RESEARCH PROJECT

ON
HUMAN RESOURCE MANAGEMENT

Submitted in the Partial fulfilment of the requirements for the award of

The Degree of

MASTER OF BUSINESS ADMINISTRATION

(SESSION 2023-2025)
At

DEPARTMENT OF MANAGEMENT STUDIES

J.C. BOSE UNIVERSITY OF SCIENCE AND TECHNOLOGY
YMCA, FARIDABAD – 121006

Submitted To: Submitted By:

Controller of Examination Name: Chanchal
JCBUST YMCA, Faridabad Class:MBA 4th Sem
University Roll No.:23032701006
Regn. No.23-AITM-701006

ADVANCED INSTITUTE OF TECHNOLOGY & MANAGEMENT, PALWAL

1
 ACKNOWLEDGEMENT

This project has been a great learning experience for me & I would like to express
my sincere gratitude to all the people who guide me through the project and
without the valuable guidance and suggestions of these people this project would
not have been completely achievement.

I would like to express my sincere gratitude to my Project guide & Supervisor Ms.
SHREETY CHAKRABORTY , Assistant Professor of Management Department at
AITM, PALWAL for their continuous support & guidance towards making this
project achievement.

I would also like to thank Mr. BRIJESH BHARDWAJ , HOD( Management

Department) at AITM, PALWAL for their kind guidance towards analysing the
requirements of the project to be developed.

I am also grateful to “Advanced Institute of Technology and Management (AITM)

,PALWAL” for providing me with the necessary resources and academic support.

I would also like to show my greatest appreciation to all those who have directly &
indirectly supported me with their encouragement & guidance. Without their
encouragement & guidance this project would not have been a achievement.

(Chanchal)

2
ADVANCED INSTITUTE OF TECHNOLOGY & MANAGEMENT

DEPARTMENT OF MANAGEMENT STUDIES

CERTIFICATE

This is to certify that Chanchal University Roll Number 23032701006 Registration

Number 23-AITM-701006 of Class- MBA-4th semester has completed the Research
Project on titled Human Resource Management Course Code – MGT-203 under my
supervision in partial fulfilment of the requirement for the award of the degree of
MASTER OF BUSINESS ADMINISTRATION.

Ms. SHREETY CHAKRABORTY

Name and Signature of the Supervisor

3
 DECLARATION

I, Chanchal hereby declare that the “RESEARCH PROJECT” entitled “Human

Resource Management submitted by me to the J.C. BOSE UNIVERSITY OF
SCIENCE AND TECHNOLOGY YMCA , FARIDABAD , in partial fulfilment of the
requirement for the award of the degree of Master of Business Administration under
the guidance & supervision of Ms. SHREETY CHAKRABORTY , Assistant
Professor ( Management Department) at AITM, PALWAL.

I further declare that it has not been submitted elsewhere by any other person in any
of the institutes for the award of any degree.

Place: Chanchal
Date:

4
 CONTENTS

Sr. No. Content Page No

Chapter -1 Introduction 6-22

Chapter-2 Literature review 23-52

Chapter-3 Research Methodology 53-84

Chapter -4 Data Analysis and Interpretation 85-94

Chapter -5 Findings 95-99

Chapter-6 Conclusion 100-102

Chapter -7 Suggestion & Recommendations 103-109

Chapter-8 Bibliography 110-111

Chapter- 9 Questionnaire 112-114

5
 CHAPTER – 1
INTRODUCTION

6
Introduction to Human Resource Management (HRM)

Human Resource Management (HRM) is the strategic approach to managing an organization's

most valuable asset—its people. HRM involves the process of recruiting, hiring, training,
developing, and retaining employees. It is a crucial aspect of any organization, ensuring that the
right people are in the right roles, motivated, and working efficiently to meet the company’s
goals.

Here are the key components of Human Resource Management:

1. Recruitment and Selection

This is the process of attracting, screening, and selecting qualified candidates for job
positions within the organization.
Effective recruitment ensures that the organization has a skilled workforce that can
contribute to its success.

2. Training and Development

HRM is responsible for providing employees with the necessary skills and knowledge to
perform their jobs effectively.
It also includes opportunities for professional development and career growth, such as
workshops, courses, and on-the-job training.

3. Compensation and Benefits

HRM manages the design and implementation of employee compensation structures,

including salaries, bonuses, benefits (such as health insurance and retirement plans), and
other perks.
Fair and competitive compensation is crucial for employee satisfaction and retention.

4. Employee Relations

HRM ensures that there is a positive working environment and that any issues between
employees and management are addressed effectively.
It involves managing conflict, ensuring legal compliance, and maintaining a healthy
organizational culture.
7
5. Performance Management

HRM establishes systems for monitoring and evaluating employee performance.

Regular performance appraisals help in identifying strengths, weaknesses, and areas for
improvement, which contribute to both individual and organizational growth.

6. Health, Safety, and Well-being

Ensuring that employees work in a safe and healthy environment is a key HRM
responsibility.
HRM programs often include wellness initiatives, work-life balance support, and policies
for preventing workplace injuries.

7. Compliance and Legal Issues

HRM ensures that the organization complies with labor laws and regulations, such as
equal employment opportunity, minimum wage, and workplace safety.
It also manages employee contracts and grievances in line with legal requirements.

8. Succession Planning

HRM plans for future leadership and talent needs by identifying and preparing high-
potential employees to take on key roles as the organization grows or as employees retire
or leave.

The Role of HRM in Organizational Success:

HRM plays a vital role in aligning the workforce with the strategic goals of the organization. By
focusing on the well-being, development, and motivation of employees, HRM helps create a
productive, positive, and sustainable work environment.

Ultimately, HRM is about ensuring that organizations are not only compliant with laws and
regulations but also effectively leveraging human talent to achieve business objectives.

8
1.1 INTRODUCTION AND MEANING
Human Resources are the wealth of an organization which can help it in achieving its goals.
Human resource management is concerned with the human beings in an organization. It reflects
a new outlook which views organization’s manpower as its resources and assets. Human
resource is the total knowledge, abilities, skills, talents and aptitudes of an organization’s
workforce. The values, ethics, beliefs of the individuals working in an organization also form a
part of human resource. In the present complex environment, no business or organization can
exist and grow without appropriate human resources. So human resource has become the focus
of attention of every progressive organization. Human resource management is that process of
management which develops and manages the human elements of an enterprise. It is not only the
management of skills but also the attitudes and aspirations of people. When individuals come to
a work place, they come with not only technical skills, knowledge, experience etc., but also with
their personal feelings, perceptions, desires, motives, attitudes, values etc. So HRM means
management of various aspects of human resources. An important element of human resource
management is the humane approach while managing people. This approach helps a manager to
view his people as an important resource. It is an approach in which manpower resources are
developed not only to help the organization in achieving its goals but also to the self satisfaction
of the concerned persons. On the one hand this approach focuses on human resource
development, and on the other hand it focuses on effective management of people on the other.
1.2 DEFINITION OF HUMAN RESOURCE MANAGEMENT It is a process by
which the people and organizations are bound together in such a way that both of them are able
to achieve their objectives. According to Flippo, “Human resource management is the planning,
organizing, directing and controlling of the procurement, development, compensation,
integration, maintenance and reproduction of human resources to the end that individual,
organizational and societal objectives are accomplished. ” This definition reveals that human
resource management is that aspect of management which deals with the planning, organizing,
directing and controlling the personnel functions of an enterprise. The purpose of these functions
is to assist in the achievement of basic organizational, divisional and societal goals. According to
Institute of Personnel Management (U.K.) : “Personnel Management is an integral but distinctive
part of management concerned with people at work and their relationships within the enterprise.
It seeks to bring together into an effective organization the men and women who staff the
enterprise enabling each to make his/her best contribution to its success, both as a member of a

