copy of dawar shoe recruitment and selection
TRANSCRIPT
EXECUTIVE SUMMARY
Today, in every organisation personnel planning as an activity is
necessary. It is an important part of an organisation. Human Resource
Planning is a vital ingredient for the success of the organisation in the
long run. There are certain ways that are to be followed by every
organisation, which ensures that it has right number and kind of people,
at the right place and right time, so that organisation can achieve its
planned objective.
The objectives of Human Resource Department are Human
Resource Planning, Recruitment and Selection, Training and
Development, Career planning, Transfer and Promotion, Risk
Management, Performance Appraisal and so on. Each objective needs
special attention and proper planning and implementation.
For every organisation it is important to have a right person on a
right job. Recruitment and Selection plays a vital role in this situation.
Shortage of skills and the use of new technology are putting
considerable pressure on how employers go about Recruiting and
Selecting staff. It is recommended to carry out a strategic analysis of
Recruitment and Selection procedure.
With reference to this context, this project is been prepared to put a
light on Recruitment and Selection process. This project includes
Meaning and Definition of Recruitment and Selection, Need and
Purpose of Recruitment, Evaluation of Recruitment Process,
Recruitment Tips. Sources of Recruitment through which an
Organisation gets suitable application. Scientific Recruitment and
Selection, which an Organisation should follow for, right manpower.
Job Analysis, which gives an idea about the requirement of the job.
Next is Selection process, which includes steps of Selection, Types of
Test, Types of Interview, Common Interview Problems and their
Solutions. Approaches to Selection, Scientific Selection Policy,
Selection in India and problems.
Recruitment and Selection are simultaneous process and are
incomplete without each other. They are important components of the
organisation and are different from each other. Since all the aspect
needs practical example and explanation this project includes
Recruitment and selection Process of Infosys. And a practical case
study. It also contains addresses of various and top placement
consultants and the pricelist of advertisements in the magazine.
Human resource management (HRM) is the strategic and coherent approach to the
management of an organization's most valued assets - the people working there who
individually and collectively contribute to the achievement of the objectives of the
business. The terms "human resource management" and "human resources" (HR)
have largely replaced the term "personnel management" as a description of the
processes involved in managing people in organizations.
In simple words, HRM means employing people, developing their capacities,
utilizing, maintaining and compensating their services in tune with the job and
organizational requirement.
Human resources management involves several processes. Together they are
supposed to achieve the above mentioned goal. These processes can be performed in
an HR department, but some tasks can also be outsourced or performed by line-
managers or other departments. When effectively integrated they provide significant
economic benefit to the company.
HR PRACTICES
The main HR practices which are followed in most of the organization are:
Manpower planning
Manpower planning is “the process by which a management determines how an
organization should move from current manpower position to desired manpower
position. Through planning, a management strives to have a right number and the
right kind of people at right places, at the right time, to do things which result in
both the organization and the individual receiving the maximum long range benefit.
Recruitment
Recruitment refers to the process of attracting, screening, and selecting qualified
people for a job at an organization or firm. For some components of the recruitment
process, mid- and large-size organizations often retain professional recruiters or
outsource some of the process to recruitment agencies.
The recruitment industry has five main types of agencies: employment agencies,
recruitment websites and job search engines, "headhunters" for executive and
professional recruitment, niche agencies which specialize in a particular area of
staffing and in-house recruitment. The stages in recruitment include sourcing
candidates by advertising or other methods, and screening and selecting potential
candidates using tests or interviews.
Induction, orientation
Induction is a technique, by which a new employee is rehabilitated into surroundings
and introduced to the practices, policies and purposes of the organization. In other
words, it is a welcoming process – the idea is to welcome a newcomer, make him
feel at home and generate in him a feeling that his job, however small, is meaningful
and has significance as a part of the total organization.
Orientation programmes usually covers things like employee compensation benefits,
personnel policies, the employee’s daily routine, company organization and
operations, and safety measures and regulations. The new employee’s supervisor is
often given an orientation checklist, personnel policies, the employee’s daily routine,
company organization and operation and safety measures and regulation. The
orientation checklist helps to ensure that the supervisor has covered all of the
necessary orientation.
Training and development
Training is a process of learning a sequence of programmed behavior. It is
application of knowledge. It gives people an awareness of the rules and procedures
to guide their behavior. It attempts to improve their performance on the current job
or prepare them for an intended job
Development is a related process. It covers not only those activities that which
improve job performance but also those which bring about growth of the personality;
help individuals in the progress towards maturity and actualization of their potential
capacities so that they become not only good employees but better individual.
In the field of human resource management, training and development is the field
concerned with organizational activity aimed at bettering the performance of
individuals and groups in organizational settings. It has been known by several
names, including employee development, human resource development, and
learning and development.
Payroll
In a company, payroll is the sum of all financial records of salaries, wages, bonuses
and deductions. In accounting, payroll refers to the amount paid to employees for
services they provided during a certain period of time. Payroll plays a major role in a
company for several reasons. From an accounting point of view, payroll is crucial
because payroll and payroll taxes considerably affect the net income of most
companies and they are subject to laws and regulations (e.g. in the U.S. payroll is
subject to federal and state regulations). From ethics in business viewpoint payroll is
a critical department as employees are responsive to payroll errors and irregularities:
good employee morale requires payroll to be paid timely and accurately. The
primary mission of the payroll department is to ensure that all employees are paid
accurately and timely with the correct withholdings and deductions, and to ensure
the withholdings and deductions are remitted in a timely manner. This includes
salary payments, tax withholdings, and deductions from a paycheck.
Employee benefit
Employee benefits and (especially in British English) benefits in kind (also called
fringe benefits, perquisites or perks) are various non-wage compensations provided
to employees in addition to their normal wages or salaries. Where an employee
exchanges (cash) wages for some other form of benefit, this is generally referred to
as a 'salary sacrifice' arrangement. In most countries, most kinds of employee
benefits are taxable to at least some degree.
Some of these benefits are: housing (employer-provided or employer-paid), group
insurance (health, dental, life etc.), disability income protection, retirement benefits,
daycare, tuition reimbursement, sick leave, vacation (paid and non-paid), social
security, profit sharing, funding of education, and other specialized benefits.
The purpose of the benefits is to increase the economic security of employees.
Performance appraisal
A performance appraisal, employee appraisal, performance review, or (career)
development discussion[1] is a method by which the job performance of an employee
is evaluated (generally in terms of quality, quantity, cost, and time) typically by the
corresponding manager or supervisor. A performance appraisal is a part of guiding
and managing career development. It is the process of obtaining, analyzing, and
recording information about the relative worth of an employee to the organization.
Performance appraisal is an analysis of an employee's recent successes and failures,
personal strengths and weaknesses, and suitability for promotion or further training.
It is also the judgment of an employee's performance in a job based on
considerations other than productivity alone.
HRP MODELS:
An HRP model can conceptualize the entire HR activities and link it with the
business purposes. Basically there are four types of HRP Models.
Classical Models:
It attempts to mach the supply of labour and demand for it.
It involves the process of Investigating, Forecasting, Planning & Utilizing.
Standard Models:
It is the most common planning approach and is basically a staff size and
configuration approach.
It may unnecessarily increase the staff levels since competency requirements not
taken in to account.
Strategy Models:
To support the strategic business objectives of an organization, a strategy based
HR planning process is more effective approach.
It translates business objectives into specific human resources programs and
services.
Action driven Models:
Here planning starts with current corporate strategic drive or existing business
problems, e.g. higher labour cost, poor customer services etc.
