Project Report On

“HUMAN RESOURCE MANAGEMENT.” Submitted by

YASH NARESH SHAARMA Roll NO: 564

Submitted to,

UNIVERSITY OF MUMBAI
BACHELOR OF MANAGEMENT STUDY
Semester- VI
(2018–19)
Project Guidance by
Professor: -

Uttari Bharti Sabha’s

Ramanand Arya D.A.V College of Commerce and Science.
Datar Colony, Bhandup (East)

1
 Project Report on
“HUMAN RESOURCE MANAGEMENT”
BACHELOR OF MANAGEMENT STUDY

Semester: VI
University of Mumbai
(2018-2019)
Submitted
In Partial Fulfillment of the requirements
For the Award of Degree of Bachelor of
Management Studies (HUMAN RESOURCE)
By
YASH NARESH SHARMA
Roll No.564

Uttari Bharti Sabha’s

RAMANAND ARYA D.A.V. COLLEGE
DATAR COLONY BHANDUP (E), MUMBAI-400042.

2
 DECLARATION

I hereby declare that this Project Report entitled A Study On

“HUMAN RESOURCE MANAGEMENT .” submitted by MR. YASH NARESH
SHARMA ROLL NO: 564 for the award of Bachelor of management study Degree;
University of Mumbai is a record of Project work done by me during the year 2018-2019.
This is entirely my own work.

SIGNATURE

YASH NARESH SHARMA

Roll No.564

RAMANAND ARYA D.A.V COLLEGE

BHANDUP (EAST)

3
 CERTIFICATE
This is to certify that the project report on A study of

“HUMAN RESOURCE MANAGEMENT”

Is bonafide record of project work done by MR. YASH NARESH SHARMA, Roll no:
564 submitted in partial fulfillment of the requirement for the award of the Bachelor of
Management Study Degree Univeristy of Mumbai during the period of her study in the
academic year 2018-2019.

Date: / /2019

Co-Ordinator:
Principal:
MRS. CHANDRAKALA SHRIVASTAV.
DR. AJAY BHAMARE.

Project guide/ Internal examiner:

External Examiner:

4
 ACKNOWLEDGEMENT

To list all who have helped is difficult because they are so numerous & the depth is
tremendous.

I would like to acknowledge the following as being idealistic channels & fresh dimensions in
the completion of this black book project.

I would like to thank my mentor Mrs. who helped me gain

knowledge about company & under his guidance I learned very important skills which will
lead to make my career better in future.

Eventually I would like to thank each person who directly or indirectly helped me in the
completion of this project, specially my peers who supported me throughout my project.

5
6
 SUMMARY

Human resource management (HRM) is the practice of recruiting, hiring, deploying and
managing an organization's employees. HRM is often referred to simply as human resource.
(HR)

A company or organization's HR department is usually responsible for creating, putting into

effect and overseeing policies governing workers and the relationship of the organization with
its employees.

Human resource management, HRM, is the department of a business organization that looks
after the hiring, management and firing of staff. HRM focuses on the function of people within
the business, ensuring best work practices are in place at all times.

Human Resource Management is a function in organizations designed to maximize employee

performance in service of their employer’s strategic objectives.HR is primarily concerned with
how people are managed within organizations, focusing on policies and systems. HR
departments and units in organizations are typically responsible for a number of activities,
including employee recruitment, training and development, performance appraisal, and
rewarding. HR is also concerned with industrial relations, that is, the balancing of
organizational practices with regulations arising from collective bargaining and governmental
laws.

7
INTRODUCTION

8
Human resources are the most valuable and unique assets of an organization. The
successful management of an organization's human resources is an exciting, dynamic and
challenging task, especially at a time when the world has become a global village and
economies are in a state of flux. The scarcity of talented resources and the growing
expectations of the modern day worker have further increased the complexity of the
human resource function. Even though specific human resource functions/activities are
the responsibility of the human resource department, the actual management of human
resources is the responsibility of all the managers in an organization.

It is therefore necessary for all managers to understand and give due importance to the
different human resource policies and activities in the organization. Human Resource
Management outlines the importance of HRM and its different functions in an
organization. It examines the various HR processes that are concerned with attracting,
managing, motivating and developing employees for the benefit of the organization.

9
What do all businesses have in common regardless of the product or service? Employees!
Unless you are a sole proprietorship, you will have to navigate the process of planning for,
recruiting, hiring, training, managing, and possibly firingemployees. These responsibilities all
fall under the heading of human resource management. Human resource
management (HRM or HR) is essentially the management of human resources. It is a
function in organizations designed to maximize employee performance in service of an
employer’s strategic objectives. HR is primarily concerned with the management of people
within organizations, focusing on policies and on systems. HR departments in organizations
typically undertake a number of activities, including employee benefits design, employee
recruitment, training and development, performance appraisal, and rewarding (e.g., managing
pay and benefit systems). HR also concerns itself with organizational change and industrial
relations, that is, the balancing of organizational practices with requirements arising from
collective bargaining and from governmental laws.

HR is a product of the human relations movement of the early twentieth century, when
researchers began documenting ways of creating business value through the strategic
management of the workforce. The function was initially dominated by transactional work,
such as payroll and benefits administration, but due to globalization, company consolidation,
technological advances, and further research, HR today includes strategic initiatives like
talent management, industrial and labor relations, and diversity and inclusion.

Most companies focus on lowering employee turnover and on retaining the talent and
knowledge held by their workforce. New hiring not only entails a high cost but also increases
the risk of a newcomer not being able to replace the person who worked in a position before.
HR departments strive to offer benefits that will appeal to workers, thus reducing the risk of
losing corporate knowledge. Businesses are moving globally and forming more diverse
teams. It is the role of human resources to make sure that these teams can function and people
are able to communicate cross-culturally and across borders. Due to changes in business,
current topics in human resources are diversity and inclusion as well as using technology to
advance employee engagement.

In short, HR involves maximizing employee productivity. HR managers may also focus on a

particular aspect of HRM, such as recruiting, training, employee relations, or benefits.