9
working group and as an individual. It seeks to provide relationship within the enterprise that are
conducive both to effective work and human satisfaction.
1.3 FEATURES OF HRM It has the following features:
1 Pervasive force: HRM is pervasive in nature. It is present in all enterprises. It permeates all
levels of management in an organization.
2 Action oriented: HRM focuses attention on action, rather than on record keeping, written
procedures or rules. The problems of employees at work are solved through rational policies.
3 Individually oriented: It tries to help employees develop their potential fully. It encourages
them to give their best to the organization. It motivates employees through a systematic process
of recruitment, selection, training and development coupled with fair wage policies.
4 People oriented: HRM is all about people at work, both as individuals and groups. It tries to put
people on assigned jobs in order to produce good results. The resultant gains are used to reward
people and motivate them towards further improvements in productivity.
5 Future oriented: Effective HRM helps an organization in meeting its goals in the future by
providing for competent and well-motivated employees.
6 Development oriented: HRM intends to develop the full potential of employees. The reward
structure is tuned to the needs of employees. Training is offered to sharpen and improve their
skills. Employees are rotated on various jobs so that they gain experience and exposure. Every
attempt is made to use their talents fully in the service of organizational goals.
7 Integrating mechanism: HRM tries to build and maintain cordial relations between people
working at various levels in the organization. In short, it tries to integrate human assets in the
best possible manner in the service of an organization.
8 Comprehensive function: HRM is, to some extent, concerned with any organizational decision
which has an impact on the workforce or the potential workforce. The term ‘workforce’ signifies
people working at various levels, including workers, supervisors, middle and top managers. It is
concerned with managing people at work. It covers all types of personnel. Personnel work may
take different shapes and forms at each level in the organizational hierarchy but the basic
objective of achieving organizational effectiveness through effective and efficient utilization of
human resources, remains the same. “It is basically a method of developing potentialities of
employees so that they get maximum satisfaction out of their work and give their best efforts to
the organization”. (Pigors and Myers)

10
9 Auxiliary service: HR department exist to assist and advise the line or operating managers to
do their personnel work more effectively. HR Manager is a specialist advisor. It is a staff
function.
10 Inter-disciplinary function: HRM is a multi-disciplinary activity, utilizing knowledge and
inputs drawn from psychology, sociology, anthropology, economics, etc. To unravel the mystery
surrounding the human brain, managers, need to understand and appreciate the contribution of all
such ‘soft’ disciplines.
11 Continuous function: According to Terry, HRM is not a one shot deal. It cannot be practiced
only one hour each day or one day a week. It requires a constant alertness and awareness of
human relations and their importance in every day operations.
1.4 SCOPE OF HRM The scope of HRM is very wide. Research in behavioural sciences,
new trends in managing knowledge worker and advances in the field of training have expanded
the scope of HR function in recent years. The Indian Institute of Personnel Management has
specified the scope of HRM thus: Personnel aspect: This is concerned with manpower planning,
recruitment, selection, placement, transfer, promotion, training and development, lay off and
retrenchment, remuneration, incentives, productivity etc. Welfare aspect:

HUAMAN RESOURCE MANAGEMENT

Human Resource Management :-

Introduction :-
Human Resource Management includes the vital tasks of recruiting, screening,
interviewing, training, appraising, disciplining, rewarding, and developing the
employee, both for business and non-profit enterprises.

11
Human resource management is organizing, coordinating, and managing employees
within an organization to carry out an organization's mission, vision, and goals. This
includes recruiting, hiring, training, compensating, retaining, and motivating employees.

When was HRM introduced?

The History of Human Resource Management (HRM) begins around the end of the
19th century, when welfare officers (sometimes called welfare secretaries') came
into being. They were women and involved with the protection of women and girls.
Their creation was a reaction to the: Harshness of industrial conditions.

12
 Concept of Human Resource Management :-

Human Resource Management is the process of recruiting, selecting, inducting

employees, providing orientation, imparting training and development, appraising the
performance of employees, deciding compensation and providing benefits,
motivating employees, maintaining proper relations with employees and their trade ...

An Overview: Scope of Human Resource Management :-

This includes recruiting, hiring, and onboarding new employees. HRM also oversees

employee relations, benefits, and payroll. In recent years, the scope of HRM has

expanded to include strategic planning, talent management, and employee development.

The importance of human resource management:-

The role of HRM practices are to manage the people within a workplace to achieve the

organization's mission and reinforce the culture. When done effectively, HR managers can

help recruit new professionals who have skills necessary to further the company's goals as

well as aid with the training and development of current employees to meet objectives.

13
A company is only as good as its employees, making HRM a crucial part of
maintaining or improving the health of the business. Additionally, HR managers can
monitor the state of the job market to help the organization stay competitive. This
could include making sure compensation and benefits are fair, events are planned to
keep employees from burning out and job roles are adapted based on the market.

14
PROCESS OF HRM

15
Modern HRM History:-

The birth of modern human resource management can be traced back to the 18th
century. The British Industrial Revolution, giving rise to many large factories,
created an unprecedented spike in worker demand.

With many of these laborers putting in long hours (often clocking in around 16-hour
workdays), it became increasingly apparent that the happiness of workers had a strong
positive correlation with productivity. Seeking to maximize return on investments,
worker satisfaction programs started to be introduced. Furthermore, factory labor
conditions brought worker safety and rights to the forefront of legal attention.

Early HR departments within organizations in the 20th century were often known as
personnel management departments. The personnel management departments dealt
with legal compliance and employee-related issues, and also implemented worker
satisfaction and safety programs within the workplace. Following WWII in the United
States, personnel management departments looked to the Army's training programs
and started to make employee training a point of emphasis.

HR departments started to assume the name of "human resources" in the 1970s. The
primary factor that differentiates HR from personnel management is the technological
enablement of better communications and access to individual employee information.