It is said that a company is as good as its people. They are the ultimate source of its
competitiveness. Thus the role of an HR dept and HR professional becomes all the
more important for choosing, retaining, developing their employee.
INTRODUCTION
TO
DAWAR FOOTWEAR INDUSTRY.
INTRODUCTION
There were about 200 footwear exporting firms in Agra exporting to several
countries, but besides these firms, there were also about 6,000 small-scale
footwear-manufacturing units functioning in the town that were yet to make a
breakthrough in the world market.
DAWAR TODAY
An OHSAS 18001 & SA 8000 ISO 9001 & 14001 Company
For more than Two decades, Dawar Group has controlled the Specification,
Production, Distribution and Technical information of footwear technology.
"Dawar Group" was founded in "1977" on the modest scale in the city Agra. A
move to set-up more Units were necessary to cope with the abrupt increase in the
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volume of business. As a part of its expansion and diversification drive, Two
manufacturing Units came into existence under the Group.
DAWAR FOOTWEAR IND:-
is a Govt. recognized export house engaged in the manufacture & export of Men's
Footwear i.e Classic- Comfort Classic & Sport Line & all type of Uppers.
DAWAR LSD:- is a Govt. recognized export house engaged in the manufacture &
export of Ladies Footwear *Fashion *Comfort *Sporty *Woven Ankled-Mid-Long
Boots, Shoes & Sandals..
Expansion:-
In house production of PU, TPR Soles and Shoes
Dawar family is a large and growing family. It extends beyond the people who
work for Dawar Group. Their families are also an integral part of it. The Group
shares the hopes and aspirations of its people and their children. It goes out of its
way to reward their hard work and dedication.
"Saksham Dawar Memorial Trust" is a small but significant step in that direction.
Its a child education programme for the children of the workers. In addition to this,
it also provides monetary assistance to a large number of its worker's children
studying in other schools.
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The Group also works in association with a number of NGO's to fulfill its other
social welfare commitments. It also organizes regular health check-ups for the
families of its workers. But these efforts are not enough. There is a lot more that
needs to be done. Nobody understands it more than the chairman of the Group,
"Mr. Puran Dawar".LEADING FROM THE FRONT
An OHSAS 18001 & SA 8000 ISO 9001 & 14001 Company
Mr. Puran Dawar(Chairman)
Mr. Prem Agarwal(General Manager)
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Dawar Group is led from the front by "Mr. Puran Dawar", a pro-active veteran
from the shoe industry. Mr. Dawar is a widely travelled person and has been
associated with the shoe industry for more than three decades. He understands the
dynamics of shoe business and how it is conducted in the international market.
With his clear vision and rock solid dedication, he has brought Dawar Group this
far and continues to lead it with missionary zeal.
It is Mr. Dawar's concern for his people and environment related issues that has
endeared him to one and all. A visit to Group's manufacturing facility and
corporate office reflects these concerns.
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Mr. Prem Agarwal , General Manager is a seasoned professional who looks after
the day to day affairs of the company.
OUR PEOPLE
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Dawar Group is indebted to its people for their unflinching support and dedication.
They have stood by us in our good, bad and ugly times. They have crafted some of
the finest shoes for most of the top names in international footwear and fashion
industry. They have made us a force to reckon with in the fiercely competitive
global footwear industry.
We, at one end, have not failed them either. To begin with, we have provided them
with a world class working environment envied by many in the industry. Its a
hazard free, airy, well lit and well built working facility we are talking about with
clean toilets and adequate drinking water.
Its a facility that encourages performance by its ambience. Hot Indian summer is
hardly a distraction. Their health is a matter of concern to us. Medical check-ups
by qualified doctors are organised at regular intervals to monitor their health and
welfare. Then, there is a cafetaria for people where they get subsidised food items.
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There is a volleyball court in the front amidst sprawling greens. It has witnessed
many a competitive in-house tourneys. It is important for our people to know the
joy of winning and the agony of losing to each other. But together they make a
formidable team of 800 strong and highly skilled people we are proud of.
WORK STRENGTH
For a company to stay ahead in terms of quality and competitiveness, it has to rely
on the strength of its own infrastructure and resources. We, at Dawar Group,
realised it very early. Today, we not only have a most modern manufacturing
complex but also an array of sophisticated machines to produce a diverse range of
world class footwear.
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Besides a number of Italian Lasting Machines and German Closing Machines,
there are other machines at various stages of production. The assembly line
manufacturing enhances production and ensure quality. On-line Quality Control
Checks by seasoned professionals enable us to monitor consistency in production
of a particular order.
From shoe upper to complete shoes, everything is produced in-house there by
reducing production lead time and enhancing cost effectiveness. Over the years,
the group has kept a sturdy pace with technological advances in footwear
production. It has continuously upgraded its infrastructure to produce quality
footwear.
Installed Capacity
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2000 pairs/day - Ladies Shoes
4000 pairs/day - Men's Shoes
1200 pairs/day - Children shoes
QUALITY POLICY
At Dawar, we look at quality from a different perspective. Concern for quality is
ingrained in our system. It is an integral part of our thought process. And that is
how it has become a tangible aspect of our products. You can see and feel it.
Quality is not talking about it; it is doing it. It should be inherent in your belief
system
Over the years, we at Dawar, have evolved our own quality policy turned to the
capabilities of our people. They produce quality because we provide them quality
environment and facilities. We lead the crusade for quality from the front. At
Dawar, quality is people driven. Workers produce it, professionals inspect it and
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together they deliver it. From time to time our people undergo orientation
programmes conducted with the assistance of technocrats to understand qualitative
aspects of products we make. To top it all, the management of Dawar Group
monitors the production process to ensure that each footwear bears Dawar's seal of
'Quality Always'.
Awards
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ENVIRONMENT FRIENDLY COMPANY
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Inherent in the work culture of "Dawar Group" is a deep concern for conservation
& Preservation of the environment. The sprawling greens in front of its Corporate
Headquarters and Manufacturing facility is one such example.A modern waste
treatment plant has been installed to ensure its surroundings are not polluted. The
facility has been designed meticulously to match international standards in terms of
temperature control, noise levels etc.
It has "top-of-the-line fire fighting" arrangements. The walls in the working areas
are fitted with fire fighting equipments and fire exits routes are painted all over the
work area. The electricity cables have been laid under the watchful eyes of
professionals as per the prescribed standards. To educate our workers regarding the
use of chemicals, regular orientation programmes are conducted. Our concern for
our environment and the measures we have taken to preserve it have got us an
"ISO 14001" Certification.
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RESEARCH & DEVELOPMENT
Dawar group is constantly innovating new designs. In sync with latest trends in the
European standards, development of new designs goes on round the year at our
Research and Development department.
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At Dawar group , commitment to provide high class and quality service continues,
right from the designer's sketchbook through to the performance of our shoes on a
customer's foot.
Dawar group has adopted latest footwear technology to give new dimension to the
creative designers.
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Success is never a matter of desire, it is the product of hard work and vision. The
phenomenal success of Dawar Group proves it. With effective presence in more
than "40" countries and a turnover exceeding, the group has been growing steadily.
It's success is simply a by product of the implicit faith and confidence its buyers
have in its capabilities. It has never let them down. And that is because their every
requirement is met as per their exact specifications. Today, the Group exports its
footwear to some of the top names in fashion and footwear business. "United
Colours Of Benetton, Lumberjack" etc. are some of the brands it makes footwear
for.
