 percent of the Managers believed that Training and development followed by
a conducive performance appraisal system are the most important H.R practices that
validate the true integration. They graded the importance of the training to be 60 % and
performance appraisal system to be 40 %. Through continuous training program the
corporate develops orientation amongst the employees to work together toward the
attainment of the greater organizational goal. Performance appraisal system up grades the
employee’s capabilities and ultimately motivates them to perform according to the goal
expectations.

Successful integrations generate better performance, which can be evidenced by the

continuous better performances of MUL, Honda SIEL, and Hero Honda. All the
managers believed that it is the integration that keeps the employees motivated and
results in the increase in the per capita productivity, which finally generates better
organizational performance.

59
4. Result of company services is better than competitors

Interpretation:

While asking about whether the Svran Infratel services are better from theother
competitors or not the response I got from the respondents that only 2% werehighly agree
14% were agree, 46% were neither agree nor disagree, 33% weredisagree while 5% were
highly disagree.

The respondents who were highly disagree was the result of delay inservices and more
charges as compared to other competitors.

60
5.PROMOTIONAL SCHEME RECEIVED BYOUTLETS

7%

9%

40%
Refilling 40%
Scratch card 26%
18%
Under the Crown 18%
Gifts 9%
Discount & Rebate 7%

26%

UTC, Refilling & Scratch card Scheme is most popular & known scheme received by
maximum outlets .Gift and Discount /Rebate schemes are not received by maximum
outlets because they have some conditions to be fulfilled for getting it.

6. PROMOTIONAL SCHEMES APPRECIATED BY THE OUTLETS

61
Result of company services is better than competitors

Interpretation:

While asking about whether the Svran Infratel services are better from theother
competitors or not the response I got from the respondents that only 2% werehighly agree
14% were agree, 46% were neither agree nor disagree, 33% weredisagree while 5% were
highly disagree.

The respondents who were highly disagree was the result of delay inservices and more
charges as compared to other competitors.

7.Promotional tools Available at different outlets

62
 H. REWARDS AND RECOGNITION

1. Are you satisfied with the monetary rewards?

Monetary Rewards

33%

Agree
Disagree

INTERPRETATION: Regarding monetary rewards, 67% of the employees

are satisfied whereas 33% of the employees are not satisfied. It means that
some of the employees want to implement non-monetary rewards in the
organization.

63
8.Result of satisfaction level among customers with
Svran Infratel.

Result of satisfaction level among customers with Svran Infratel Ltd

Interpretation

Here we can easily see that from 100 customers, 72% are satisfied with the services of
the company but apart from them rest of 28% is completely dissatisfied with the services
of the company.

This pie-chart corroborate the fact that Strategic marketing, today, has gone beyond only
meeting Sales targets and generating profit volumes. It shows that all the competitors are
striving hard not only to woo the customers but also to make them Brand loyal
by generating customer satisfaction.

Once the customer will be satisfied then only they will become loyal otherwise the
company not only looses them but also will their reference customer.

64
9:- Result of company services is better than competitors

Interpretation:

While asking about whether the Svran Infratel Ltd services are better from theother
competitors or not the response I got from the respondents that only 2% werehighly agree
14% were agree, 46% were neither agree nor disagree, 33% weredisagree while 5% were
highly disagree.

The respondents who were highly disagree was the result of delay inservices and more
charges as compared to other competitors.

65
66
 LIMITATIONS OF THE STUDY

1. Time might be the biggest constraint in my research study, since it might not give me
the freedom to spend the kind of attention, which I would have otherwise spend.

2. It might prove to be tedious and difficult job to collect primary data for my research work
since, not many companies might be willing to share their internal information with the
researcher.

3. Lack of proper information and experience due to short period of time.

4. Some employees did not answer all the questions or do not have time to answer.

67
 Recommenadation
As the present study is a time bound project. Naturally, certain limitations are to be
imposed keeping the limitations in view the followings recommendations /suggestions
are to be made for further research work in this field:

 The study was done on the sample size of 50 employees. The sample size can
also be increased to get the better results in the future.

 In this study, sex discrimination has not shown, the same study can also done on
male-female employees separately.