HRM trends

Job opportunities for careers in human resource management remain strong. The
Wall Street Journal, in an analysis of data released by the Bureau of Labor Statistics
th
(BLS), ranked the "HR manager" job title as the 35 (out of 800) most promising
prospect, based on median salaries in 2018 and projected job openings in 2028.

Generally speaking, human resources as a field is on the upswing. Companies

are increasingly recognizing the strategic difference a good HR department can

make and are investing in them

16
 accordingly. As a result, HR jobs are growing in demand. There is expected to be a 7%

growth in HR manager job titles alone within the United States from 2018 to 2028.

Furthermore, salary prospects remain strong, with the median HR manager salary currently

sitting at around $113,000. For HR specialist positions, median salaries sit at around $60,000.

The Role of HRM:-

Keep in mind that many functions of HRM are also tasks other department
managers perform, which is what makes this information important, despite
the career path taken. Most experts agree on seven main roles that HRM plays
in organizations. These are described in the following sections.

Compensation and Benefits Administration:-

HRM professionals need to determine that compensation is fair, meets industry standards,
and is high enough to entice people to work for the organization. Compensation includes
anything the employee receives for his or her work. In addition, HRM professionals need to
make sure the pay is comparable to what other people performing similar jobs are being
paid. This involves setting up pay systems that take into consideration the number of years
with the organization, years of experience, education, and similar aspects. Examples of
employee compensation include the following:

Pay
Health benefits
401(k) (retirement
plans) Stock
purchase plans
Vacation
time Sick
leave
Bonuses
Tuition reimbursement

17
1.1 INTRODUCTION AND MEANING
Human Resources are the wealth of an organization which can help it in achieving its goals. Human
resource management is concerned with the human beings in an organization. It reflects a new
outlook which views organization’s manpower as its resources and assets. Human resource is the
total knowledge, abilities, skills, talents and aptitudes of an organization’s workforce. The values,
ethics, beliefs of the individuals working in an organization also form a part of human resource. In
the present complex environment, no business or organization can exist and grow without
appropriate human resources. So human resource has become the focus of attention of every
progressive organization. Human resource management is that process of management which
develops and manages the human elements of an enterprise. It is not only the management of skills
but also the attitudes and aspirations of people. When individuals come to a work place, they come
with not only technical skills, knowledge, experience etc., but also with their personal feelings,
perceptions, desires, motives, attitudes, values etc. So HRM means management of various aspects
of human resources. An important element of human resource management is the humane approach
while managing people. This approach helps a manager to view his people as an important resource.
It is an approach in which manpower resources are developed not only to help the organization in
achieving its goals but also to the self satisfaction of the concerned persons. On the one hand this
approach focuses on human resource development, and on the other hand it focuses on effective
management of people on the other.
1.2 DEFINITION OF HUMAN RESOURCE MANAGEMENT It is a process by which the
people and organizations are bound together in such a way that both of them are able to achieve their
objectives. According to Flippo, “Human resource management is the planning, organizing,
directing and controlling of the procurement, development, compensation, integration, maintenance
and reproduction of human resources to the end that individual, organizational and societal
objectives are accomplished. ” This definition reveals that human resource management is that
aspect of management which deals with the planning, organizing, directing and controlling the
personnel functions of an enterprise. The purpose of these functions is to assist in the achievement of
basic organizational, divisional and societal goals. According to Institute of Personnel Management
(U.K.) : “Personnel Management is an integral but distinctive part of management concerned with
people at work and their relationships within the enterprise. It seeks to bring together into an
effective organization the men and women who staff the enterprise enabling each to make his/her
best contribution to its success, both as a member of a working group and as an individual. It seeks

18
to provide relationship within the enterprise that are conducive both to effective work and human
satisfaction.
1.3 FEATURES OF HRM It has the following features:
1 Pervasive force: HRM is pervasive in nature. It is present in all enterprises. It permeates all levels
of management in an organization.
2 Action oriented: HRM focuses attention on action, rather than on record keeping, written
procedures or rules. The problems of employees at work are solved through rational policies.
3 Individually oriented: It tries to help employees develop their potential fully. It encourages them to
give their best to the organization. It motivates employees through a systematic process of
recruitment, selection, training and development coupled with fair wage policies.
4 People oriented: HRM is all about people at work, both as individuals and groups. It tries to put
people on assigned jobs in order to produce good results. The resultant gains are used to reward
people and motivate them towards further improvements in productivity.
5 Future oriented: Effective HRM helps an organization in meeting its goals in the future by
providing for competent and well-motivated employees.
6 Development oriented: HRM intends to develop the full potential of employees. The reward
structure is tuned to the needs of employees. Training is offered to sharpen and improve their skills.
Employees are rotated on various jobs so that they gain experience and exposure. Every attempt is
made to use their talents fully in the service of organizational goals.
7 Integrating mechanism: HRM tries to build and maintain cordial relations between people
working at various levels in the organization. In short, it tries to integrate human assets in the best
possible manner in the service of an organization.
8 Comprehensive function: HRM is, to some extent, concerned with any organizational decision
which has an impact on the workforce or the potential workforce. The term ‘workforce’ signifies
people working at various levels, including workers, supervisors, middle and top managers. It is
concerned with managing people at work. It covers all types of personnel. Personnel work may take
different shapes and forms at each level in the organizational hierarchy but the basic objective of
achieving organizational effectiveness through effective and efficient utilization of human resources,
remains the same. “It is basically a method of developing potentialities of employees so that they get
maximum satisfaction out of their work and give their best efforts to the organization”. (Pigors and
Myers)
9 Auxiliary service: HR department exist to assist and advise the line or operating managers to do
their personnel work more effectively. HR Manager is a specialist advisor. It is a staff function.

19
10 Inter-disciplinary function: HRM is a multi-disciplinary activity, utilizing knowledge and inputs
drawn from psychology, sociology, anthropology, economics, etc. To unravel the mystery
surrounding the human brain, managers, need to understand and appreciate the contribution of all
such ‘soft’ disciplines.
11 Continuous function: According to Terry, HRM is not a one shot deal. It cannot be practiced only
one hour each day or one day a week. It requires a constant alertness and awareness of human
relations and their importance in every day operations.
1.4 SCOPE OF HRM The scope of HRM is very wide. Research in behavioural sciences, new
trends in managing knowledge worker and advances in the field of training have expanded the scope
of HR function in recent years. The Indian Institute of Personnel Management has specified the
scope of HRM thus: Personnel aspect: This is concerned with manpower planning, recruitment,
selection, placement, transfer, promotion, training and development, lay off and retrenchment,
remuneration, incentives, productivity etc. Welfare aspect:

20
21
22
 CHAPTER – 2

REVIEW OF LITERATURE

23
24
TRAINING AND DEVELOPMENT:
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

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

25
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

26
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

27
 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.

28
 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

2
29
 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?

30
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

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.

31
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.

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

32
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.

33
 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

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.

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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.

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

35
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

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.

36
 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.

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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.

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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.

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 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.

40
 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.