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Our product range is exhibited in many prestigious fairs like "Riva Del Garda
(Italy), GDS (Germany) and WSA (USA)".
For us at Dawar every customer, no matter big or small, counts. Whenever visiting
our "Corporate headquarters" in India, each customer is looked after well. We have
even made independent work stations for them to work with freedom. All the work
stations are equipped with modern telecommunication facilities. We cherish the
mutually rewarding relationship we share with our customers worldwide.
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OUR MAIN MARKET
(1) UK & Europe (2) Scandinavia (3) Australia & North America
The brand "DAWAR" has been able to maintain its aura of exclusivity and
distinction in the global market. Our brand "DAWAR" cherish the dreams of
people from across the world by providing footwear of their choice. With the
growing popularity, proliferation comes along.
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The company has elaborated the brand concept by launching a variety of sub-
brands and shoes to suit different occasions. The new brand were coined with
attractive catchword, thus helping the customers finding the right shoes. Our range
of brand caters to every need in footwear world.
PRODUCTS
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WOMENS COLLECTION 2010
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MENS COLLECTION 2010
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INTRODUCTION
TO
RESEARCH TOPIC
33
HR SYSTEM AND PRACTICES
The EDRC-B&F operating company (OC) Engineering & construction Division of
Larsen & Toubro Limited are involved in design & build concept of various projects
having global presence. Due to major scope and boom in infrastructure activities and
involvement of various people for fulfilling / achieving the targets, require very
strong HR systems and practices. The HR department is providing solutions through
the below different work areas-
Manpower planning
Recruitment
Personnel Administration
Training & Development
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MANPOWER PLANNING:
Trainee Budget:
1. Central Personnel Department (CPD) asks P&OD department of ECC division
for the trainee requirements for the ensuring financial year.
2. Recruitment section sends a note under signature of Head- P&OD to Resource
Department at HQ with copy marked to Executive Vice Presidents /Vise
presidents and operating general managers with data relating to past three
years selection of GET’s and DET’s . Resource Department interacts with
VP’S and Operating GM’s and sends to P&OD the requirement of
PGETs/GETs/ DETs for the following year.
3. The discipline wise requirements are consolidated and send to CPD.
Recruitment section proceeds with the Campus Interviews based on the above
requirement.
General budget:
1. P&OD receives guideline for budgeting of manpower from CPD in
December.
2. Head –P&OD Department send information to Regional Managers and
Departmental Heads through electronic mode to forecast manpower
requirements in the manpower budget system.
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3. Head P&OD department present the budget proposals along with an analysis
of manpower and staff productivity in terms of sales and contribution to
Budget Meeting based on sales/ productivity forecast and the desired increase
in staff productivity, net addition to manpower is decided.
4. These proposals are then presented to CGM headed by President (Operations)
and after further deliberations, CGM finally decides on the quantum of net
addition to manpower which is inclusive of trainee net requirement.
5. Category wise budget proposals are sent to CPD with a justification note. The
proposals are placed before CMC. In case of any changes CPD forwards the
information to ECC.
RECRUITMENT
Trainee Recruitment (GET’s/DET’s):
1. List of institutions to be visited is decided after considering various factors
like recommendations from Regional managers and send to RM/ Regional
P&OD.
2. Letters are send under the signature of Head-P&OD to VPs/GMs for question
paper preparation.
3. Stationery and other documents required for the campus interview are sent to
the regions.
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4. Regional P&OD follow- up with each institutions and finalise data and time of
campus interview and conducts the process at campuses.
5. After completion of interview process in each institution, Regional P&OD
sends all back papers to P&OD, HQ where results of interviews are processed
in Campus Recruitment System. Selection criteria is arrived at by considering
Minimum average regional marks for each discipline and an All- India merit
ranking list is generated for each discipline.
6. Offer letters are sent to selected candidates with the request to confirm their
acceptance by returning duplicate copy of the offer duly signed by them.
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General recruitment (Stray/ unconsolidated applications):
1. On the receipt of stray / unconsolidated application, if the application is found
acceptable. The same is sent to the concerned Business unit/Services unit
head.
2. If the application is short listed, Head (resourcing / recruitment) will fix the
panel members and interview date on consultation with the concerned
Business unit /Service unit head. For outstation candidates, application may be
sent to the Regional P&OD Heads for conducting interviews.
3. If the applicant is selected in the interview, offer letter will be issued to the
candidate if the requirement is immediate or otherwise the application is kept
in data bank for future requirement.
Panel Members:
1. All interview Panels should generally consist of at least 3 members- Two
Panel members from the functional departments and one from P&OD
department .
2. The following are general guidelines for the composition of panel members
from the functional areas for selection in various categories,
3. For Non - Supervisory (Technical & Non technical) - One covenanted cadre +
One official cadre staff.
4. For supervisory Cadres – Two covenanted cadre staff
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5. For Officers/ Sr. Officer Cadre interviews, panel should consist of GM or
JGM of the concerned Department plus one Sr.DGM or DGM from the same
or other Department.
6. Covenanted cadre recruitment – Two General Managers.
7. In all interviews P&OD representatives shall be present in the selection panel.
Signing of interview call letters:
All interview call letters would be signed by Head- Resourcing & recruitment /
regional P&OD in charge.
Travel Reimbursement:
1. Out station candidates will be paid return/ air fare depending on their cadre ,
as per the details given below
2. Covenanted- For preliminary interview I Class or A/C II sleeper train fare. For
final interview, air fare in Economy class.
3. Officer / Sup Cadre, I Class train fare/III Tier A/C
4. Other, II class train fare.
5. Head Department is competent to authorize any deviations either in granting
travel reimbursement, in cases warranting special consideration.
6. Testimonial Verification and Joining Process:
7. New recruiters are required to submit the following original documents with a
set of copies:
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8. Date of Birth Certificate
9. SSC/HSC/Degree and other certificate in support of educational qualification
10.Relieving certificates from the last employers, if any.
11. Servicing certificates in support of experience, if any
12.Two copies each of his passport size and stamp size color photographs
13.The P&OD staff verifies the original documents and fills the testimonial
verification form
14.On receipt of testimonial form with date of joining details, P&OD HQ
(Recruitment Section) arranges to obtain a Pay Sheet (PS) Number from
Personnel Administration Department at HQ/CPD- Powai for the new joinee
releases the Accounts copy of the offer letter with PS. No and date of joining
to the concerned Accounts department, for incorporation of the new joinees
name in the Pay Roll master.
15.All the back papers are then handed over to P&OD HQ (Personnel
Administration) for updation in system and for safe custody.
Offer letters
All employment offer letter up to and including Sr. Officer Cadre shall be
signed by Head- P&OD Department and all employment offer letters in
covenanted cadre shall be signed by president (Operations). Issue of offer
letter is centralized at HQ.
Pre – Employment Medical Examination:
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1. Candidates selected for employment are required to undergo Pre- employment
Medical examinations at the accredited medical institutions at places where
Regional Offices are situated. Candidates recruited in Officers/ Sr. Officers
and covenanted Cadre undergoes Master Health Check-up.
2. Respective P&OD section liases with the respective medical institutions and
forward the medical report to P&OD, HQ. Candidate who are near Chennai
are sent to the medical institutions by P&OD HQ.
3. If the candidate is medically fit, communication is sent to the candidate asking
the candidate to join within the time limit agreed at the time of interview. In
cases of medical unfitness, communication is sent to candidate withdrawing
the offer.
PERSONNEL ADMINISTRATION
Compensation and Benefit:
The compensation and benefits structure are given as follows.