 In the study, the conclusion of the responses of all the candidates was taken
collectively. for the better results ,the responses of the respondents can also be
taken separately on the basis of their grades.

 In the present study, the workers did not get enough time to fill the Performa
during their working hours, so the employee can also be given a free period of
time i.e. half an hour or one hour for filling Performa.

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FINDINGS:-

 To some extent company has pre set-criteria for sorting the candidate’s
applications.

 Concerned departmental head is given special attention while selecting a

candidate of the department.

 Employees are in the favor of physical examination and reference check after
selection of candidate.

 Orientation is given to new join employees, still employees are in favor of its
improvement.

 Company mostly going for outsourcing to fill the vacancies of the company.

 Work experience must be necessary for applying in MSIL.

 MSIL adopts participative management style in the organization.

 MSIL conduct exit interview in organization.

 MSIL follow all type of communication channel.

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 Conclusion

Training and development programs play a vital role in every organization. These
programs improve Employee Performance at workplace, it updates Employee Knowledge
and enhances their personal Skills and it helps in avoiding Managerial Obsolescence.
With the use of these programs, it is easier for the management to evaluate the job
performance and accordingly take decisions like employee Promotion, rewards,
compensations, welfare facilities, etc. These training programs also help the managers in
succession planning, employee retention and motivation. It creates Efficient and Effective
employees in the Organization. The need for training & development is determined by
the employee’s performance deficiency, computed as follows: Training & Development
need = Standard performance – Actual performance Training enhances the overall
performance of an organization in various ways. The major areas where employees are
normally trained in an organization are Soft- skill Development, Personality
Development, Interpersonal Relationship, Problem solving techniques, Managerial and
Supervisory Training Program, quality improvement programs, technical processes,
quality circle programs, Time management skills, employee efficiency development
programs, violence prevention programs, regulatory compliances, goal setting and
implementation of programs, workplace safety management, workplace communication,
and so on. Training enables the employees to develop their skills within the organization
and hence naturally helps to increase the organization’s market value, earning power of
the employees and job security of the employees. Training moulds the employee’s
attitude and helps them to achieve a better cooperation within the organization. Training
and Development programs improve the quality of work-life by creating an employee
supportive workplace.

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BIBLIOGRAPHY
WEBSITES:
1. www.businesscentered.com
2. www.google.com
3. www.scribd.com
4. www.whirlpool.com

Mamoria, C.B and Gankar, S.V (2002) “Human Resource Management” Published by
Himalaya Publishing House.

Virmani, B.R. And Seth Premila (1985) “Evaluating Management Training and
Development” Published By Vision Book Pvt Ltd

Human Resource Management- a perspective Harward Business Review 2000

Economic Times, Business World

www.indiainfoline.com

www.svarn.com

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 QUESTIONNAIRE

Q1. Integration of HRM with corporate strategy?

 Agree  Moderately Agree

 Neutral

Q2. The Integration of HR Strategies with organizational Goals?

 Yes  No

Q3. Performance standards are carefully developed on the basis of employees’ opinion.
 Fully agree  Agree  Neither agree nor disagree

Q4. Core HR strategies important for integration

 Training and Development  Performance Appraisal

Q5. Do you have formal appraisal system in your organization?
 Yes  No

Q6. How Frequently You Go For Training?

 Frequently  Non-frequently
 Monthly  Quarterly
 Half yearly  Annually
 Frequently

Q7. Any Feedback Taken?

 Yes  No

Q8. Kind of Training?

 In house  Outhouse

 Online  Offline
 All above

Q9. Need Identification?

 Superior assessment  Employee himself
 Appraisal

Q10. The Integration of HR Strategies With organizational Goals?

 Existence of integration

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 s
Q11. Does the management give importance to strategic training?
 Yes  No

Q12. Do the training practices help the employees in improving their career?
 Yes  No

Q13. Does the developmental activity help the management in identifying, analyzing,
forecasting, and planning changes needed in company’s HR area?
 Yes  No

Q14. Does a training and development activity help the organization to maintain
employee retention rate?
 Yes  No

Q15. Does a training and development program facilitate the organization in increasing
the return in investment?
 Yes  No

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