10
Recruiting specialists are in charge of finding and hiring top talent. Training and development
professionals ensure that employees are trained and receive ongoing professional
development. This takes place through training programs, performance evaluations, and
reward programs. Employee relations deals with employee concerns and incidents such as
policy violations, sexual harassment, and discrimination. Benefit managers develop
compensation structures, family-leave programs, discounts, and other benefits available
to employees. At the other end of the spectrum are HR generalists who work in all areas or as
labor relations representatives for unionized employees.

11
 CONCEPT OF HUMAN RESOURCE MANAGEMENT

Human resource management is a process of bringing people and organizations together so that
the goals of each other are met. The role of HR manager is shifting from that of a protector and
screener to the role of a planner and change agent. Personnel directors are the new corporate
heroes. The name of the game today in business is personnel. Nowadays it is not possible to
show a good financial or operating report unless your personnel relations are in order.

Over the years, highly skilled and knowledge based jobs are increasing while low skilled jobs
are decreasing. This calls for future skill mapping through proper HRM initiatives.

Indian organizations are also witnessing a change in systems, management cultures and
philosophy due to the global alignment of Indian organizations. There is a need for multi skill
development. Role of HRM is becoming all the more important.

Some of the recent trends that are being observed are as follows:

The recent quality management standards ISO 9001 and ISO 9004 of 2000 focus more on
people centric organizations. Organizations now need to prepare themselves in order to address
people centered issues with commitment from the top management, with renewed thrust on HR
issues, more particularly on training.

Human resource management was previously known as personnel management which was
concerned with the activities of a single department. It was typically concerned with the
administration of human. The functions carried out by the department were recruitment and
selection, reward, appraisal, development, grievance handling, retirement,registration and so
forth. It was introduced and developed in the bureaucratic set up in which importance was
given on organization and administration of manpower.

Now, human resource management may be defined as a process in which human resources are
recruited and mobilized in such a way that it helps in achieving the objective of the
organization. HRM is concerned with the people dimension in management under which the
consideration is given towards recruitment and selection, development, motivation and
maintenance of human resources in an organization. It is one of the main functions of
management, which is related with the management of human energies and competencies.

12
Human resource management helps to ensure the right man,for the right position and at the
right time in a changing environment. The organizational performance depends on the
efficiency of human resource working in the organization. Hence, a proper set up should be
taken for manpower planning, recruitment, motivation, training and development, performance
evaluation, remuneration management and industrial relation.

Moreover, human resource management is concerned with the development of human skill,
knowledge and ability to perform the organizational tasks effectively and efficiently. It is a
field of study consisting of four functions- acquisition, development, motivation and
maintenance of human resources. The acquisition is related with getting people,development
is with preparing them for work, motivation refers to activating them and finally maintenance
refers to keeping them retained in the organization.

Therefore, human resource management is an art of managing and mobilizing people in the
organization. It is done through the application of different practices and policies which
ultimately values human resources as major asset of an organization. It integrates personnel
function into strategic management.

13
 NEW TRENDS IN INTERNATIONAL HRM

International HRM places greater emphasis on a number of responsibilities and functions such
as relocation, orientation and translation services to help employees adapt to a new and
different environment outside their own country.

Selection of employees requires careful evaluation of the personal characteristics of the

candidate and his/her spouse.

Training and development extends beyond information and orientation training to include
sensitivity training and field experiences that will enable the manager to understand cultural
differences better. Managers need to be protected from career development risks, re-entry
problems and culture shock.

To balance the pros and cons of home country and host country evaluations, performance
evaluations should combine the two sources of appraisal information.

Compensation systems should support the overall strategic intent of the organization but should
be customized for local conditions.

In many European countries - Germany for one, law establishes representation. Organizations
typically negotiate the agreement with the unions at a national level. In Europe it is more likely
for salaried employees and managers to be unionized.

Use workforce skills and abilities in order to exploit environmental opportunities and
neutralize threats.Employ innovative reward plans that recognize employee contributions and
grant enhancements.

HR Managers today are focusing attention on the following-

a) Policies- HR policies based on trust, openness, equity and consensus.

b) Motivation- Create conditions in which people are willing to work with zeal, initiative and
enthusiasm; make people feel like winners.

c) Relations- Fair treatment of people and prompt redress of grievances would pave the way
for healthy work-place relations.

14
d) Change agent- Prepare workers to accept technological changes by clarifying doubts.

e) Quality Consciousness- Commitment to quality in all aspects of personnel administration

will ensure success.

Due to the new trends in HR, in a nutshell the HR manager should treat people as resources,
reward them equitably, and integrate their aspirations with corporate goals through suitable
HR policies.

HR Managers today are focusing attention on the following-

 Policies- HR policies based on trust, openness, equity and consensus.

 Motivation- Create conditions in which people are willing to work with zeal,
initiative and enthusiasm; make people feel like winners.
 Relations- Fair treatment of people and prompt redress of grievances would pave the
way for healthy work-place relations.
 Change agent- Prepare workers to accept technological changes by clarifying doubts.

Quality Consciousness- Commitment to quality in all aspects of personnel administration

will ensure success.

Due to the new trends in HR, in a nutshell the HR manager should treat people as resources,
reward them equitably, and integrate their aspirations with corporate goals through suitable
HR policies.

15
 OBJECTIVE OF THE STUDY

To find the relation and effect of Human Resources Management with organization
effectiveness.

 To understand the recruitment procedure adopted by the Indian companies

 .To understand the HR Practices and policies adopted by Indian companies.
 To identify the training and development program adopted by the Indian companies
 To identify compensation salary increment policy adopted by the Indian companies
 To identify the present performance of an employee being appraised through career
advancement.
 To identify employee welfare scheme launch by the govt.
 To identify working hours of the Indian companies.
 To provide better employee health, safety, welfare facilities as per their standard
policies.
 To understand the quality circle is beneficial for solving the problem.
 To understand the reason of employee turnover.

16
 CONCEPTUAL FRAMEWORK ON HUMAN RESOURCES
MANAGEMENT.
In order to achieve the company objectives, Human Resource Management undertakes the
following activities:

 Recruitment, selection and placement of personnel.

 Training and development of employees.
 .Appraisal of performance of employees.
 Remuneration of employees.
 Social security and welfare of employees.