Basic Pay- The minimum basic has been fixed for each grade; however, there is no
upper limit. This component attracts the Retirement Benefits like Provident Fund,
Gratuity and Supper Annuation.
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House Rent Allowance (HRA) - HRA is grade- based component paid to the
employees through salary. In rare cases, when company allots the accommodation to
the employee, HRA will cease and in addition 10% of basic gets deducted from the
salary of the employee towards the company accommodation.
Conveyance Allowance- Employees are paid conveyance allowance as per their
grade in the organization.
Outstation Travel- Employees can avail Travel Advance Payment for travel on
official purposes through a Travel Expenses format duly authorized by the
concerned HOD. The limits applicable to employees can be seen from P&OD Portal
under Benefits.
Domiciliary Medical Expenses- The employee in the executive and supervisory
cadre, are paid grade- wise fixed amount under Domiciliary Medical Allowance.
There is no automatic payment for covenanted employees but expenses are
reimbursed at par.
Hospitalization Expenses- All supervisory and executive cadre employees and their
family (spouse & 2 dependents) are covered under Health Insurance policy with a
cover of Rs.2 Lacs for Hospitalization Expenses. Covenanted employees and their
family (spouse & 2 dependents) are also covered under the Health Insurance policy
to cover the hospitalization expenses with cover of Rs. 3 Lacs.
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Leave Travel Assistance (LTA) - Leave Travel Assistance is available for
employees as per their grade. A minimum of 6 days privilege leave has to be applied
to avail LTA benefits. An employee may avail LTA for each calendar year or may
avail LTA for each calendar year or may avail LTA for combined two years in LTA
block period.
Personal Computer Scheme- Covenanted employees with higher performance
rating are provided Personal Computers under the company scheme as per
eligibility.
House Loan- Covenanted employees with higher performance rating given interest
subsidy on the housing loan they avail from the banks, for the amounts as per their
grades.
Salary is credited to the employees’ Bank account. The new joinee should open an
account in banks and inform the account number to Personnel Department/Accounts
departments with 15 days of joining. Reimbursement/claims are being settled
through Shared Service Centre. The amount is directly credited to employee’s bank
account.
Compensation and Benefits are based on the employee’s cadre, performance,
potential and market factors. Employees are expected to keep their compensation &
monetary benefits STRICTLY CONFIDENTIAL. Certain standard non- monetary
benefits are based in the grade in which the employee is placed. Some of general
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benefits are travelling expenses, out of pocket expenses, family planning incentives,
long service award, dislocation allowance etc.
Annual Appraisal Process:
1. The contents of the annual appraisal of the previous year are reviewed by
Personal Administration Department each year in consultation with Head –
P&OD and changes required are incorporated. Sufficient number of appraisal
forms is printed.
2. Draft guidelines in consultation with Head – P&OD Department are prepared
and president (construction) approval is obtained by getting the guidelines
signed by him.
3. The appraisal forms are dispatched to the regions/task force leaders/
department heads along with the promotion and increment guidelines.
4. Received appraisal forms are consolidated and sent to
JGMs/GMs/VPs/EVPs/Sr. VP for their review and final recommendations and
are returned before a specific date. Deviations from the guidelines are
highlighted on the appraisal forms.
5. If there is no GM/VP/EVPs/Sr. VP for their review/final recommendation in
certain cases, forms are sent to the officials just below the rank of GM/VP for
review and final recommendation
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6. Recommendations are filled up in the input column on the reverse of appraisal
forms and forwarded to the systems section to feed all the recommendation in
the computer.
7. Core committee Meeting is convened and the members are informed on the
venue date and time to review the recommendations and decide on annual
reward/ increment
8. Changes if any are further entered in the input column of the respective
appraisal forms and given to the systems sections for updation and processing
increment / promotion letters as per increment guidelines.
9. Letters generated are crosschecked with the respective forms and placed for
signature of Head – P&OD Department.
10. Increment letters are dispatched to respective Regional managers/departments
heads with covering note.
11. Completed appraisal forms along with office copy of increment/promotion
letter are filed in the respective staff folders.
Promotion & Career Development- Employees have the promotion opportunities
to grow in the organization to reach the higher echelons of management. The
promotions are based on the performance and competencies of the employees as
well as requirements of the organization. Employees are given opportunities to work
in different fields based on their competencies and requirements of the organization.
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Employees are encouraged to review their performance at least once in a year with
their superiors. They may use this opportunity to discuss their competencies, areas of
improvement, career opportunities etc.
TRAINING AND DEVELOPMENT
In EDRC- B&F, Human Resources Development is a continuous process. A full
fledged training department updates and strengthens managerial, technical and
supervisory skills of the personnel. Training is an investment in people; it kindles the
creativity of the individual and results in organizational effectiveness.
Twice a year training plan is formulated highlighting the training activities proposed
for the six months. Inputs to formulate this training plan is taken from
FAIR Process- where individual training needs are identified
Top Management and Business Unit Heads who read the pulse of
emerging business scenario
Discussion with faculty members
Feedback given by the participants in previous programmes
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Training need of staff is identified at the end of the every appraisal cycle. Immediate
Superior identifies the training needs of his subordinates in Technical/ Behavioral/
General Management area.
Apart from in- house programmes, staff members are nominated for external training
programs, Seminars, Conferences and Workshops to keep themselves updated on the
current knowledge in the field.
Leadership Programmes:
Keeping in mind the ambitious growth plans of the company and realize the vision
to be a market leader in the field of Engineering, Design & Consultancy, various
Leadership Programmes are in place to identify, reward and train potential leaders to
enable them to take up the challenging assignments/positions in the days to come.
At EDRC-B & F have been proactive in addressing the aspirations of employees by
developing a unique Leadership Module. The module offers three sets of Leadership
Role/ Paths – one for the would be managers (MLPs), one for the execution
specialist (ELPs &SLPs) and another for technologies (TLPs) who prefer to remain
close to technology throughout their career.
Management Leadership Program (MLP) is an organization wise intervention to
identify, groom and retain a pool of high potential employees, from which dynamic
leaders can be chosen for fulfilling business needs. The leadership talent identified
47
using a competency measurement tool i. e. Assessment Centers based on real
business scenario situations. The program encompasses grooming high potential
talent through Coaching Initiatives and Training programs designed to strengthen
competencies.
Technologist Leadership Programme (TLP) is an initiative directed towards
identifying and developing our employees who have a strong desire to enhance
business performance through the route of technology. TLP aims to identify,
develop and retain employees with domain expertise in areas which have high
growth potential and are core to L&T’s business strategy as well as those who have
the competencies desired in a Business Leader.
Execution Leadership Programme (ELP) is to recognize, nurture and develop the
key set of people who are excellent operational performers, contributing
significantly to the business, some of whom involve as future business / technology
leaders. The ELP process is the stepping stone to the MLP/ TLP processes.
Employees who are functionally and operationally excellent (ELPs) and display the
aptitude to excel in business leadership positions are then nominated to the MLP
process. Some of the ELPs who are working in technology areas and show a
penchant for Technology leadership would be nominated for TLP assessment
process.
48
Supervisory Leadership programme (SLP) is to identify and groom employees who
joined in Supervisory cadre and show exemplary performance and potential and
provide them scope for faster growth and focused development. As they rise in to
Executive position, they are given an opportunity to take part in the ELP, MLP and
TLP process.