Essential characteristics of an effective appraisal system:

1. Reliability and validity:

41
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.

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

42
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:

- 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.

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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

Training and development programs

Feedback.

Who will appraise?

Supervisors

Peers

Subordinates

Self-appraisal

Users of services

Consultants

At “Luneblaze” There are 3 levels:

44
 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

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 Methods of performance appraisal:

PERFORMANCE APRAISAL TECHNIQUES

Multi-person
Individual evaluation Other
evaluation
Method methods
Method

Ranking Performance tests

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

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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.

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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 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.

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Definition

Wages have at least two connotations from the standpoints of employers and employees in
organizational settings. First, the employers perceive wages as a cost of their business efforts and
are keen to reduce labor cost per unit of output. Second, employees consider wages as means for
satisfying their needs in terms of expected standard. They desire to receive at least as much
remuneration as other individuals equipped with similar skills get for doing similar work.

At Luneblaze the bell curve system is followed in slabs based on KRA achievement as below:

<90%----Poor contributor

90%- 100%---Good contributor

100%-115%---Significant contributor

115% - 125% ---exceptional contributor

These KRAs are given in year beginning and checked mid-term based on KPIs (kept
Performance Indicators). These are also regularly monitored in monthly reviews with reasons.

Elements

There are seven elements or issues in wage and salary administration:

1. Pay levels relate to the problem as to whether the wage structure is high, average or low.

2. Internal pay structure relates to the hierarchy f pay rates, pay grades, and job
classification.

3. Individual pay system relates to the classification of individuals into job titles and pay
grades involving determination of how much compensation they should be paid.

4. Payment by time relates to remuneration paid in terms of time spent on the job.

5. Fringe benefits and pay supplements in the form of insurance, pensions, paid holidays,
bonuses, profit sharing and allied factors.

6. Control of wages and salaries it is exerted by several measures such as a table of

organization, annual review of job classifications, evaluation of incentive plans and
careful budgeting of pay increases.

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Wage components

There are five wage components: basic wage, dearness allowance, overtime, bonus and fringe
benefits.

Basic Wage It is stable wage paid over a period of time-monthly, weekly or daily. It can also be
considered as the normal rate for a specified level of output. Thus for a particular job involving
its varied requirement such as skills and training, it commands a price to get it done. It does not
fluctuate.

Dearness allowance (DA):-The system of DA payment was used for the first time after World
War I to enable the workers to meet the steep rise in prices of essential commodities such as
food-stuffs. Although called by various names, the special allowance thus paid aimed at
neutralizing the high cost of living and protect the real wages of the wage earners. In other
words, the major purpose of DA payment was to provide relief to the workers confronted with
inflationary conditions by attempting to offset the cost of living with additional allowance.

Incentives:-Incentives refer to variable rewards granted to the individuals in terms of changes in

specific results in organizational settings. They are devised to play a causal role in conjunction
with rewarding the effect.

Fringe Benefits:- These refers to benefits such as payment for vacations, holidays, sick leaves,
work clothes, eating time, transportation, insurance protection, pension programs and allied
issues. In the past these things did not form an important component of the employee’s income
and were designated as ‘fringe benefits’. However at present these payments are a significant
part of the employee’s compensation system.

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:

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 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 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 Luneblaze 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

51
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 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.

52
 CHAPTER - 3
RESEARCH METHODOLOGY

53
RESEARCH METHODOLOGY
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

54
 theory-based research design which is created by gather, 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
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.

55
There are lots of sampling techniques which are grouped into two categories as

1. Probability Sampling

2. Non- Probability Sampling

56
1. Probability Sampling

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.

Introduction to Employee Motivation

Employee motivation is the driving force behind a workforce's energy, commitment, and
productivity. In today’s competitive business environment, organizations recognize that
motivated employees are crucial to achieving long-term success. Motivation influences how
employees perform their tasks, how they interact with others, and how invested they feel in their
work and the company’s goals. Whether through financial incentives, personal growth
opportunities, or a positive workplace culture, understanding what motivates employees allows
leaders to inspire higher performance, improve job satisfaction, and reduce turnover. As such,
employee motivation is not just a human resources concept—it is a strategic tool that can shape
the future of any organization.

Employee motivation is an intrinsic and internal drive to put forth the necessary effort and
action towards work-related activities. It has been broadly defined as the "psychological forces
that determine the direction of a person's behavior in an organisation, a person's level

57
of effort and a person's level of persistence". Also, "Motivation can be thought of as the
willingness to expend energy to achieve a goal or a reward. Motivation at work has been defined
as 'the sum of the processes that influence the arousal, direction, and maintenance of behaviors
relevant to work settings'." Motivated employees are essential to the success of an organization
as motivated employees are generally more productive at the work place.[3]

Motivational techniques

Motivation is the impulse that an individual has in a job or activity to reaching an end goal.
There are multiple theories of how best to motivate workers, but all agree that a well-motivated
work force means a more productive work force.

Taylorism

Fredrick Winslow Taylor was one of the first theorist to attempt to understand employee
motivation. His theory of scientific management, also referred to as Taylorism, analyzes the
productivity of the workforce. Taylor's basic theory of motivation, is that workers are motivated
by money. He viewed employees not as individuals, but as pieces of a larger workforce; in doing
so his theory stresses that giving employee's individual tasks, supplying them with the best tools
and paying them based on their productivity was the best way to motivate them. Taylor's theory
developed in the late 1890s and can still be seen today in industrial engineering and
manufacturing industries.[4]

Hawthorne effect

In the mid 1920s another theorist, Elton Mayo along with Fritz Roethlisberger and William
Dickson from the Harvard Business School, began studying the workforce. His study of
the Hawthorne Works, lead him to his discovery of the Hawthorne effect. The Hawthorne
effect is the idea that people change their behavior as a reaction to being observed. Mayo found
that employee's productivity increased when they knew they were being watched. He also found
that employees were more motivated when they were allowed to give input on their working
conditions and that input was valued. Mayo's research and motivational theories were the start of
the Human Relations school of management.

58
However, today there are studies and systematic reviews are conducted to find out whether the
Hawthorne effect exists, and the level of impact it can make under certain conditions.

Gratitude in advance

Thanking employees can help them, especially if done before they engage in difficult or
distressing tasks. A study conducted in 2024 showed that gratitude can help increase employees’
sense of social worth regarding themselves, which helps them to persist challenges more
effectively than if the gratitude is expressed after the task.

Job design

The design of an employee's job can have a significant effect on their job motivation. Job
design includes designing jobs that create both a challenging and interesting task for the
employee and is effective and efficient for getting the job done.[7] Four approaches to job design
are:

1. Job Simplification: The goal of this job design approach is to standardize and specialize
tasks. This approach does not always lead to increased motivation because the jobs can
become mundane over time.
2. Job Enlargement: The goal of this job design approach is to combine tasks to give the
employee a greater variety of work.
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 3. Job Rotation: The goal of this job design approach is to move workers to different tasks
periodically.
4. Job Enrichment: The key to job design employee motivation, this approach aims to
enhance the actual job by building up the employee through motivational factors.