RECRUITMENT, SELECTION AND PLACEMENT OF

PERSONNEL.

Mode of Appointment

The appointment to various points shall be made in the following manner:-

By Direct Recruitment:-

a. The qualifications for direct recruitment shall be such as specified in the staffing pattern.

b. The appointment shall be made according to the merit list drawn at the time of selection.
c. All appointments except to class-IV services shall be made on the recommendations of
the selection Committee consisting of the following:-

17
By Promotion

a. Appointment by promotion to the next higher post in the respective discipline in any
category shall be made on the basis of ‘Seniority-cum-Merit’ from amongst the employees
working in the lower category having at least five years service on the said post in the
steel Industry.

By Transfer:

a. By permanent transfer of services of surplus staff of company the terms &

conditions as Prescribed by company and adopted by the Board from time to time subject
to the approval of Register.

b. By permanent transfer of an employee on his own request and upon the terms &
conditions as prescribed by the compnay and adopted by the board from time to time
subject to the approval of Registrar.

COMMENCEMENT OF SERVICE:

Services shall be deemed to have commenced from the working day on which the
employee reports for duty. If he reports for the duty in the afternoon’ the services shall
be deemed to have commenced from the following day.

ATTENDANCE AND LATE COMING:-

No employee shall enter or leave the premises of the Establishment accept by the gate or
gates meant for this purpose.

An employee who is off his duty or has resigned or has been discharged or declared by
the competent Medical Authority to be suffering from any contagious or infectious
disease, shall immediately leave the premises of the Established and shall not enter any
part of it, except with the express permission of the competent authority.

All employees shall be liable to be searched both at the time of entry and exit at the main
entrance of the Establishment by an authorized person of the same sex with due dignity.

18
If more than one shift is working, the employee shall be liable to be transferred from one
shift to another.

SENIORITY:

The seniority of an employee under these rules shall be determined in a particular category
of post on the basis of the length of service on that post provided that in the case of
employees appointment by the direct recruitment which join within the period specified in
the order of appointment or within such period specified by direct recruitment who join
with in the period specified in the order of appointment or within such period as may
from time to time be extended by the appointing authority, subject to a maximum of one
month from the data of order of appointment, the order of merit determined, shall not be
disturbed. Provided further that in the case a candidate is permitted to join the service after
the expiry of the said period of one month, his seniority shall be determined from the data
he joins the service.

POSTING AND TRANSFERES:

Managing Director shall be competent to post/ transfer any employee within the
establishment. He shall also be competent to transfer an employee against any equivalent
post or along with post.

19
 TRAINING AND DEVELOPMENT OF EMPLOYEES.

"Employee Development" was seen as too evocative of the master-slave relationship between
employer and employee for those who refer to their employees as "partners" or "associates"
to be comfortable with. "Human Resource Development" was rejected by academics, who
objected to the idea that people were "resources" —an idea that they felt to be demeaning to
the individual. Eventually, the CIPD settled upon "Learning and Development", although that
was itself not free from problems, "learning" being an over general and ambiguous name.
Moreover, the field is still widely known by the other names.
Training and development (T&D) encompasses three main activities: training, education, and
development. Garavan, Costine, and Heraty, of the Irish Institute of Training and
Development, note that these ideas are often considered to be synonymous. However, to
practitioners, they encompass three separate, although interrelated, activities:

 Training: This activity is both focused upon, and evaluated against, the job
that an individual currently holds.
 Education: This activity focuses upon the jobs that an individual may
potentially hold in the future, and is evaluated against those jobs.
 Development: This activity focuses upon the activities that the organization
employing the individual, or that the individual is part of, may partake in the
future, and is almost impossible to evaluate.

20
The "stakeholders" in training and development are categorized into several classes. The
sponsors of training and development are senior managers. The clients of training and
development are business planners. Line managers are responsible for coaching, resources, and
performance. The participants are those who actually undergo the processes. The facilitators
are Human Resource Management staff. And the providers are specialists in the field. Each of
these groups has its own agenda and motivations, which sometimes conflict with the agendas
and motivations of the others.

The conflicts are the best part of career consequences are those that take place between
employees and their bosses. The number one reason people leave their jobs is conflict with
their bosses. And yet, as author, workplace relationship authority, and executive coach, Dr.
John Hooverpoints out, "Tempting as it is, nobody ever enhanced his or her career by making
the boss look stupid." Training an employee to get along well with authority and with people
who entertain diverse points of view is one of the best guarantees of long-term success. Talent,
knowledge, and skill alone won't compensate for a sour relationship with a superior, peer, or
customer.

21
 APPRAISAL OF PERFORMANCE OF EMPLOYEES

An employee performance appraisal is a process—often combining both written and oral

elements—whereby management evaluates and provides feedback on employee job
performance, including steps to improve or redirect activities as needed. Documenting
performance provides a basis for pay increases and promotions. Appraisals are also
important to help staff members improve their performance and as an avenue by which they
can be rewarded or recognized for a job well done. In addition, they can serve a host of
other functions, providing a launching point from which companies can clarify and shape
responsibilities in accordance with business trends, clear lines of management-employee
communication, and spur reexaminations of potentially hoary business practices.
An employee performance appraisal can act as motivation for an employee to
improve his productivity. When an employee sees his goals clearly defined, his
performance challenges identified and career development solutions in place to
help advance his career, the effect is to motivate the employee to achieve those
goals.

Clarity
Employees perform their job duties to the best of their abilities throughout the year
based on guidance from management. Part of a performance appraisal is when a
manager and employee review the job description and compare the employee's
performance with expectations. This gives the employee a feeling of clarity and
understanding that will help him better perform his job duties.

22
Take Responsibility
To prepare for the annual review, a manager should keep notes of all of the employee's
accomplishments and challenges throughout the year. When these are presented to the
employee during the appraisal, it gives the employee the opportunity to benefit from
her accomplishments and accept responsibility for the performance challenges. By
claiming ownership of performance issues, the employee makes the process of career
development a more personal commitment.