49
1.3 NEED FOR THE STUDY
The purpose of the study is to determine the HR practices that exist in the
organization.Human Resources (HR) is an essential component of successful
businesses. HR practices have the capacity to align with business objectives and to
positively impact employee satisfaction and, ultimately, their work capacity.
Appropriate HR practices do have positive effects, such as increased knowledge,
skills and abilities that would lead to increased productivity.
The need for the study aims at how well the HR practices are implemented in the
organization.
50
1.4 SCOPE OF THE STUDY
This study will be helpful to find out the employees’ opinion towards the Human
Resource practices at (EDRC – B&F OC) DAWAR SHOE INDUSTRY .
This study will help the employees of the organization to express their thoughts
with regard to the topic of the study.
The study will help the researcher to identify the existing problems in the
organization and provide suggestions to the management in order to resolve the
problems faced by the employees.
Through this study the employees of the organization will be enabled to convey
what ever they wish to convey to the management.
This study will help the organization to understand where they should improve
with regard to the human resource practices in the organization.
51
52
1.5 OBJECTIVES FOR THE STUDY
PRIMARY OBJECTIVE:
To study about the human resource practices existing in (EDRC B&F OC)
Larsen & Toubro Limited.
SECONDARY OBJECTIVES:
To determine the effectiveness of human resource practices in the
organization
To determine the expectations of the employees from the organization
To analyze managements investment of time and resources in development of
the employees.
53
2.1 REVIEW OF LITERATURE
Researcher’s name: Arthur, J.B. (1994)
Type of study: cross sectional
Single industry: 30 US steel minimills
HR measures: 10 variables – decentralization, participation, general training, skilled
workers, level of supervision, social events, due process, wages, benefits, bonus,,
percentage unionized. Clustered into two systems: control and commitment.
Outcome measures: manufacturing performance (labour efficiency, scrap rate) and
employee turnover.
Controls: firm age, firm size, union status, business strategy.
Method: Regression
Findings: Commitment based HR systems associated with lower scrap rates and
higher labour efficiency than control-based systems.
54
Researcher’s name: Huselid, M.A. (1995)
Type of study: cross sectional
Multi-industry: 968 US-owned firms with over 100 employees.
HR measures: High performance work system scale. 13 items elicited two factors
(i) employee skills and organizational structures – items: formal job design,
enhanced selectivity, formal training, quality of work program, quality circles,
labour-management teams, information sharing programmes, formal grievance
procedures, profit and gain-sharing plans, enhanced communications, (ii) Employee
motivation – items: formal appraisal, linked to compensation, merit in promotion
decision rules.
Outcome measures: turnover, productivity (log of sales per employee), corporate
financial performance – market based measure Tobin’s q, and accounting based
measure – gross rate of return on capital employed (GRATE).
Controls: firm size, capital intensity, firm and industry levels of union coverage,
industry concentration, growth in sales, R&D intensity, firm-specific risk, industry
levels of profitability, net sales and total assets.
Method: Regression analysis
Findings: High performance work systems have an economically and statistically
significant impact on turnover, productivity and corporate performance. One
standard deviation increase in HPWS is associated with a relative decrease of 7.05%
55
in turnover, and on a per employee basis, a $27,044 more in sales and $18,641 and
$3,814 more in market value and profits respectively.
56
Researchers name: Huselid, M.A. Jackson, S.E. and Schuler, R.S. (1997)
Type of study: cross sectional
Multi-method – 293 publicly held US firms
HR measures: strategic HRM scale (8 items including teamwork, communications,
involvement, enhancing quality and developing talent to serve business in future)
Technical HRM scale (describes perceptions f how well the HR function performs
activities – 8 items including recruitment, selection, training, performance appraisals
and compensation administration)
Professional HRM capabilities scale (describes expertise and skill relevant to
performing excellently within HR function - 11 items
Business related capabilities scale (describes the amount of business experience HR
staff have had outside of HR function - 3 items)
Outcome measures: employee productivity (net sales per employee, gross rate of
return on assets, and profitability, Tobin’s q)
Controls: union coverage, firm size, capital intensity, industry concentration, sales
growth, R&D expenditures, stock price variability (beta) and firm industry.
Method: Regression analysis
Findings: Significant relationship between strategic HRM and employee
productivity, cash flow, and market value. No meaningful relationship between
technical HRM and firm performance. On a per employee present value basis, a one
57
standard deviation increase in overall HRM effectiveness corresponds to an
estimated increase in sales per employee of 5.2. per cent , a cash flow of 16.3 per
cent, and a market value of 6%.
Researchers names: Guest, D.E., Michie, J, Conway, N & Sheehan, M (2003)
Type of study: Cross sectional and longitudinal
Multi-industry, 366 firms with over 50 employees
HR measures: 48 items on HRM covering nine main areas: recruitment and
selection, training and development, appraisal, financial flexibility, job design, two-
way communication, employment security and the internal labour market, single-
status and harmonization, and quality.
Outcome measures; labour turnover, absence and industrial conflict. Labour
productivity (value of sales per employee) and financial performance (company’s
profit per employee).
Controls: sector, trade union membership, part of multinational, presence of
consultative committee, staff committee, and single union deal, respondent holds HR
Position, perceived importance of overall HR policy in terms of controlling for
labour costs.
Method: Telephone interview using structured questionnaire, regression.
Findings: Using objective measures of performance, greater use of HR practices
was associated with lower labour turnover and higher profit per employee, but
58
showed no association with HR and productivity. There was a strong association
between subjective estimates of HR and productivity and financial performance. The
study supports the association between HRM and performance but does not show
that HRM causes high performance.
59
2.2 RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the research problem. It is a
plan of action for a research project and explains in detail how data are collected,
analyzed and presented, so that they will provide meaningful information.
According to D. Slesinger and M. Stephenson, Research is “manipulation of things,
concepts, or symbols for the purpose of generalizing to extend, correct or verify
knowledge, whether that knowledge aids in construction of theory or in practice of
an art.”
RESEARCH DESIGN:-
A research design is the arrangement of conditions for collection and analysis of
data in a manner that aims to combine relevance to the research purpose with
economy in procedure. The research design is the conceptual structure within which
60
research is conducted; it constitutes the blue print for the collection, measurement
and analysis of data.
DESCRIPTIVE research technique was adopted in this project. Descriptive research
is a description of the state of affairs, as it exists at present. The main characteristic
of this method is that the researcher has no control over the variable; he can only
report what has happened or what is happening.
Sampling design:-
A sample design is a definite 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.
Type of Universe:-
The first steps in developing any sample design are to clearly define the set of
objects, technically called the universe, to be studied. The universe can be finite or
infinite. In this research analysis, FINITE universe was adopted, which means the
number of items is certain.
Sampling unit:-
The sampling unit is the basic unit containing the elements of the population to be
sampled. It may be the element itself or unit in which the element is contained. The
sample unit in the project consists of employees in (EDRC-B&F OC) one of the four
newly restructured operating companies of ECC, Larsen &Toubro limited.
Sample size:-
61
Sample size is a part of the population or a subset from a set of units by the same
process or other, usually by deliberate selection with the objective of investigating
the project of the parent population or set. This indicates the number of samples or
employees. The sample size of the present study was 120 employees.
SAMPLE METHOD
The sampling technique adopted for the study was non – probability sampling. The
respondents were chosen on the basis of convenience sampling.
Convenience sampling:-
Nonprobability samples that are unrestricted are called convenient sampling.
Convenience sampling refers to the collection of information from members of
population who are conveniently available to provide it. Convenience sampling
allows a large number of respondents to be interviewed in a very short time.