Several studies validate the effectiveness of using job design techniques to increase employee
motivation. A study conducted by Campion and Thayer used a job design questionnaire to
determine how job designs fostering motivation affected employees. Campion and Thayer found
that jobs with more motivational features have lower effort requirements, a better well-being,
and fewer health complaints. The study also found that jobs scoring high on the motivational
subscale of the questionnaire contained employees who were more satisfied and motivated, had a
higher rating pertaining to job performance, and had fewer absences. Hackman. conducted a
study pertaining to work redesign and how redesigning work could improve productivity and
motivation through job enlargement or enrichment. The study's results found that redesigning a
job can improve the quality of the product or service that is provided, increase the quantity of
work, and can increase work satisfaction and motivation. The last study on job design was
conducted by Dunham, who wanted to determine if there was a relationship between job design
characteristics and job ability and compensation requirements. Dunham believed organizations
were overlooking job ability requirements and compensation when they enlarged or enriched
employee's jobs. The study found that organizations were not taking into account the increased
job ability requirements that job enrichments or enlargements entail nor were the organizations
increasing compensation for employees who were given extra tasks and/or more complex tasks.

Rewards

Using rewards as motivators divides employee motivation into two

categories: intrinsic and extrinsic motivation. Intrinsic rewards are internal, psychological
rewards such as a sense of accomplishment or doing something because it makes one feel good.
Extrinsic rewards are rewards that other people give to you such as a money, compliments,
bonuses, or trophies. This applies to Douglas McGregor's Scientific Theory that formed Theory
X, which applies to the extrinsic wants of employees. The basis for the motivation is supervision
structure and money. Scientific Theory is based on the grounds that employees don't want to
work so they have to be forced to do their job, and enticed with monetary compensation.Theory
Y, also derived from McGregor's theory, says that employees are motivated by intrinsic or

60
personal reward. With this theory different factors can be used to heighten the intrinsic benefit
that employees are receiving at their job."

Many studies have been conducted concerning how motivation is affected by rewards resulting
in conflicting and inconsistent outcomes. Pierce, Cameron, Banko, and So conducted a study to
examine how extrinsic rewards affect people's intrinsic motivation when the rewards are based
on increasingly higher performance criteria. Pierce et al. found that rewarding people for meeting
a graded level of performance, which got increasingly more difficult, spent more time on the
study's activities and experienced an increase in intrinsic motivation. Participants who were not
rewarded at all or only rewarded for maintaining a constant level of performance experienced
less intrinsic motivation. Another study that examined the effects of extrinsic rewards on
intrinsic motivation was conducted by Wiersma. Wiersma conducted a meta-analysis to
summarize the inconsistent results of past studies. The meta-analysis by Wiersma concluded that
when extrinsic rewards are given by chance, they reduce intrinsic motivation. This result is
supported when task behavior is measured during a free-time period. However, it is not
supported when task performance is measured when the extrinsic reward is in effect
Wiersma also found that these results cannot be generalized to all situations. A study conducted
by Earn also examined the effects of extrinsic rewards on intrinsic motivation. Earn wanted to
know if extrinsic rewards affected a person's intrinsic motivation based on the subject's locus of
control. Earn found that pay increases decreased intrinsic motivation for subjects with an
external locus of control whereas pay increases increased intrinsic motivation for subjects with
an internal locus of control. The study also found that when the controlling aspect of the extrinsic
reward was made pertinent by making pay dependent on a certain amount of performance, higher
pay undermined the intrinsic motivation of subjects and their locus of control was not relevant.

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 Intrinsic rewards: Job Characteristics Model

The Job Characteristics Model (JCM), as designed by Hackman and Oldham attempts to use job
design to improve employee intrinsic motivation. They show that any job can be described in
terms of five key job characteristics:[16][17]

1. Skill Variety - the degree to which the job requires the use of different skills and talents
2. Task Identity - the degree to which the job has contributed to a clearly identifiable larger
project
3. Task Significance - the degree to which the job affects the lives or work of other people
4. Autonomy - the degree to which the employee has independence, freedom and discretion
in carrying out the job
5. Task Feedback - the degree to which the employee is provided with clear, specific,
detailed, actionable information about the effectiveness of his or her job performance

The JCM links the core job dimensions listed above to critical psychological states which results
in increased employee intrinsic motivation. This forms the basis of this "employee growth-need
strength." The core dimensions listed above can be combined into a single predictive index,
called the Motivating Potential Score.

Employee participation

1. Increase employee participation by implementing quality control "circles". Quality control

circles involve a group of five to ten problem solving employees that come together to solve
work-related problems such as reducing costs, solving quality problems, and improving
production methods. Other benefits from quality control circles include an improved employee-
management relationship, increased individual commitment, and more opportunities for
employee expression and self-development.[18]

A study by Marks et al. focused on assessing the effect that quality circles had on participating
employees and found that the attitudes of employees who participated in quality circles were
influenced in the areas concerning participation, decision making, and group communication.
Although group communication was influenced, communication through the organization as a
whole was not and neither was employee's personal responsibility for their work.

62
The results of this study suggest that quality circles can provide employees with informational
and social support that can help increase their motivation.

2. Increase motivation through employee participation by using open-book management. Open-

book management is when a company shares important financial data with employees. Sharing
the information empowers employees by putting trust into them.[19] Employees become
personally and meaningfully involved with the organization beyond just doing their assigned
tasks, which increases their motivation and production Open book management is a four-step
process. The first step involves employers sharing financial data with their employees.
Employees need to know how the company, as a whole, is doing financially. Next, employers
must teach their employees how to read and interpret the financial data. Employees can look at
all the data a company gives them; however, to understand the data, they must know how to
interpret the numbers. Third, employees have to be empowered to make necessary changes and
decisions for the success of the organization. Employers should treat their employees like
partners to promote increased employee motivation. The last step involves employers paying
their employees a fair share of profits through bonuses and incentives. Bonus numbers must be
attached to numbers that employees see regularly and can influence the financial data. With these
steps in mind, the friction between employees and between employee/management can be
drastically reduced.

Four factors must exist for any employee participation program to be successful:

 Have a profit-sharing or gain-sharing plan where both the employer and employee benefit
 Implement a long-term employment relationship to instill job security
 Make a concerted effort to build and maintain group cohesiveness
 Provide protection of the individual employee's rights

"Work motivation is a set of energetic forces that originate both within as well as beyond an
individual’s being, to initiate work-related behavior and to determine its form, direction,
intensity, and duration” (Pinder, 1998, p. 11).