Teamwork
During a performance appraisal, a manager needs to take time to show the employee
how his performance affects the productivity of the entire organization. When
employees understand how their performance affects the ability of others to do their
jobs, it helps put his own job duties into an overall company context. It helps improve
the notion of teamwork among the staff, and can also encourage cooperation to achieve
corporate goals.

23
 PERFORMANCE APPRAISAL AND DEVELOPMENT

While the term performance appraisal has meaning for most small business owners, it might
be helpful to consider the goals of an appraisal system. They are as follows:
1. To improve the company's productivity

2. To make informed personnel decisions regarding promotion, job changes, and

termination
3. To identify what is required to perform a job (goals and responsibilities of the job)
4. To assess an employee's performance against these goals
5. To work to improve the employee's performance by naming specific areas for
improvement, developing a plan aimed at improving these areas, supporting the
employee's efforts at improvement via feedback and assistance, and ensuring the
employee's involvement and commitment to improving his or her performance.

All of these goals can be more easily realized if the employer makes an effort to establish
the performance appraisal process as a dialogue in which the ultimate purpose is the
betterment of all parties. To create and maintain this framework, employers need to inform
workers of their value, praise them for their accomplishments, establish a track record of
fair and honest feedback, be consistent in their treatment of all employees, and canvass
workers for their own insights into the company's processes and operations.

A small business with few employees or one that is just starting to appraise its staff may
choose to use a prepackaged appraisal system, consisting of either printed forms or software.
Software packages can be customized either by using a firm's existing appraisal methods or
by selecting

elements from a list of attributes that describe a successful employee's work habits such as
effective communication, timeliness, and ability to perform work requested. Eventually,
however, many companies choose to develop their own appraisal form and system in order
to accurately reflect an employee's performance in light of the business's own unique goals
and culture. In developing an appraisal system for a small business, an entrepreneur needs
to consider the following:

24
1. Size of staff

2. Employees on an alternative work schedule

3. Goals of company and desired employee behaviours to help achieve goals

4. Measuring performance/work

5. Pay increases and promotions

6. Communication of appraisal system and individual performance

25
 REMUNERATION OF EMPLOYEES

Employee Remuneration refers to the reward or compensation given to the employees for
their work performances. Remuneration provides basic attraction to a employee to perform
job efficiently and effectively. Remuneration leads to employee motivation. Salaries
constitute an important source of income for employees and determine their standard of
living. Salaries affect the employee’s productivity and work performance. Thus the amount
and method of remuneration are very important for both management and employees.
There are mainly two types of Employee Remuneration

 Time Rate Method

 Piece Rate Method

Time Rate Method: Under time rate system, remuneration is directly linked
with the time spent or devoted by an employee on the job. The employees are paid a
fixed predecided amount hourly, daily, weekly or monthly irrespective of their output.
It is a very simple method of remuneration. It leads to minimum wastage of resources
and lesser chances of accidents. Time Rate method leads to quality output and this
method is very beneficial to new employees as they can learn their work without any
reduction in their salaries. This
method encourages employee’s unity as employees of a particular group/cadre get
equal salaries.

There are some drawbacks of Time Rate Method, such as, it leads to tight
supervision, indefinite employee cost, lesser efficiency of employees as there is no
distinction made between efficient and inefficient employees, and lesser morale of
employees.

Time rate system is more suitable where the work is non-repetitive in nature and
emphasis is more on quality output rather than quantity output.

26
. Piece Rate Method: It is a method of compensation in which remuneration is
paid on the basis of units or pieces produced by an employee. In this system
emphasis is more on quantity output rather than quality output. Under this system
the determination of employee cost per unit is not difficult because salaries differ
with output. There is less supervision required under this method and hence the per
unit cost of production is low. This system improves the morale of the employees
as the salaries are directly related with their work efforts. There is greater work-
efficiency in this method.

There are some drawbacks of this method, such as; it is not easily computable,
leads to deterioration in work quality, wastage of resources, lesser unity of
employees, higher cost of production and insecurity among the employees.

Piece rate system is more suitable where the nature of work is repetitive and
quantity is emphasized more than quality.

27
 SOCIAL SECURITY AND WELFARE OF EMPLOYEES

PROVIDENT FUNDS:
Employees shall be entitled to the membership of the Employees Provident Fund and other
schemes under the employees Provident Fund and Misc. Provisions Act’ 1952 irrespective of
the pay drawn b him re-employed persons shall be governed by the terms of their
appointment.

BONUS:
Employees shall b entitled to payment of the Bonus under the payment of Bonus Act, 1965
as amended or re-enacted from time to time.

MEDICAL BENEFITS:
An employee, as and when covered under the PSI Act/Scheme, shall get medical benefits as
provided there in. An employee not covered under the PSI Act/Scheme shall be entitled to
medical benefits as may be decided by the board from time to time with the concurrence of
the company.

28
ALLOWANCE:

Dearness Allowance, Additional Dearness Allowance, House Rent Allowance, City

Compensatory Allowance, Rural Allowance and Other Compensatory Allowance Shall be
Admissible to the Employees of the Life Insurance as per the Decision of the Board with
the concurrence of the company.

29
BENEFITS ADMISSIBLE IN THE EVENT OF DEATH OF AN
EMPLOYEE DURING SERVICE :

In case of death of an employee while in the service of company his family

members shall be entitled to the following benefits/ facilities at the rates/scales and on the
teams & conditions as approved by the board.
 House Rent Allowance.
 Encashment of P. leaves.
 Priority for employment of window/dependent of deceased employee.
 Special Ex-gratia grant to the family members of an employee of the compnay
Killed by terrorist action.

All the employees shall be entitled to the following kinds of leave:-

▪ PRVILEGE LEAVE (LEAVE WITH WAGES

One day for every 18 days of service (for the purpose of calculation of days of services, the
period of Privilege Leave availed and leave without wages/ absence shall not be counted).

▪ CASUAL LEAVE:
12 days per annum.
Ex-gratia grant

▪ RESIGNATION:

If a regular/permanent employee intends to leave the service of tendering resignation, he

shall have to give one month’s notice in writing, otherwise, he shall have to deposit on e
month’s notice in writing, otherwise, he shall have to deposit one month’s salary or salary
for the period by which the notice falls short of one month (for this purpose salary will
include basic pay +all other allowance admissible thereon, experts House Rent/Rural
allowance, Conveyance Allowance and Medical Allowance.)24 hours notice shall be
required for tendering resignation during probation period.