DATA COLLECTION METHOD:-
The data collection method includes Primary data and Secondary data.
Primary data:-
It is original in character. The primary data used for this project was collected using
structured undisguised questionnaire with open ended & close ended question. The
information was collected from employees of the organization.
Secondary data:-
62
Secondary data includes data, which exists already and are directly applied to the
study. Secondary data was collected with the help of websites, journals and also
through personal discussion with employees.
STATISTICAL TOOLS:-
The data collected was analyzed by employing the following statistical techniques:
Frequency
Independent t – Test
One way ANOVA
The above statistical analysis were carried out in personal computer using software
“Statistical Packages for Social Sciences (SPSS), Windows, Version 16.0”
Percentage analysis:-
Percentage refers to special kind of ration. It is used in making comparison between
two or more series of data; it is used to describe relationship. Percentage is used to
analyzing the data. Bar charts, Column charts and Pie – charts were used to explain
tabulation clearly.
Independent t – Test:-
It is a test of significance. It answers the question whether there is a statistically
significant association between two variables.
One – Way ANOVA:-
63
Through ANNOVA one can investigate any number of factors which are
hypothesized or said to be influence the dependent variable. The researcher can take
only one factor and investigate the differences amongst its various categories having
numerous possible values.
64
2.3 LIMITATIONS OF THE STUDY
Any research study will be restricted in scope by certain inherent limitations that
are participated by the choice of the research design sampling procedure and
respondents section. This study has the following limitation;
The survey was conducted for restricted duration which was not sufficient for
covering all the concepts of organization culture.
The sample size is limited only to 120, which may not reflect the opinion of
all the employees.
The respondents may behave or give opinions differently at different times
because of both dynamic business environment and also their psychological
temperament.
It is obvious that all statistical tools used have their own limitations which
might influence the study.
65
FREQUENCY ANALYSIS
3.1.1 TABLE SHOWING AGE OF THE RESPONDENTS
AgeFrequency Percent
20-25 46 38.3
26-30 52 43.3
31-35 16 13.3
36-40 6 5
Total 120 100
3.1.2 GRAPH SHOWING AGE OF THE RESPONDENTS
66
INFERENCE:
From the above table it is being inferred that 38. 3% of the respondents belong to
the age group of 20-25, 43. 3% of the respondents belong to the age group of 26-
30, 13. 3% of the respondents belong to age group of 31-35, 5% of the respondents
belong to 36-40. Thus to conclude most of the respondents belong to young
population.
1.1.2 TABLE SHOWING GENDER OF THE RESPONDENTS
67
Gender Frequency Percent
Male 66 55
Female 54 45
Total 120 100
3.1.2 GRAPH SHOWING GENDER OF THE RESPONDENTS
68
INFERENCE:
From the above table it is inferred that 55% of the respondents are male and 45%
of the respondents are female. Most of the respondents belong to male category.
1.1.2 TABLE SHOWING DESIGNATION OF THE RESPONDENTS
Designation Frequency Percent
Trainees 20 16.7
Supervisors 4 3.3
Executives 94 78.3
Managers 2 1.7
Total 120 100
69
3.1.3 GRAPH SHOWING DESIGNATION OF THE RESPONDENTS
INFERENCE:
From the above table it is found that 16.7% of the respondents belong to the
trainees, 3.3% belongs to supervisors, 78.3 belong to executives and 1.7 % belongs
to managers. It may be inferred that most of the respondents are executives, middle
level management.
70
3.2 INDEPENDENT t – TEST
3.2.1 TABLE SHOWING GENDER AND TRAINING VARIABLES.
H0: There is no significant difference between training variables and gender.
H1: there is significant difference between training variables and gender.
VARIABLES MEAN
Column2
SIG. VALUE.
SSIGNVALU
EMAL
E
FEMAL
E
organization has provided
training opportunities enabling
to extend skills and abilities
2.12 2.07 0.5
got opportunity to discuss
training requirements with
employer
2.12 2.26 0.678
work pays for any work -
related training want to
2.18 2.48 0.336
71
undertake
organization is committed to
the training of its employee
1.88 1.93 0.111
INFERENCE:
The above table is about the different variables of training and gender.
In the above table it is inferred that significance value of opportunity for increasing
skill through training (0.5), opportunity to discuss about training need to superior
(.678), work paying for work related training (.336), and commitment of the
organization towards training (.111) is more than 0.05. So we accept H0. So there
is no significance difference between training and gender.
From the mean value we infer that male and female are neither satisfied nor
dissatisfied with their training programmes which are conducted in the
organization.
3.2.2 TABLE SHOWING GENDER AND SALARY VARIABLES
H0: There is no significant difference between salary variables and gender.
H1: There is significance difference between salary variables and gender.
72
VARIABLES MEAN SIG.VALUE
MALE FEMALE
organization has
attractive compensation
system
2.64 2.74 0.001
company provides fair
pay based on
performance
2.48 2.89 0.000
company provides
monetary rewards
2.30 2.7 0.032
present salary encourages
better performance
2.79 2.93 0.006
INFERENCE:
From the above table it is about the different variables of salary and gender.
In the above table it is inferred that significance value of attractive compensation
(0.001) and performance encouraged by salary (0.000) fair pay based on
performance (0.032) and monetary rewards (0.006) are less than 0.05. So reject
H0. Both male and female feels that salary affects HR practices.
73
From the mean value we infer that females are more satisfied with the salary
provided by organization than men, especially in the case of performance based
pay.
3.2.3 TABLE SHOWING VARIABLES OF PERFORMANCE APPRAISAL
AND GENDER.
H0: There is no significant difference between performance appraisal variables and
gender.
H1: There is significance difference between performance appraisal variables and
gender.
VARIAB
LES
MEANMEAN
Column2
S
SSIG.VALU
E. VALUEMALE FEMA
LE
performan
ce
appraisals
are based
2.69 2.78 0.002
74
on
objectives
performan
ce
appraisals
are based
on
quantifiabl
e results
2.69 2.78 0.00
INFERENCE:
From the above table it is about the different variables of performance appraisal
and gender.
In the above table it is inferred that significance value of the performance appraisal
based on objectives 0.002 and performance appraisal based on quantifiable results
0.000 is less than 0.05. So reject H0. So there exists association between different
variables of performance appraisal and gender.
From the mean value we infer that females are more satisfied with the performance
appraisal provided by organization than men.
75
3.2.4 TABLE SHOWING VARIABLES OF PERFORMANCE
EVALUATION AND GENDER
H0: There is no significant difference between performance evaluation variables
and gender.
H1: There is significance difference between performance evaluation variables and
gender.
76
VARIABLE MEAN
Column1
SIG.VALUE
MALE FEMALE
company has
provided
enough
information
regarding
specific
methods of
performance
evaluation
system
2.58 2.63 0.766
written and
operational
performance
evaluation is
present in the
company
2.36 2.51 0.894
performance
evaluation has
lot to do with
personal
decision
2.24 2.37 0.975
77
INFERENCE:
The above table is about the different variables of performance evaluation and
gender.
From the above table it is inferred that significance value of all the performance
evaluation variables are greater than 0.05. So we accept H0. Both male and female
doesn’t feel that performance evaluation have any effect on HR practices.
From the mean value it is inferred that both the male and female are neither
satisfied nor dissatisfied with the performance evaluation system prevailing in the
organization.
3.2.5 TABLE SHOWING VARIABLES OF PROMOTION AND GENDER
H0: There is no significant difference between promotion variables and gender.