63
Work-life balance is an employee's perception of how a proper balance between personal time,
family care, and work are maintained with minimal conflict. Employers can use work-life
balance as a motivational technique by implementing quality-of-work-life programs. Examples
of such programs include flextime, workplace wellness, and family support. Flexible work
schedules can allow an employee to work whenever they can as long as a certain number of
hours are worked each week and some employers allow their employees to work from home.
Sometimes employers utilize flextime schedules that allow employees to arrive to work when
they choose within specified limits. A wellness program can involve having an exercise facility,
offering counseling, or even having programs set up to help employees lose weight or stop
smoking cigarettes. Family support programs involve help with parenting, childcare, and some
programs allow employees to leave for family purposes.

One study found that men often identify themselves with their career and work roles while
women often identified themselves with the roles of mother, wife, friend, and daughter. The
Sloan Foundation found that even though women enjoy working as much as men, women prefer
to work nights and weekends if time needs to be made up instead of cutting their hours. A study
conducted by the Alliance for Work-Life Progress surveyed employees to find out the type of
workplace flexibility employees say they would like to use in the following year. Burrus et al.
found that 71 percent of people want an occasional opportunity to adjust their schedule, 57
percent want to work from a location other than their office, 73 percent want to make their work-
life flexibility arrangement official, and 12 percent want to work fewer hours.

Employee Engagement

A motivated employee becomes engaged in their workplace. Employee engagement is an

important part of an organization's success. Research has found that organizations with engaged
employees have three times higher profit margins compared to organizations with disengaged
employees. Shareholder returns, operating income, and revenue growth have also had higher
financial performance in employee engaged organizations. In addition, employee engagement is
linked to lower absenteeism within an organization. Employers who practice employee
motivation and engagement techniques in their organization will likely see an increase in overall
business performance.

64
Motivational theories
Maslow's hierarchy of needs

Abraham Maslow viewed motivation as being based on a hierarchy of needs, of which a person
cannot move to the next level of needs without satisfying the previous level. Maslow's hierarchy
starts at the lowest level of needs, basic physiological needs. Basic physiological
needs include air, water, and food. Employers who pay at least a minimal living wage will meet
these basic employee needs The next level of needs is referred to as safety and security needs.
This level includes needs such as having a place to live and knowing one is safe. Employers can
meet these needs by ensuring employees are safe from physical, verbal and/or emotional hazards
and have a sense of job security. The third level of needs is social affiliation and belonging. This
is the need to be social, have friends, and feel like one belongs and is loved. Implementing
employee participation programs can help fulfill the need to belong. Rewards such as
acknowledging an employee's contributions can also satisfy these social and love needs. The
fourth level on the hierarchy is esteem needs. This level is described as feeling good about one's
self and knowing that their life is meaningful, valuable, and has a purpose. Employers should use
the job design technique to create jobs that are important to and cherished by the
employee. These first four needs, Maslow called D-Needs (deficient)

The last level Maslow described is called self-actualization. Maslow called this the B-Need
(being). This level refers to people reaching their potential states of well-being. An employer
who ensures that an employee is in the right job and has all other needs met will help the
employee realize this highest need. "Maslow further expanded self-actualization into four needs:
cognitive, aesthetic, self-actualization, and self-transcendence."

65
 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

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.

66
 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.
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

67
 3. Induction manual etc. that were of consideration help to me.

Introduction:-

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
through 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 analysing 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 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

68
generalize the research but within stated limits. This means attempting to extract

understanding from one situation and to apply it to as many other situations as possible.

Research philosophy-

Research can be based on a philosophy of positivism or phenomenology

Positivism Positivism :-

It 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:-

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 proceeds – 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.

69
Positivism:-

Advantages :-

Wide coverage of the range of

situations. Can be fast and economical.
May be relevant to policy decisions when statistics are aggregated in large samples

Disadvantages :-

Methods tend to be flexible and artificial.

Not very effective in understanding processes or the significance people attach

to actions. Not very helpful in generating theories.

Because they focus on what is or what has been recently, they make it hard
for policy makers to infer what actions should take place in the future.

70
Phenomenology:-

Advantages:-

Can look at change processes over time.

Help to understand people’s meanings.
Help to adjust to new issues and ideas as they
emerge. Contribute to the development of new
theories.
Gather data that is seen as natural rather than artificial.

Disadvantages:-

Data gathering can take up a great deal of time and

resources. The analysis and interpretation of data may be
difficult.
May be harder than a positivist approach to control pace, progress and endpoints.
Policy makers may give low credibility to a phenomenological study.

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 NEED FOR STUDY

Introduction:-

It is also sometimes termed as 'need for study' or 'abstract'. Introduction is an

initial pitch of an idea; it sets the scene and puts the research in context. It should be designed to
create interest in the reader about the topic and proposal.

Study Research Papers

Make your research problem your starting point.

Describe how your research will add to the existing body of knowledge in the
field. Describe how your research will help society.

Mention the specific people or organizations who will benefit from your research.

Research is an activity that leads us to finding new facts, information, assisting us in verifying
the available knowledge and in making us question things that are difficult to understand as per
existing data. To be successful manager it is important for you to know how to go about making
the right decisions by being knowledgeable about the various steps involved in finding solutions
to problematic issues. It may be understood in following terms also:-

Research is a continuous activity in majority of disciplines and professions.

It is helpful in critical assessment of the way we work, execute policies, and

give instructions in our professions.

72
 In fact research is a subconscious activity that we are involved in at all times whether it
is purchase of daily use articles , a car, an electronic good or planning a holiday.

OBJECTIVES:-

Understand the meaning of research.

Distinguish between different kinds of researches.

Understand the importance, need and significance of the

research Understand research design and the process of research
design. Formulate a research problem and state it as a
hypothesis.

73
 CHARACTERISTICS OF RESEARCH:

Characteristics of research determine whether a research is free of biases, prejudices, and

subjective errors or not. The terms are very commonly used in research and the success of
any research depends on these terms. They can be summarised as:

Generalized.
Controlled.
Rigorous.
Empirical.
Systematic
Reliability.
Validity.

Employs hypothesis
Analytical &
Accuracy. Credibility.
Critical

1. Generalised:-

The researcher usually divides the identified population into smaller

samples depending on the resource availability at the time of research being conducted.
This sample is understood to be the appropriate representative of the identified population
therefore the findings should also be applicable to and representative of the entire
population. The analytical information obtained from studying these samples should be
give a fair idea of total population of being follower of particular ideology, beliefs, social
stigmas, driving force, etc.

74
2. Controlled:-
The concept of control implies that, in exploring causality in relation to
two variables (factors), you set up your study in a way that minimizes the effects of other
factors affecting the relationship. Some variables are classified as controlling factors and
the other variables may be classified as possible effects of controlling factors. Laboratory
experiments as in pure sciences like chemistry can be controlled but any study that
involves societal issues cannot be controlled.

3. Rigorous:-

One must be careful in ensuring that the procedures followed to find answers
to questions are relevant, appropriate and justified. Again, the degree of rigor varies
markedly between the physical and social sciences and within the social sciences.