30
The resignation tendered by the employee may be accepted by the appointing authority.

▪ SUPERANNUATION / RETIREMENT

Every employee shall be superannuated on the afternoon of the last day of the month in
which he attains the age of 58 years.

Not with standing anything contained in Rule 17.1 above, an employee may be permitted
at his own request to retire room the service attaining the age of 50 years or after 20 years
of service at any time by the appointing authority provided three months notice.

A thing contained in rule 17.1 and 17.2 above, the appointing authority shall, if it is of the
opinion after reviewing the entire service record of an employee that he is not fit to be
retained in the service and that it is in the interest of the Life Insurance.

Major misconducts:

Without prejudice to the generality of the term, “misconduct”, the following acts of
communion or omission shall, interlaid, constitute specific acts of Major Misconduct on
the part of the employee:

1. Breach or habitual breach of any standing instructions or rules regulations, conditions

of the appointment letter or orders issued by the establishment from time to time.

2. Acting in any manner prejudicial to the inertest or reputation of the establishment,

disregard of any operation & maintenance.

31
3. Negligence or habitual negligence of duty or laziness or in efficiency or incompetence or
malingering or neglect of work or carelessness in work, poor or unsatisfactory performance
intentionally. Bring narcotic, liquor or other intoxicating things in Doing private or personal
work during working hours, engaging in any other trade, business profession, service of the
Establishment without while in the competent authority.

PUNISHMENTS FOR MAJOR MISCONDUCTS:

One or more of the following punishments may be imposed on an employee who is found
guilty of a major misconduct, namely:-
a) Stoppage of one or more annual grade increments of pay with or without cumulative
effect
b) Recovery of damages or the amount of loss suffered by the Establishment on account
of misconduct of the employee.
c) Demotion to the Lower post.
d) Termination of service.
e) Dismissal from service.

PUNISHMENTS FOR MINOR MISCONDUCTS:-

a) .Warning or Censure.
b) Making an adverse entry in his service record.
c) Stoppage of one annual grade increment of pay with or without cumulative effect for
a period of six months.
d) Recovery of loss of goods expressly entrusted to the employee or more for which he
is accountable.

e) Recovery from his pay of the he is accountable, pecuniary loss caused by him to the
establishment by negligence or breach of orders.

f) Suspension without pay or subsistence for a period not exceeding 15 days.

32
 PROCEDURE OF ENQUIRY AND PUNISHMENT FOR
MAJOR MISCONDUCTS.

An employee against whom a major misconduct is alleged shall be served with a charge
Sheet by the competent authority clearly setting forth the imputation of mis conduct and
calling upon the employee to submit his explanation within a period of 7 days, provided
that such time may be extended for a maximum period of 7 days , after the expiry of initial
period of 7 days if sufficient reasons are advised by the employee for seeking an
extension, for which purpose a written request will have to be made him.

In case where the employee admits in writing the charge(s) leveled against him, it shall be
open to the competent authority to award one or more of the punishments provided in
these rules without holding any enquiry.

In the case of the explanation submitted by the employee is found to be satisfactory, the
matter will be dropped.

In case the employee fails to submit his explanation within the prescribed time or extended
time allowed to him or where the extended time allowed to him or where the explanation
submitted by him is not found satisfactory, the competent authority shall appoint a person
to hold an enquiry and issue ordered in this regards specifying there in the names of the
Enquiry officers and the Presenting officers.

The accused employee shall be entitled to the reimbursement of actual rail/bus fare only
besides conveys undertaken by him for inspection of relevant records and attending the
enquiry proceedings at a station other than his HQs.

The enquiry officer shall on the conclusion of the enquiry, submit his report in writing
giving his findings with the reasons therefore to the authority.

33
 APPEAL AGAINST PUNISHMENT:

▪ An appeal against the orders of the competent authority imposing punishment,

under rules 29 and 30 of these riles shall lie to the board of directors of the
company. The board shall constitute a committee consisting of chairman,
nominee of the company, nominee of RCs and nominee of NDDB to examine
the appeal on the basis of records.
▪ An appeal shall be filled within a period of 30 days from the data on which the
appellant receives a copy of the order appealed against or is deemed to have
received.
▪ The appellate authority may after consideration of the case and on recording
sufficient reasons yet aside, reduce, confirm or enhance the punishment and its
decides to enhance the punishment, the accused employee shall be given an
opportunity to show cause against such enhancement.

34
SUSPENSION:

In a case where it is considered that the employee be suspended pending enquiry, the
competent authority may suspend the employee pending issues of a charge sheet or
subsequent domestic enquiry or till the final orders are passed on the enquiry case. Where
criminal proceeding against an employee in respect of any offence involving moral
turpitude is pending and the competent authority is satisfied that it is necessary/desirable
to place the employee under suspension, the competent.

SUBSISTENCE ALLOWANCE DURING SUSPENSION:

o An employee shall be paid during the period of suspension subsistence Allowance

@ 50 % of the wages to which the employee was entitled to immediately preceding
the date of such suspension for the first 90 days of suspension and 75% of such
wages for the remaining period of suspension.
o The payment of subsistence Allowance to the suspended employee shall be
subject to his processing a certificate every month about his having not taken up
any other employment and his having remained at the head quarters.

35
 RESEARCH
METHODOLOGY

36
In order to cope up with the emerging challenges due to tough global competitions, the
way out for this is to produce quality products at reasonable prices. This is possible
only through an organization culture of quality consciousness and enhanced
productivity. Optimal utilization of resources especially the human resources are one
sure way of meeting this objective. That’s why proper induction of an employee is very
important.

STATEMENT OF THE PROBLEM

The topic selected for the study is “Human Resources Management” The main theme
of the project is the analysis and interpretation of practices of the employees using
Human Resources as a tool.
It is prepared to know whether the company is preparing well or not; performance of
the company and about its competitiveness by the analysis and interpretation of the
Human Resources Management Process.
A critical study of the effectiveness of Human Resources Management system and
suggest ways for improvement.
The problem lies in identifying relationship, mutual understanding between the
management and the employees.
The Human Resources Management system provides detailed information about person
so that the management can take appropriate steps to improve and achieve the
organization goals and help to maintain the smooth relationship between them.

