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

29

WOMENS COLLECTION 2010

30

31

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