H1: There is significance difference between promotion variables and gender
VARIABLE
S
MEAN SIG.
VALUEMALE FEMAL
E
written and
operational
2.33 2.56 0.65
78
promotional
policy is
present in the
company
priority is
given to the
seniority in
promotion
3 3.04 0.032
merit is given
priority in
promotion
2.61 2.7 0.016
INFERENCE:
The above table is about the different variables of promotion and gender.
From the above table it is inferred that significance value of the merit based
promotion policy is (0.016) and priority given to seniority for promotion (0.032)
which is less than 0.05. So we reject H0. Male and female feels that seniority and
merit are taken in to consideration for promotion decisions.
79
It is also inferred from the table that significance value of the written and
operational promotion policy present in the company is greater than 0.05. So we
accept H0. So there is no significance difference between gender and written and
operational promotion policy.
3.2.6 TABLE SHOWING VARIABLES OF STAFFING AND GENDER
H0: There is no significant difference between staffing variables and gender.
H1: There is significance difference between staffing variables and gender.
VARIABL
ES
MEAN
Column1
SIG.VALU
E
MAL
E
FEMAL
E
staffing
process in
the
organization
is impartial
2.58 2.74 0.28
interview
panel are
1.85 2.19 0.094
80
used during
the staffing
process in
the company
all
appointment
in the
organization
are based on
merit
2.1 2.37 0.777
INFERENCE:
The above table is about the different variables of staffing and gender.
In the above table it is found that significance value of impartial staffing (0.28),
usage of interview panel for staffing (0.094), merit based appointment (0.777) is
more than 0.05. So we accept H0. So it is inferred that male and female doesn’t
feel staffing process in the organization affects Hr practices.
81
From the mean value we infer that male and female are neither satisfied nor
dissatisfied with the staffing processes which are conducted in the organization.
82
3.2.7 TABLE SHOWING VARIABLES OF HEALTH, SAFETY, WELFARE
AND GENDER
H0: There is no significant difference between health, safety, welfare variables and
gender.
H1: There is significance difference between health, safety, welfare variables and
gender.
VARIABLES MEAN
Column1
SIG.VALUE
MALE FEMALE
organization
spends enough
time and money
on equal
employment
opportunity
awareness
2.45 2.37 0
the organization
ensures well being
1.94 2.15 0.005
83
of its employees
always feel safe in
working in the
organization
1.79 1.93 0.002
working
conditions are
good in the
organization
2 2.19 0.838
emphasis is given
on the wellness
programs
1.94 2.15 0.758
84
INFERENCE:
The above table is about the different variables of promotion and gender.
From the above table it is inferred that significance value of employment
opportunity awareness within the organization (0.00), organization ensures the
wellbeing of the employees (0.005), feel safe in working in the organization
(0.002) are less than 0.05. So we reject H0. So there exist significance difference
between health, welfare, safety variables and gender.
It is also inferred from the table that significance value of the working conditions
in the organization and emphasis given to the wellness programme are greater than
0.05. So we accept H0. So there is no significance difference between gender and
these two variables of health, safety and welfare.
85
ONE WAY ANOVA
3.3.1 TABLE SHOWING SALARY VARIABLES AND DESIGNATION OF
THE EMPLOYEES
H0: There is no significant difference between salary variables and designation.
H1: There is significance
difference between salary
variables and designation
INFERENCE:
VARIABLES F Sig.
organization has
attractive
compensation
system
3.89 0.011
company
provides fair
pay based on
performance
2.23 0.09
company
provides
monetary
rewards
2.42 0.07
present salary
encourages
better
performance
3.16 0.03
86
The above table is about the different variables of salary and designation.
From the above table it is found that significance value of attractive compensation
system (0.011) and salary encourages performances (0.03) are less than 0.05. So
we reject H0. So it is inferred that employees at all level feels company have
attractive compensation system and their salary encourages performance.
It is also inferred from the table that significance value of the fair pay based on
performance and company provides monetary rewards are greater than 0.05. So we
accept H0. Most of the employees at all levels feels they are not getting fair pay
based on performance and monetary rewards.
87
3.3.2 TABLE SHOWING PERFORMANCE EVALUATION AND
DESIGNATION OF THE EMPLOYEES
H0: There is no significant difference between salary variables and designation.
H1: There is significance difference between salary variables and designation.
VARIABLES F Sig.
company has provided enough
information regarding specific methods
of performance evaluation system
3.28 0.02
written and operational performance
evaluation is present in the company
5.61 0.001
performance evaluation has lot to do
with personal decision
4.19 0.007
INFERENCE:
The above table is about the different variables of performance evaluation and
designation.
In the above table it is inferred that significance value of the performance
evaluation variables are less than 0.05. So we reject H0. Employees at all
88
designation feel that performance evaluation is an influencing factor for HR
practices. Company has provided enough information regarding specific methods
of performance evaluation
89
3.3.3 TABLE SHOWING TRAINING VARIABLES AND EXPERIENCE
OF THE EMPLOYEES
H0: There is no significant difference between training variables and experience.
H1: There is significance difference between training variables and experience
VARIABLE Frequency Sig.
organization has provided
training opportunities
enabling to extend skills and
abilities
2.29 0.064
got opportunity to discuss
training requirements with
employer
4.73 0.001
work pays for any work -
related training want to
undertake
6.96 0.00
organization is committed to
the training of its employee
2.98 0.022
90
INFERENCE:
The above table is about the different variables of training and designation.
In the above table it is inferred that significance value of, opportunity to discuss
about training need to superior (0.001), work paying for work related training
(0.000), and commitment of the organization towards training (.0.022) is less
than 0.05. So we reject H0. Employees at all designation feel that training
programmes in the organization are done effectively.
91
4.1 FINDINGS
The respondents are in the age group of 20 – 30 years which contribute 81.7%
of the sample. Therefore most of the respondents are of young generation.
The gender of the respondent is dominated by male respondent which
contribute 55% of total sample.
Majority of the respondents are executive, middle level management
Experience of the respondent is scattered in all the categories but majority of
them are in the experience group of 3-4 years.
Salary affects HR practices.
Females are more satisfied with salary provided than men
Merit and seniority are taken in to consideration for taking promotion decisions.
Staffing process in the organization are impartial.
The company have attractive compensation system
Majority of the respondents replied that their present salary encourages better
performance.
Company has provided enough information regarding specific methods of
performance evaluation.
Training programmes in the organization are done effectively.
92
Majority of respondents agrees that company ensures the well being of its
employees, remaining respondents replied neutral may be because of their years
of experience less than one year
Majority feel safe working in the organization.
Very least respondents are unsatisfied with the working conditions provided by
the company.
Less than 10% of the respondents replied that the company is not spending
enough time and money on equal opportunity awareness.
93
4.2 SUGGESTIONS
Although majority of the respondents agrees that the working conditions
provided by the company are good, there are some employees who do not
agree this. So the management should take more efforts to increase the
working conditions of the employees because the absence of good working
condition will de-motivate employees.
Majority of the respondents say that they feel safe in working in the company
and the organization ensures the wellbeing and gives emphasis on the
wellness programme. The remaining replied neutral, this may be because of
less work experience in the organization. So the management should give
more emphasis on the induction and orientation programme of the employees
so that the new joiners can know what is happening in the company very
thoroughly
94
The management should take effective efforts to encourage employee
suggestion , this will increase team spirit in working.
The management must also take effective efforts to make the employees
aware of the equal employment opportunities present inside the company
because some feels that the company is not spending money and time for
equal employment opportunity awareness.