37
 NEED OF THE STUDY
Provides information about the performance ranks, basis on which decision regarding
salary fixation, confirmation, promotion, transfer and demotion are taken.
Provide feedback information about the level of achievement and behaviour of
subordinate this information helps to review the performance of the subordinate,
rectifying performance deficiencies and to set new standards of work, if necessary.

LIMITATION
a) The time limit to complete the project was less.

b) There are lot of difference between authors of same subject.

c) All data collection is based on books, internet and employees of different-different
companies.
d) The information provided by the companies is not very specified and clear in order
to analyze the statement.
e) The basic nature of these statements is historical and past can never be precise.
f) Analysis of primary data is done on the assumption that the answers given by the
respondents are true and correct.
g) Most of the employees are not ready to share the information.

RESEARCH OBJECTIVES
The current research will be aimed at determining the Human Resources Management at
Indian companies. The research will be focused on the following major issues.

a) To study the significance of Human Resources Management.

b) To study the system development at Indian companies

c) To measure the factors related to Human Resources Management.

d) To study the employee relation and executive response for Human Resources
Management in Indian companies.

38
 SCHEME OF RESEARCH

The following methodology was adopted in project Comprises of

understanding the theoretical concepts in general.

 Questionnaire study
 Analysis of the primary data
 Analysis of the secondary data

RESEARCH DESIGN
Research design means a specified framework for controlling the data collection. The
research is of descriptive in nature, which could provide an accurate picture of induction
procedure conducted in the organization. Descriptive research includes surveys and fact-
finding inquiries of different kinds. The research is of Ex post facto nature in which
researcher no control over the variables has. Statistical method lay stress on objectivity
rather than rely on intuition and judgment and average & percentages can easily be
calculated.

The statically method needs the collection of data in two forms

1. Primary data
2. Secondary data

 PRIMARY DATA

The primary data are those, which are collected afresh and for the first time, and thus happen
to be original in character. The data on the required information is collected from actual
persons using the product/ services. This data is more suited for the objectives of the project.

 SECONDARY DATA

The data which have already been collected by someone else or taken from published or
unpublished sources and which have been already been passed through the statistical
process.

39
FOCUS GROUP
The following Human Resources Management is highlighted in this project.

1. The main focus in this project is given on the recruitment and selection process of
the company. If the company is select the right candidate for the right person then
the company has not to spend the money on the recruitment process, if the company
can select the right candidate, the candidate can easily spend latest 5-7 years with
the organisation.
2. Second main focus is given in this project report is working hours and working
environment of the company. The company working conditions is suitable for all
employees or not, and environment is good for female employees or not.
3. Whether the employees are satisfied with the health, safety, welfare facility provided
by the company or not.
4. Whether the company increment process and promotion process is liked by
theemployees or not.
5. Training policy of the company is good for employee learning or not.

40
 SAMPLING
METHODS

SAMPLE SIZE

Sample Size : 100 Employees of different local companies.

Sampling Method: Sampling was done on the basis of Random sampling.

TOOLS USED

 MOTIVATIONAL TOOLS
Motivating for work is inseparable to continue productivity. But work when itself
serves as motivation then progress is inevitable. The organization must take great care
to motivate its employees through various methods.
 Promotion may be one of the best motivational factors. Promotional
basis could be
o work performance
o qualification
o performance evaluation
o skill enhancements
o Initiative steps taken.

 Organization may also provide fringe benefits such as

o leave travellingallowance
o medical
o free transportation
o ESI (Employee State Insurance)
o Furnishing scheme
o House lease
o hospitalization

41
WELFARE ACTIVITIES

The organization may adopt welfare policies such as

o Transportation facility
o Canteen facility with breakfast, lunch and dinner facility along with
refreshments.
o Canteen could be free, subsidized, paid. But the most preferred one is
through subsidized mode.
o The organization must also possess first aid facilities for its staff. A well-
versed rehabilitation of injured staff and an on duty doctor or an ambulance
should be always provided.
o The organization must also possess a grievance handling committee despite
a union to take an action for their problems. It could be a three tier of four-
tier grievance committee.

42
DATA ANALYSIS AND
INTERPRETATION

43
Data Analysis and interpretation is conducted on 100 employees of Local Companies.

Findings:
From the chart 37.4% of employees prefer Permanent type of contract in an organisation.
27.5% of employees prefer Contractual type of contract in an organisation. 22% of
employees prefer Temporary type of contract in an organisation. 13.2% of employees prefer
Part time type of contract in an organisation.

44
Findings:

From the chart 34.8% of employees prefer Innovation & Creative work flows in an
organisation. 25% of employees prefer Flexible work flows in an organisation. 22.8% of
employees prefer Efficiency work flows in an organisation. 8.7% of employees prefer
Detailed work planning work flows in an organisation. 8.7% of employees prefer Broad
job classes work flows in an organisation.

45
Findings:

From the chart 38.6% of employees prefer Group training in an organisation. 34.1% of
employees prefer Organizational training in an organisation. 27.3% of employees prefer
Individual training in an organisation.

46
Findings:

From the chart 49.5% of employees Human relation that reflect the attitude of management
and employees of the organisation in the context of grievance procedure. 18.7% of
employees Labour contract that reflect the attitude of management and employees of the
organisation in the context of grievance procedure. 18.7% of employees Open culture that
reflect the attitude of management and employees of the organisation in the context of
grievance procedure. 13.2% of employees Mixed that reflect the attitude of management and
employees of the organisation in the context of grievance procedure.

47
Findings:

From the chart 32.6% of the employees says that Employee involvement form of employee
voice is relevant to the organisation. 19.1% of the employees says that Suggestion scheme
form of employee voice is relevant to the organisation. 18% of the employees says that
Works committee form of employee voice is relevant to the organisation. 15.7% of the
employees says that Quality Circle form of employee voice is relevant to the organisation.
14.6% of the employees says that Joint consultation form of employee voice is relevant to the
organisation.