4. Empirical:-

The processes adopted should be tested for the accuracy and each step should
be coherent in progression. This means that any conclusions drawn are based upon firm
data gathered from information collected from real life experiences or observations.
Empirical nature of research means that the research has been conducted following

75
 rigorous scientific methods and procedures. Quantitative research is easier to prove
scientifically than qualitative research. In qualitative research biases and prejudice are
easy to occur.

5. Systematic:-

The procedure or process being developed to undertake a study should be

carefully drafted to ensure that resources utilization is optimized. Chaotic or disorganized
procedures would never yield expected outcomes. The steps should follow a logical
sequence to get to the desired outcome.

6. Reliability-

This is a the degree to which the result of a measurement, calculation, or

specification can be depended on to be accurate. It is difficult to be measured accurately,
but now there are instruments which can estimate the reliability of a research. It is the
extent to which an experiment, test, measuring procedure, research, research instrument,
tool or procedure yields the same results on repeated trials. If any research yields similar
results each time it is undertaken with similar population and with similar procedures, it
is called to be a reliable research.

7. Validity & Verifiability:-

It is the extent to which a concept, conclusion or

measurement is well-founded and likely corresponds accurately to the real world. The
word "valid" is derived from the Latin validus, meaning strong. This should not be
confused with notions of certainty nor necessity. The validity of a measurement tool (for
example, a test in education) is considered to be the degree to which the tool measures
what it claims to measure. Validity is based on the strength of a collection of different
types of evidence. In terms of research validity is the strength with which we can make
research conclusions, assumptions or propositions true or false. Validation refers to
accuracy of measurement whether or not it measures what it is supposed to measure. It
also ascertains the application of research in finding the solution to an issue in different

76
 conditions. This gives a clear direction to the research activity. The findings of a study
should be verifiable by the researcher as well as anyone else who wants to conduct the
study on similar guidelines/ under similar conditions.

8. Employs Hypothesis:-

Any research definitely begins with formulation of a hypothesis.

It is a supposition or proposed explanation made on the basis of limited evidence as a
starting point for further investigation. A hypothesis can be defined as an educated guess
about the relationship between two or more variables. In simple words a hypothesis is an
idea around which one starts working before it is actually converted to research. A
question is what forms the base and is later termed as hypothesis and it may or may not
draw a logical outcome. Hypothesis may prove to be wrong or null or void after the study
is conducted. A hypothesis is an informed and educated prediction or explanation about
something. Part of the research process involves testing the hypothesis, and then
examining the results of these tests as they relate to both the hypothesis and the world
around you.

77
 When a researcher forms a hypothesis, this acts like a map through the research study. It
tells the researcher which factors are important to study and how they might be related to
each other or caused by a manipulation that the researcher introduces (e.g. a program,
treatment or change in the environment). With this map, the researcher can interpret the
information he/she collects and can make sound conclusions about the results.

9. Analytical & Accurate :-

A research should be focussed not only about what is

happening but also on how and why a particular phenomenon, process draws certain
conclusions. Any data collected if does not yield results or is unsuitable to be used for
further studies or applications disrupts the purpose of research. Therefore, data collected
should be reasonable and free of errors to be easily analysed.

Accuracy is also the degree to which each research process, instrument, and tool is
related to each other. Accuracy also measures whether research tools have been selected
in best possible manner and research procedures suits the research problem or not.
Selection of appropriate data collection tools is essential for a research.

10. Credibility:-

The extent to which an analysis of finding can be treated to be trustworthy

is tremed as credibility. This can only be assured by the use of the best source of
information and best procedures in research. Researches based on secondary data are not
reliable as such data may have been manipulated or distorted by earlier researchers to suit
their work. The availability of secondary data from public domains is easy but cokes with
lots of risks involved. The research study conducted based on primary data is always
reliable and carries more credibility. A certain percentage of secondary data can be used
if the primary source is not available but basing a research completely on secondary data
when primary data can be gathered is least credible. When researcher gives accurate
references in the research the credibility of the research increases but fake references also
decrease the credibility of the research.

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 11. Critical:-

Critical scrutiny of the procedures used and the methods employed is crucial
to a research enquiry. The process of investigation must be foolproof and free from
drawbacks. The process adopted and the procedures used must be able to withstand
critical scrutiny.

Types of Human Resource Planning :-

1. Hard Human Resource Planning.

2. Soft Human Resource Planning.

Human Resource Planning based on quantitative analysis in order to ensure

that the right number of the right sort of people are available when needed is
called Hard Human Resource Planning.

1. Hard Human Resource Planning:-

The focus here is to identify workforce needs so you can recruit

and manage as you need to (including hiring staff, or making others
redundant). The main features of this approach are:

79
 Regular changes in employee numbers.

Little business
transparency. Lower
wages.
Little to no empowerment of employees.
Appraisal systems that focus on good and bad performance.

A more old-fashioned style of leadership.

2. Soft Human Resource Planning:-

This approach treats employees as an essential resource in your business—if

not the most important one of all. This makes it a more progressive outlook.
One where you treat staff members as individuals. The soft HRM model focus is
for the needs of your staff, including rewards and motivation.

Focussing on long-term planning for your business and its workforce.

An open and transparent business model with good communication.

Competitive pay, relying on salary benchmarking and

bonus packages. Employee empowerment.

Appraisal systems that identify training opportunities and

professional development.

A more democratic type of leadership.

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 Best Resource Planning Tools :-

a. free resource planning tools

b. enterprise resource planning tools

c. resource capacity planning tool

d. online planning tool

e. product planning tools

f. capacity planning tools free

g. content planning tools

81
h. portfolio planning tools

82
Basic functions of HRM:-

Four basic functions of Human Resource Management are :-

a. Planning
b. Directing
c. Controlling
d. Organizing

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These include recruitment, performance management, learning and development,
and many more. In total, there are 12 key functions of Human Resources
Management. If we want to understand the functions of Human Resources, we
need to understand what Human Resource Management (HRM)

84
 CHAPTER – 4
DATA ANALYSIS

85
Q1. Integration of HRM with corporate strategy?

Responses No. of responses

Agree 60

Moderately Agree 30

Neutral 10

Integration of HRM with

corporate strategy

10%
Agree
30%
Moderately
agree
neutral
60%

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.

86
Q2. The Integration of HR Strategies with organizational Goals?

Responses No. of responses

Yes 100

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.

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Q3. Core HR strategies important for integration

Strategic HR practices importance No. of responses

Training and Development 60

Performance Appraisal 40

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.

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4. Result of company services is better than competitors

Interpretation:

While asking about whether the sv coatings 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.

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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.

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6. PROMOTIONAL SCHEMES APPRECIATED BY THE OUTLETS

Result of company services is better than competitors

Interpretation:

While asking about whether the sv coatings 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.

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7.Promotional tools Available at different outlets

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.

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8.Result of satisfaction level among customers with Sv Coatings.

