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A

WINTER RESEARCH PROJECT REPORT

ON

EFFECTIVENESS OF HUMAN RESOURCE

MANAGEMENT PRACTICES IN BANKING (HDFC)

IN MORADABAD

Submitted in partial fulfillment of the requirement for the award of degree

Of 

MASTER’S OF BUSINESS ADMINISTRATION

SESSION (2011-2013)

SUBMITTED TO:- SUBMITTED BY:-

Ms. Megha Bhatia Name: Km. Shaista Aqil

IFTM UNIVERSITY Class: MBA “B”

MORADABAD College Roll No. 11021083

IFTM UNIVERSITY MORADABAD

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ABSTRACT

Effective management of human resources play a vital role in soundmanagement of banks as human resource management isa central sub system of modern management system. This truism is wellrecognised by even market economies of India. Management of humanresources, adaptation to any kind of change and effective functioning of banks are possibleonly when human resources are developed. Thus, HRD facilitated for allround development of banks in addition to allowing

them to be dynamic and responsive to the environmental changes.The study on Human Resource Development in Banks, under presenteconomic scenario in the country is essential tounderstand bank’s present HRD philosophy, practice and outcome witha view to offer suggestions for formulation of rightphilosophy and practice of HRD in Banks. The present study has beenundertaken in view of the absence of systematic studiedon the subject. Nationalization has changed the complexion anddimensions of Commercial Banking in India. It helped tohasten the pace of geographical and functional diversification. The new

dimensions have placed the varying responsibilities onthe shoulders of commercial banks such as expansion of branch officesto unbanked and remote rural areas on a massivescale so as to cover small scale sector, cottage and rural industries, self employed persons, artisans, weaker sections of thesociety, small traders and other persons of small means.The study covers all the important areas of human resourcedevelopment in banks. These areas include conceptual clarificationabout human resource and human resource development in banks,essentials of HRD, the sub-system of human resource

development like performance appraisal, training, managementdevelopment, career planning and development, organizationdevelopment, participative management, quality circles etc. Theseprimary areas of human resources development will bestudied thoroughly to the maximum extent through the means of discussion, interviews, reports, accounts, observations etc.Key Words: Dimension, conceptual, career planning

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INTRODUCTION

Human resources is a term used to refer to how people are managed by organizations.

The field has moved from a traditionally administrative function to a strategic one that

recognizes the link between talented and engaged people and organizational success. The

field draws upon concepts developed in Industrial/Organizational Psychology and System 

Theory. Human resources has at least two related interpretations depending on context.

The original usage derives from  political economy and economics, where it was

traditionally called labor , one of four  factors of production although this perspective is

changing as a function of new and ongoing research into more strategic approaches at

national levels. This first usage is used more in terms of 'human resources development',

and can go beyond just organizations to the level of nations [2]. The more traditional usage

within corporations and businesses refers to the individuals within a firm or agency, and

to the portion of the organization that deals with hiring, firing, training, and other 

 personnel issues, typically referred to as 'human resources management'. This article

addresses both definitions.

 Management 

Human resource management's objective, on the other hand, is to maximize the return on

investment from the organization's human capital and minimize financial risk. It is the

responsibility of human resource managers in a corporate context to conduct these

activities in an effective, legal, fair, and consistent manner.

Key functions

Human Resource Management serves these key functions:

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1. Recruitment & Selection

2. Training and Development (People or Organization)

3. Performance Evaluation and Management

4. Promotions/Transfer 

5. Redundancy

6. Industrial and Employee Relations

7. Record keeping of all personal data.

8. Total Rewards: Employee Benefits & Compensation

9. Confidential advice to internal 'customers' in relation to problems at work 

10. Career development

11. Competency Mapping (Competency mapping is a process an individual uses to

identify and describe competencies that are the most critical to success in a work 

situation or work role.)

12. Time motion study is related to HR Function

13. Performance Appraisal

 Modern analysis

Modern analysis emphasizes that human beings are not "commodities" or "resources",

 but are creative and social beings in a productive enterprise. The 2000 revision of  ISO 

9001 in contrast requires to identify the processes, their sequence and interaction, and to

define and communicate responsibilities and authorities. In general, heavily unionized

nations such as France and Germany have adopted and encouraged such job descriptions

especially within trade unions. The International Labour Organization also in 2001

decided to revisit, and revise its 1975 Recommendation 150 on Human Resources

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Development. One view of these trends is that a strong social consensus on political

economy and a good social welfare system facilitates labor mobility and tends to make

the entire economy more productive, as labor can develop skills and experience in

various ways, and move from one enterprise to another with little controversy or 

difficulty in adapting. Another view is that governments should become more aware of 

their national role in facilitating human resources development across all sectors.