48
Findings:

From the chart 28.7% of employees agree that Employee involvement is relevant and
important for the issue in the context of the communication system of the organisation. 26.4%
of employees agree that Sugggestion scheme is relevant and important for the issue in the
context of the communication system of the organisation. 23% of employees agree that
Quality circle is relevant and important for the issue in the context of the communication
system of the organisation. 21.8 of employees agree that Joint consultation is relevant and
important for the issue in the context of the communication system of the organisation.

49
Findings:

From the chart 41.5% of employees agree that co-operation of employee’s relation is relevant
to your organisation. 38.3% of employees agree that Strategic planning of employee’s
relation is relevant to your organisation. 12.8% of employees agree that Tradition of
employee’s relation is relevant to your organisation. 7.4% of employees agree Conflicting of
employee’s relation is relevant to your organisation.

50
Findings:

From the chart 48.9% agree that all major jobs are subject to formal job analysis.
24.5% of employees Fully Agree that all major jobs are subject to formal job
analysis. 10.6% of employees Niether agree Nor Disagree that all major jobs are
subject to formal job analysis. 6.4% employees Disagree that all major jobs are
subject to formal job analysis.

51
Findings:
From the chart 48.8% of employees believe that Promotion based activity is useful for
motivating the employees in the organisation. 22% of employees
believe that Bonus based activity is useful for motivating the employees
in the organisation. 17.1% of employees believe that Job rotation based
activity is useful for motivating the employees in the organisation.
12.2% of employees believe that Transfer based activity is useful for
motivating the employees in the organisation.

52
Findings:
From the chart 34.4% of employees Agree that the organisation has a wide network of
computerized human resource information system with the latest software. 25.8% of
employees Fully agree that the organisation has a wide network of computerized human
resource information system with the latest software. 16.1% of employees Niether agree
nor disagree that the organisation has a wide network of computerized human resource
information system with the latest software. 10.8% of employees Disagree that the
organisation has a wide network of computerized human resource information system
with the latest software. 6.5% of employees Fully disagree that the organisation has a
wide network of computerized human resource information system with the latest
software.

53
Findings:
From the chart 35.2% of emloyees Agree that performance standards are carefully
developed on the basis of employees opinion. 20.9% of emloyees Niether agree nor
disagree that performance standards are carefully developed on the basis of employees
opinion. 19.8% of emloyees Fully agree that performance standards are carefully
developed on the basis of employees opinion. 12.1% of emloyees Disagree that
performance standards are carefully developed on the basis of employees opinion.

54
Findings:
From the chart 35.2% Agree that the performance appraisal system is extended to all
members of the organisation. 20.9% Fully agree that the performance appraisal system
is extended to all members of the organisation. 18.7% Niether agree nor disagree that
the performance appraisal system is extended to all members of the organisation. 9.9%
Disagree that the performance appraisal system is extended to all members of the
organisation.

55
Findings:
From the chart 38.7% of employees Agree that the organisation has a formal policy of
career planning and development.21.5% of employees Fully agree that the organisation
has a formal policy of career planning and development. 15.1% of employees Disagree
that the organisation has a formal policy of career planning and development. 11.8% of
employees Niether agree nor disagree that the organisation has a formal policy of career
planning and development.

56
Findings:
From the chart 45.2% of employee agree that distinct carrer paths and internal
promotion norms within the organisation. 19.4% of employee Disagree that distinct
carrer paths and internal promotion norms within the organisation. 11.8% of employee
Fully Agree that distinct carrer paths and internal promotion norms within the
organisation. 9.7% of employee Niether agree nor disagree that distinct carrer paths and
internal promotion norms within the organisation.

57
Findings:
From the chart 30.8% of employees Agree that it is quite difficult to dismiss a
permanent employee from the organisation. 23.1% of employees Neither agree nor
disagree that it is quite difficult to dismiss a permanent employee from the organisation.
15.4% of employees Fully agree that it is quite difficult to dismiss a permanent
employee from the organisation. 12.1% of employees Fully disagree that it is quite
difficult to dismiss a permanent employee from the organisation. 9.9% of employees
Disagree that it is quite difficult to dismiss a permanent employee from the
organisation.

58
Findings:
From the chart 53.3% of employees Agree that the organisation follows a formal
procedure of potential appraisal. 13.3% of employees Fully agree that the organisation
follows a formal procedure of potential appraisal. 11.1% of employees Niether agree
nor disagree that the organisation follows a formal procedure of potential appraisal. .
11.1% of employees Disagree that the organisation follows a formal procedure of
potential appraisal.

59
Findings:
From the chart 47.3% of employees Agree that the organisation utilizes the assessment
centre for identification and development of management potential. 17.2% of
employees Fully agree that the organisation utilizes the assessment centre for
identification and development of management potential. 15.1% of employees Niether
agree nor disagree that the organisation utilizes the assessment centre for identification
and development of management potential. 12.9% of employees Disagree that the
organisation utilizes the assessment centre for identification and development of
management potential.

60
Findings:
From the chart 46.8% of employees Agree that the organisation carries out succession
planning in order to ensure that executives are available to fill gaps in key managerial
positions. 18.1% of employees Fully agree that the organisation carries out succession
planning in order to ensure that executives are available to fill gaps in key managerial
positions. 10.6% of employees disagree that the organisation carries out succession
planning in order to ensure that executives are available to fill gaps in key managerial
positions. 9.6% of employees Fully disagree that the organisation carries out succession
planning in order to ensure that executives are available to fill gaps in key managerial
positions. 8.5% of employees Neither agree nor disagree that the organisation carries
out succession planning in order to ensure that executives are available to fill gaps in
key managerial positions.

61
Findings:
From the chart 39.6% of employees Agree that the organisation favours passing of
authority and responsibility to individuals at the lower level of hierarchy. 23.1% of
employees Disagree that the organisation favours passing of authority and
responsibility to individuals at the lower level of hierarchy. 16.5% of employees
Neither agree nor disagree that the organisation favours passing of authority and
responsibility to individuals at the lower level of hierarchy. 11% of employees Fully
agree that the organisation favours passing of authority and responsibility to individuals
at the lower level of hierarchy.