Result of satisfaction level among customers with Sv Coatings

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.

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9:- Result of company services is better than competitors

Interpretation:

While asking about whether the Sv Coatings 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.

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CHAPTER – 5
FINDINGS

95
FINDINGS:-

Human Resource Management (HRM) is a crucial aspect of any organization that focuses
on managing employees and ensuring they are effectively utilized to achieve
organizational goals. Here are some key findings in HRM based on recent trends and
research:

1. Emphasis on Employee Well-being and Mental Health

Companies are increasingly focusing on the mental and emotional well-being of

their employees. This has been seen through the implementation of wellness
programs, flexible work schedules, and remote working options.
Mental health has become a critical focus, especially with the rise of remote work
and increased work-life balance discussions.

2. Diversity, Equity, and Inclusion (DEI)

DEI initiatives continue to gain prominence as organizations recognize the

importance of a diverse workforce in driving creativity, innovation, and improved
decision-making.
Many companies are creating specific roles dedicated to overseeing DEI efforts
and are implementing training programs to reduce biases and increase inclusivity.

3. Technological Integration in HR Practices

Technology is revolutionizing HRM, from the use of

AI and machine learning in recruitment processes to the implementation of HR
software for managing employee data and performance.
Tools like chatbots for HR inquiries, automated candidate screening, and HR
analytics are becoming more common in organizations to streamline operations.

4. Performance Management and Feedback

Traditional performance reviews are being replaced or supplemented by more

continuous feedback systems, allowing for real-time performance discussions
between employees and managers.

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 Regular feedback and the use of metrics like KPIs (Key Performance Indicators)
help in tracking employee performance, ensuring alignment with organizational
goals.

5. Employee Engagement and Retention

Retaining top talent remains a challenge for organizations. Employee engagement

surveys, regular check-ins, and career development programs are being
implemented to ensure that employees feel valued and are more likely to stay.
High turnover rates are prompting companies to invest in better onboarding
programs and career progression opportunities.

6. Learning and Development (L&D)

Investment in continuous learning is essential for employee growth and

organizational success. Many companies are offering training programs and
online learning opportunities to upskill their workforce.
There is a noticeable shift towards personalized learning, where employees can
choose training paths that align with their career goals and interests.

7. Remote Work and Hybrid Work Models

The pandemic accelerated the shift to remote and hybrid work models. HR
departments are adapting by implementing policies and tools to manage remote
teams effectively.
There is also a focus on maintaining a sense of team culture and connection,
despite physical distance, through virtual meetings, team-building activities, and
collaborative software.

8. Compensation and Benefits

Companies are rethinking their compensation strategies to remain competitive in

attracting and retaining top talent. This includes not only salary but also benefits
such as health insurance, retirement plans, and performance-based incentives.

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 Equity-based compensation (e.g., stock options) is becoming more common in
startups and tech companies.

9. Artificial Intelligence and Automation in HR

AI is being leveraged to automate tasks such as recruitment (screening resumes,

scheduling interviews), training (personalized learning modules), and
administrative functions (payroll processing).
HR analytics is also on the rise, allowing HR teams to make data-driven decisions
about talent acquisition, employee engagement, and organizational development.

10. Global Talent Management

As companies become more global, managing a geographically dispersed

workforce is challenging yet essential. HRM now involves understanding
different cultural norms and legal requirements in various regions.
Global talent management strategies include providing opportunities for remote
work across borders, fostering global collaboration, and navigating international
labor laws.

Conclusion:

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.

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 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 Sv Coatings.

Sv Coatings adopts participative management style in the organization.

Sv Coatings conduct exit interview in organization.

Sv Coatings follow all type of communication channel.

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CHAPTER -6
CONCLUSION

100
 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

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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.

102
 CHAPTER -7
LIMITATION
&
RECOMMENDATION

103
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.

104
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.

105
 LIMITATIONS OF THE STUDY

Human Resource Management (HRM) plays a crucial role in any organization by

overseeing the recruitment, training, performance, and development of employees.
However, there are several limitations and challenges that HRM faces, which can impact
its effectiveness:

1. Limited Resources

HR departments often work with limited budgets and personnel. This can affect
their ability to implement new programs, offer competitive benefits, or provide
comprehensive employee training and development.

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2. Resistance to Change

Employees and even management may resist changes in HR policies or practices,

particularly when introducing new technologies, structures, or systems.
Overcoming this resistance requires time and effort.

3. Legal and Regulatory Constraints

HRM must comply with a variety of labor laws and regulations, which can vary
by location and are often complex. This can limit the flexibility of HR policies
and actions, as they must always remain in compliance with evolving legal
standards.

4. Diversity and Inclusion Challenges

While HRM strives to create diverse and inclusive workplaces, it can be

challenging to address biases and prejudices. Ensuring fair representation across
gender, race, ethnicity, and other factors requires ongoing effort and strategy.

5. Retention and Talent Management

Retaining top talent and managing employee engagement is increasingly difficult,

particularly in competitive job markets. HRM may struggle with devising
strategies that reduce turnover and attract high-quality candidates, especially
when salaries and benefits cannot always be the differentiator.

6. Technological Limitations

While technology has revolutionized HRM (e.g., through HR software, data

analytics, and automation), not all organizations have access to the latest
technologies or resources to implement them effectively. This can hinder HR's
ability to maximize its impact.

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7. Employee Well-being and Work-life Balance

Managing employee well-being, work-life balance, and mental health is a

growing concern, but HR departments might lack the tools, strategies, or expertise
to fully address these issues. Failing to properly handle these can affect employee
satisfaction and productivity.

8. Globalization

For organizations operating across multiple countries, HRM faces the challenge
of navigating cultural differences, language barriers, and different legal systems.
This can complicate recruitment, training, and compensation practices.

9. Conflict Resolution

Managing interpersonal conflicts within teams or between employees and

management can be challenging. HR may have limited authority or influence in
resolving conflicts, especially in situations where there are deeply rooted issues or
organizational politics.

10. Bias in Decision Making

Despite best efforts, HR professionals may still unconsciously bring biases into
recruitment, promotions, and performance evaluations. This can undermine
fairness and lead to employee dissatisfaction.

11. Overload of Administrative Work

HR departments can be bogged down by administrative tasks like payroll,

compliance documentation, and benefits management, leaving them with less
time for strategic initiatives that drive organizational growth.

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12. Short-term Focus

HR departments sometimes focus too much on short-term operational needs (e.g.,

filling positions) rather than long-term strategic goals (e.g., succession planning,
leadership development), limiting their effectiveness in driving organizational
success.

109
CHAPTER -8
BIBLIOGRAPHY

110
BIBLIOGRAPHY
WEBSITES:
1. www.businesscentered.com
2. www.google.com
3. www.scribd.com
4. www.svcoatings.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

111
 CHAPTER -9
QUESTIONNAIRE

112
 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

114