Labour mobility

An important controversy regarding labor mobility illustrates the broader philosophical

issue with usage of the phrase "human resources": governments of developing nations

often regard developed nations that encourage immigration or "guest workers" as

appropriating human capital that is rightfully part of the developing nation and required

to further its growth as a civilization. They argue that this appropriation is similar to

colonial commodity fiat wherein a colonizing European power would define an arbitrary

 price for natural resources, extracting which diminished national natural capital.

The debate regarding "human resources" versus human capital thus in many ways echoes

the debate regarding natural resources versus natural capital. Over time the United 

 Nations have come to more generally support the developing nations' point of view, and

have requested significant offsetting "foreign aid" contributions so that a developing

nation losing human capital does not lose the capacity to continue to train new people in

trades, professions, and the arts.

An extreme version of this view is that historical inequities such as African slavery must

 be compensated by current developed nations, which benefited from stolen "human

resources" as they were developing. This is an extremely controversial view, but it echoes

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the general theme of converting human capital to "human resources" and thus greatly

diminishing its value to the host society, i.e. "Africa", as it is put to narrow imitative use

as "labor" in the using society.

In a series of reports of the UN Secretary-General to the General Assembly [e.g.

A/56/162 (2001)], a broad inter-sectoral approach to developing human resourcefulness

[see United Nations Expert Meeting on Human Resources Development. `Changing

Perspectives on Human Resources Development. ST/TCD/SER.E/25. June 1994] [4] has

 been outlined as a priority for socio-economic development and particularly anti-poverty

strategies. This calls for strategic and integrated public policies, for example in education,

health, and employment sectors that promote occupational skills, knowledge and

 performance enhancement (Lawrence, J.E.S.)

Perceptions

Terms like "human resources" and "human capital" may be perceived as insulting to

 people. They create the impression that people are merely commodities, like office

machines or vehicles, despite assurances to the contrary.

Corporate management 

In the very narrow context of corporate "human resources" management, there is a

contrasting pull to reflect and require workplace diversity that echoes the diversity of a

global customer base. Foreign language and culture skills, ingenuity, humor, and careful

listening, are examples of traits that such programs typically require. It would appear that

these evidence a general shift through the human capital point of view to an

acknowledgment that human beings do contribute much more to a productive enterprise

than "work": they bring their character, their ethics, their creativity, their social

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connections, and in some cases even their pets and children, and alter the character of a

workplace. The term corporate culture is used to characterize such processes at the

organizational level.

The traditional but extremely narrow context of hiring, firing, and job description is

considered a 20th century anachronism. Most corporate organizations that compete in the

modern global economy have adopted a view of human capital that mirrors the modern

consensus as above. Some of these, in turn, deprecate the term "human resources" as

useless. Yet the term survives, and if related to `resourcefulness', has continued and

emerging relevance to public policy.

In general the abstractions of macro-economics treat it this way - as it characterizes no

mechanisms to represent choice or ingenuity. So one interpretation is that "firm-specific

human capital" as defined in macro-economics is the modern and correct definition of 

"human resources" - and that this is inadequate to represent the contributions of "human

resources" in any modern theory of  political economy.

 Human resources management trends and influences

In organizations, it is important to determine both current and future organisational

requirements for both core employees and the contingent workforce in terms of their 

skills/technical abilities, competencies, flexibility etc. The analysis requires consideration

of the internal and external factors that can have an effect on the resourcing,

development, motivation and retention of employees and other workers. The external

factors are those largely out-with the control of the organization and include issues such

as the economic climate, current and future trends of the labor market e.g. skills,

education level, government investment into industries etc. On the other hand internal

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influences are broadly within the control of the organization to predict determine and

monitor, for example the organizational culture underpinned by management behaviours

(or style), environmental climate and the approach to ethical and corporate social 

responsibilities.

Major trends

In order to know the business environment in which any organization operates, three

major trends should be considered:

Demographics 

the characteristics of a population/workforce, for example, age, gender or social

class. This type of trend may have an effect in relation to pension offerings,

insurance packages etc.

Diversity 

the variation within the population/workplace. Changes in society now mean that

a larger proportion of organizations are made up of " baby-boomers" or older 

employees in comparison to thirty years ago. stankein advocates of "workplace

diversity" simply advocate an employee base that is a mirror reflection of the

make-up of society insofar as race, gender, sexual orientation, etc.

Skills and qualifications

as industries move from manual to a more managerial professions so does the

need for more highly skilled graduates. If the market is "tight" (i.e. not enough

staff for the jobs), employers will have to compete for employees by offering

financial rewards, community investment, etc.

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Individual responses

In regard to how individuals respond to the changes in a labour market the following

should be understood:

Geographical spread

How far is the job from the individual? The distance to travel to work should be in

line with the pay offered by the organization and the transportation and

infrastructure of the area will also be an influencing factor in deciding who will

apply for a post.