62
Findings:
From the chart 27.5% of employee Agree that employees have access to profit sharing
ownership plan. 23.1% of employee Disagree that employees have access to profit
sharing ownership plan. 18.7% of employee Neither agree nor disagree that employees
have access to profit sharing ownership plan. 13.2% of employee Fully agree that
employees have access to profit sharing ownership plan. 11% of employee Fully
disagree that employees have access to profit sharing ownership plan.

63
Findings:

From the chart 42.2% of employees Agree that the organisation encourages employees to
suggest product improvement. 25.6% of employees Fully agree that the organisation
encourages employees to suggest product improvement. 16.7% of employees Disagree that
the organisation encourages employees to suggest product improvement.

64
Findings:

From the chart 38.7% of the employees Agree that the organisation has provision for
employee recognition programmes and awards. 25.8% of the employees Fully agree that the
organisation has provision for employee recognition programmes and awards. 11.8% of the
employees Neither agree nor disagree that the organisation has provision for employee
recognition programmes and awards. 9.7% of the employees disagree that the organisation
has provision for employee recognition programmes and awards.

65
Findings:

From the chart 33.3% of the employees Agree that the organisation should conduct exit
interviews. 27.8% of the employees Fully agree that the organisation should conduct exit
interviews. 17.8% of the employees Disagree that the organisation should conduct exit
interviews. 14.4% of the employees Neither agree nor disagree that the organisation should
conduct exit interviews.

66
Findings:

From the chart 45.5% of employees Agree that the organisation has been managing change
by integrating the HR issues with the business strategies and strategic change process. 17%
of employees Neither agree nor disagree that the organisation has been managing change by
integrating the HR issues with the business strategies and strategic change process. 17% of
employees Fully agree that the organisation has been managing change by intergrating the
HR issues with the business strategies and strategic change process. 11.4% of employees
Disagree that the organisation has been managing change by intergrating the HR issues with
the business strategies and strategic change process.

67
Findings:

From the chart 41.8% of employees Agree that there is provision for negotiation,
administration and interpretation of written agreement between employees and management.
17.6% of employees Neither agree nor disagree that there is provision for negotiation,
administration and interpretation of written agreement between employees and management.
17.6% of employees Fully agree that there is provision for negotiation, administration and
interpretation of written agreement between employees and management. 14.3% of
employees Disagree that there is provision for negotiation, administration and interpretation
of written agreement between employees and management.

68
Findings:

From the chart 38.6% of the employee Agree that the organisation has the practice of
carrying attitude satisfaction surveys. 21.6% of the employee Fully agree that the
organisation has the practice of carrying attitude satisfaction surveys. 17% of the employee
disagree that the organisation has the practice of carrying attitude satisfaction surveys. 11.4%
of the employee Neither agree nor disagree that the organisation has the practice of carrying
attitude satisfaction surveys.

69
Findings:

From the chart 43.2% of the employee Agree that the efforts are taken to generate awareness
amongst the employees about the organisation’s financial position, customers needs, quality
of product. 21.6% of the employee Fully agree that the efforts are taken to generate
awareness amongst the employees about the organisation’s financial position, customers
needs, quality of product. 13.6% of the employee disagree that the efforts are taken to
generate awareness amongst the employees about the organisation’s financial position,
customers needs, quality of product. 11.4% of the employee Neither agree nor disagree that
the efforts are taken to generate awareness amongst the employees about the organisation’s
financial position, customers needs, quality of product.

70
Findings:

From the chart 44.6% of the employee Agree that the organisation has a structured policy for
management of attrition and turnover. 16.3% of the employee Fully agree that the organisation has a
structured policy for management of attrition and turnover. 14.1% of the employee Disgree that the
organisation has a structured policy for management of attrition and turnover. 12% of the employee
Neither agree nor disagree that the organisation has a structured policy for management of attrition
and turnover.

71
Findings:

From the chart 44.6% of the employees Agree that the organization’s human resource requirement are
systematically ascertained and an appropriate plan is formulated for satisfying the requirements.
14.1% of the employees Disagree that the organization’s human resource requirement are
systematically ascertained and an appropriate plan is formulated for satisfying the requirements.
14.1% of the employees Neither agree nor disagree that the organization’s human resource
requirement are systematically ascertained and an appropriate plan is formulated for satisfying the
requirements. 13% of the employees Fully agree that the organization’s human resource requirement
are systematically ascertained and an appropriate plan is formulated for satisfying the requirements.
8.7% of the employees Fully Disagree that the organization’s human resource requirement are
systematically ascertained and an appropriate plan is formulated for satisfying the requirements.

72
SUGGESTIONS
As in the competitive world where the need for every organization to prove itself the best and
make an outstanding and remarkable progress is the need, no fact could be left ignored. Every
organization must know the shortcomings and must try to go for building up the
shortcomings. An ethical practice in any organization could only be achieved if the
organization works for the well being of its employees. Every organization must possess a
basic structure and the organization must be capable enough to reward its outstanding
performers and must appreciate the initiative works.

73
CONCLUSION
At last I want to say that while recruitment and selection identify acceptable candidate, the
process still continue with induction program for the new employee, we can further fine tune
the fit between the candidate’s qualities and the organization’s desire. Then to make the
employees more skilled behavioral training may be provided.

It makes the positive impact of any organization, but it needs a lot of money, time, attention
and guidance. It is just like only taking, not giving or taking the starting benefits and when
the time comes for returning back you just quit the job. So it is not always fruitful.

The employee motivation is needed to be built up through constant attempts of the

organization. The organization may adopt various methods for motivating the employees. It
may be by providing recreational activities such as tours, picnics, family outings, annual
days, sport days, functions, and parties.

74
BIBLIOGRAPHY

Books: HUMAN RESOURCE MANAGEMENT

- DEEPAK BHATTACHARYA
PERSONNEL/ HUMAN RESOURCE MANAGEMENT
- ROBERT L MATHIS
http://en.wikipedia.org/wiki/Human_resource_managemen

****THANKYOU****

75
76
77
78
79