95
96
4.3 CONCLUSION
The study had helped to identify employee’s opinion towards various aspects
with regard to the human resource practices in the organization. This study has
also enabled us to perform better and to be productive. The study has also helped
the employee’s of the organization to express their thoughts and their experiences
with regard to HR practices. This study will be helpful for further reaches in the
same area.
Based on the findings from the study, some suggestions have been provided to
the management. The management can take the suggestions in to consideration in
order to improve human resource within the organization and also bridge the gap
between employees’ expectations and existing scenario.
97
98
APPENDIX
A STUDY ON HUMAN RESOURCE PRACTICES WITH SPECIAL
REFERENCE TO (EDRC B&F OC) LARSEN & TOUBRO LIMITED,
CHENNAI
QUESTIONNAIRE
Dear respondent,
I am Nidhu.v, final year student of department of management studies, St.
Joseph’s College of Engineering. This questionnaire is a part of an academic
study being carried out in partial fulfillment of my degree. Please take a few
minutes to complete this questionnaire. Please do not leave any question
unanswered. Your views, in combination with those of others, are extremely
important. Your survey responses will be strictly confidential and data from the
survey will be reported only in aggregate. Thank you for your co- operation and
support.
1. Specify your age:
a) 20-25
b) 26-30
c) 31-35
99
d) 36-40
e) >40
2. Gender
a) Male
b) Female
3. Designation:
4. Educational qualification:
100
5. Total experience with the current organization.
a) Less than 1 year
b) 1-2 years
c) 3-4 years.
d) 5 and above.
6. This organization has provided me with training opportunities enabling me to
extend my range of skills and abilities.
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly Disagree
7. I get the opportunity to discuss my training requirements with my employer.
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly Disagree
8. My work pays for any work- related training want to undertake.
101
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
9. This organization is committed to the training of its employee.
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagre
102
10.The company has attractive compensation system.
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
11.The company provides fair pay based on performance
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
12.The company provides monetary rewards
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
13.My present salary encourages better performance
103
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
14.Performance appraisals are based on objectives.
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
104
15.Performance appraisals are based on quantifiable results.
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
16.The company has provided enough information regarding specific methods
of performance evaluation system.
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
17.Written and operational performance evaluation is present in the company
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
105
18.Performance evaluation has lot to do with my personal decisions.
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
106
19.Written and operational promotion policy is present in the company
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
20.Priority is given to the seniority in promotion decision
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
21.Merit is given priority in promotion decision
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
22.Management encourages employee suggestions.
107
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
108
23.The staffing process in this organization is impartial.
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
24.Interview panel are used during the staffing process in this organization
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
25.All appointment in the organization are based on merit (i.e. the best person
for the job selected regardless of their personal characteristics)
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
109
26.Emphasis is given on the wellness programs
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
110
27.Working conditions are good in this organization
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
28.Always feel safe working here in this organization.
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
29.The organization ensures the well being of its employees.
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
111
30.This organization spends enough money and time on equal employment
opportunity awareness.
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
112
BIBLIOGRAPHY
REFERENCES
1. C. B. Mamoria, S. V. Gankar (2007) “Personnel management”, Himalaya
publishing House Mumbai.
2. L. M.Prasad (2001) “ Human Resource Management”, Sulthan Chand and
Sons Company, New Delhi
3. C. R. Kothari (1990), “Research methodology”, New Age International Pvt.
Ltd.
4. Creating a human resources business plan, White John D ; Employment
Relations today; Summer 1996; 23, 2; ABI/ INFORM Global
5. Building lives, building the nation. Sustainability report 2008; Larsen &
Toubro Ltd
WEBSITES
www.managementparadise.com
www.wikipedia.com
113
www.citehr.com
www.google.com
www.proquest.com
www.larsentoubro.com
REFERENCES:
1. K Ashwathappa, (1997) Human Resource and Personnel
Management, Tata McGraw- Hill 131-176
2. Chris Dukes, (2001) Recruiting the Right Staff
3. John M. Ivancevich, Human Resource Management, Tata
McGraw- Hill, 2004
114
4. Steve Kneeland, (1999) Hiring People, discover an effective
interviewing system; avoid hiring the wrong person, recruit
outstanding performers
5. Stone, Harold C and Kendell, W.E Effective Personnel Selection
Procedures, 1956
BIBLIOGRAPHY
NEWS PAPERS:
TIMES OF INDIA
THE ECONOMIC TIMES
MAGAZINES:
BUSINESS WORLD
BUSINESS TODAY
INDIA TODAY
115
PERIODICALS AND REPORTS:
BUSINESS INDIA, APRIL- MAY, 2006
INDIA TODAY, MARCH, 2006
WEB:
www.google.co m
116
31.The company has attractive compensation system.
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
32.The company provides fair pay based on performance
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
33.The company provides monetary rewards
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
34.My present salary encourages better performance
117
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
35.Performance appraisals are based on objectives.
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
118
36.Performance appraisals are based on quantifiable results.
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
37.The company has provided enough information regarding specific methods
of performance evaluation system.
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
38.Written and operational performance evaluation is present in the company
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
119
39.Performance evaluation has lot to do with my personal decisions.
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
120
40.Written and operational promotion policy is present in the company
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
41.Priority is given to the seniority in promotion decision
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
42.Merit is given priority in promotion decision
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
43.Management encourages employee suggestions.
121
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
122
44.The staffing process in this organization is impartial.
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
45.Interview panel are used during the staffing process in this organization
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
46.All appointment in the organization are based on merit (i.e. the best person
for the job selected regardless of their personal characteristics)
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
123
47.Emphasis is given on the wellness programs
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
124
48.Working conditions are good in this organization
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
49.Always feel safe working here in this organization.
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
50.The organization ensures the well being of its employees.
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
125
51.This organization spends enough money and time on equal employment
opportunity awareness.
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
126
BIBLIOGRAPHY
REFERENCES
6. C. B. Mamoria, S. V. Gankar (2007) “Personnel management”, Himalaya
publishing House Mumbai.
7. L. M.Prasad (2001) “ Human Resource Management”, Sulthan Chand and Sons
Company, New Delhi
8. C. R. Kothari (1990), “Research methodology”, New Age International Pvt. Ltd.
9. Creating a human resources business plan, White John D ; Employment
Relations today; Summer 1996; 23, 2; ABI/ INFORM Global
10.Building lives, building the nation. Sustainability report 2008; Larsen & Toubro
Ltd
WEBSITES
www.managementparadise.com
www.wikipedia.com
www.citehr.com
127
www.google.com
www.proquest.com
www.larsentoubro.com
REFERENCES:
6. K Ashwathappa, (1997) Human Resource and Personnel
Management, Tata McGraw- Hill 131-176
7. Chris Dukes, (2001) Recruiting the Right Staff
8. John M. Ivancevich, Human Resource Management, Tata McGraw-
Hill, 2004
9. Steve Kneeland, (1999) Hiring People, discover an effective
interviewing system; avoid hiring the wrong person, recruit
outstanding performers
128
10. Stone, Harold C and Kendell, W.E Effective Personnel
Selection Procedures, 1956
BIBLIOGRAPHY
NEWS PAPERS:
TIMES OF INDIA
THE ECONOMIC TIMES
MAGAZINES:
BUSINESS WORLD
BUSINESS TODAY
INDIA TODAY
PERIODICALS AND REPORTS:
BUSINESS INDIA, APRIL- MAY, 2006
INDIA TODAY, MARCH, 2006
129
WEB:
www.google.co
130
131