Occupational structure

The norms and values of the different careers within an organization. Mahoney

1989 developed 3 different types of occupational structure namely craft (loyalty

to the profession), organization career (promotion through the firm) and

unstructured (lower/unskilled workers who work when needed).

Generational difference

Different age categories of employees have certain characteristics, for example

their behavior and their expectations of the organization.

Framework 

Human Resources Development is a framework for the expansion of human capital

within an organization or (in new approaches) a municipality, region, or nation. Human

Resources Development is a combination of training and education, in a broad context of 

adequate health and employment policies, that ensures the continual improvement and

growth of both the individual, the organisation, and the national human resourcefulnes.

Adam Smith states, “The capacities of individuals depended on their access to

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education”. Human Resources Development is the medium that drives the process

 between training and learning in a broadly fostering environment. Human Resources

Development is not a defined object, but a series of organised processes, “with a specific

learning objective” (Nadler,1984)[7] Within a national context, it becoms a strategic

approach to intersectoral linkages between health, education and employment.[8]

Structure

Human Resources Development is the structure that allows for individual development,

 potentially satisfying the organization’s, or the nation's goals. The development of the

individual will benefit both the individual, the organization, or the nation and its citizens.

In the corporate vision, the Human Resources Development framework views employees,

as an asset to the enterprise whose value will be enhanced by development, “Its primary

focus is on growth and employee development…it emphasises developing individual

 potential and skills” (Elwood, olton and Trott 1996) Human Resources Development in

this treatment can be in-room group training, tertiary or vocational courses or mentoring

and coaching by senior employees with the aim for a desired outcome that will develop

the individual’s performance. At the level of a national strategy, it can be a broad

intersectoral approach to fostering creative contributions to national productivity [10]

Training

At the organizational level, a successful Human Resources Development program will

 prepare the individual to undertake a higher level of work, “organized learning over a

given period of time, to provide the possibility of performance change” (Nadler 1984). In

these settings, Human Resources Development is the framework that focuses on the

organizations competencies at the first stage, training, and then developing the employee,

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through education, to satisfy the organizations long-term needs and the individuals’

career goals and employee value to their present and future employers. Human Resources

Development can be defined simply as developing the most important section of any

 business its human resource by, “attaining or upgrading the skills and attitudes of 

employees at all levels in order to maximise the effectiveness of the enterprise” (Kelly

2001). The people within an organization are its human resource. Human Resources

Development from a business perspective is not entirely focused on the individual’s

growth and development, “development occurs to enhance the organization's value, not

solely for individual improvement. Individual education and development is a tool and a

means to an end, not the end goal itself”. (Elwood F. Holton II, James W. Trott Jr)[11]. The

 broader concept of national and more strategic attention to the development of human

resources is beginning to emerge as newly independent countries face strong competition

for their skilled professionals and the acbanking brain-drain they experience.

Recruitment

Employee recruitment forms a major part of an organization's overall resourcing

strategies which seek to identify and secure the people needed for the organisation to

survive and succeed in the short to medium-term. Recruitment activities need to be

responsive to the ever-increasingly competitive market to secure suitably qualified and

capable recruits at all levels. To be effective these initiatives need to include how and

when to source the best recruits internally or externally. Common to the success of either 

are; well-defined organisational structures with sound job design, robust task and person

specification and versatile selection processes, reward, employment relations and human 

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resource policies, underpinned by a commitment for strong employer branding and

employee engagement strategies.

Internal recruitment can provide the most cost-effective source for recruits if the potential

of the existing pool of employees has been enhanced through training, development and

other performance-enhancing activities such as  performance appraisal,  succession 

 planning and development centres to review performance and assess employee

development needs and promotional potential.

Increasingly, securing the best quality candidates for almost all organizations will rely, at

least occasionally if not substantially, on external recruitment methods. Rapid changing

 business models demand skills of experiences which cannot be sourced or rapidly enough

developed from the existing employee base. It would be unusual for an organisation

today to undertake all aspects of the recruitment process without support from third-party

dedicated recruitment firms. This may involve a range of support services, such as;

 provision of  CVs or resumes, identifying recruitment media, advertisement design and

media placement for job vacancies, candidate response handling, shortlisting, conducting

aptitude testing, preliminary interviews or reference and qualification verification.

Typically, small organisations may not have in-house resources or, in common with

larger organisations, may not possess the particular skill-set required to undertake a

specific recruitment assignment. Where requirements arise these will be referred on an

adhoc basis to government job centres or commercially run employment agencies.

Except in sectors where high-volume recruitment is the norm, an organization faced with

an unexpected requirement for an unusually large number of new recruits at short notice

will often hand over the task to a specialist external recruiter to manage the end-to-end

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resourcing programme. Sourcing executive-level and senior management as well as the

acquisition of scarce or ‘high-potential’ recruits has been a long-established market

serviced by a wide range of ‘search and selection’ or ‘headhunting’ consultancies which

typically form long-standing relationships with their client organizations. Finally, certain

organizations with sophisticated HR practices have identified there is a strategic

advantage in outsourcing complete responsibility for all workforce procurement to one or 

more third-party recruitment agencies or consultancies. In the most sophisticated of these

arrangements the external recruitment services provider may not only physically locate,

or ‘embed’, their resourcing team(s) within the client organization's offices but will work 

in tandem with the senior human resource management team in developing the longer-

term HR resourcing strategy and plan.

 Modern concept of human resources

Though human resources have been part of business and organizations since the first days

of agriculture, the modern concept of human resources began in reaction to the efficiency

focus of Taylorism in the early 1900s. By 1920, psychologists and employment experts in

the United States started the human relations movement, which viewed workers in terms

of their  psychology and fit with companies, rather than as interchangeable parts. This

movement grew throughout the middle of the 20th century, placing emphasis on how

leadership, cohesion, and loyalty played important roles in organizational success.

Although this view was increasingly challenged by more quantitatively rigorous and less

"soft" management techniques in the 1960s and beyond, human resources development

had gained a permanent role within organizations, agencies and nations, increasingly as

not only an academic discipline, but as a central theme in development policy.

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OBJECTIVES

The main objectives of the study are:-

1. To examine the nature of HRM Climate in HDFC BANK.

2. To identify the nature of HRM System in HDFC BANK.

3. To study the effectiveness of Training Programme and Performance

Appraisal Techniques in HDFC BANK.

4. To analyse the prevailing practices of workers participation in decision

making and employee- management relationship.

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SCOPE & IMPORTANCE

The scope of HRM is immense for any organization plying in today’s dynamic business

environment. The entire process starts right from the manpower planning process and

revolves around an organization’s hiring practices, employee and executive motivation,

maintenance, performance evaluation and compensation management, industrial relations

and the employee retention plans and strategies. In case of a successful

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LITERATURE REVIEW

In today’s knowledge economy, business experts claim that the organizations who can

constantly change and realign themselves with the fast changing business environment

would survive for the long run. Fostering and building knowledge, developing and

retaining talents and promoting creativity and innovation would thereby become the

strategic needs for future organizations. For, only their abilities to learn, create, and

innovatively utilize knowledge faster than those of the competitors – and quicker than the

environmental changes – would provide them competitive advantage in the fast changing

 business environment. Hence, the core competence of any organization would be their 

human capital, the collective learning of the people – and the value chain they would

create by nurturing and developing new knowledge. Thus, for ensuring organizational

success CEOs and business captains would principally depend on how their people are

 being procured, developed, retained and nurtured into knowledge workers. Every

organization believing in this philosophy would thereby be emphasizing on composing

their people with such innovative capabilities and utilizing their services, developing their 

skills, motivating them to enhance their levels of performance and ensuring that they

remain committed to the organization. This probably would be true for all types of 

organizations — government, business, education, health, recreation or social service

organizations like NGOs irrespective of the type of business or service they are involved

with. Organizations that can achieve these people capabilities have been suggested to be

 both effective as well as efficient. Inefficient or ineffective organizations without such

 people capabilities would face the threat of stagnating or being driven out of business by

their rival organizations.

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Hence from the above discussion it is evident that, the emphasis to acquire people

capabilities would only be feasible if proper and effective human resource management

 principles and practices are fine tuned with the strategic needs of the business and the

needs of the customers. HRM would thereby emerge as one of the most important

strategic factor in contributing to the success of an organization. With the growing

importance of knowledge workers to organizations and the rising expectations of 

employees, it is essential to have a good human resource management system in place. It

is also important that all the different processes in an organization, like finance, HRM,

marketing and operations align their objectives and strategies to those of the organization

and work in harmony with each other. Human Resource Management (HRM) can be

 primarily described to consist of four essential functions namely— acquiring, developing,

motivating and retaining human resources. The acquisition of human resources is a

crucial function that starts with planning for the number and categories of employees

required (with the right capabilities and expertises) and ends with staffing. The

development function has four dimensions namely— employee training, management

development, and career development followed by succession planning. The motivation

function is perhaps the most important for the retention of people in today’s

organizations. It involves identifying the individual motivational needs of employees and

finding ways to motivate them. The retention function is perhaps the most complex

function amongst all challenges in today’s competitive business environment. It varies

from industry to industry, business to business, capabilities of people and most

importantly their changing needs and expectations. In a simpler way, it aims to provide a

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conducive work environment to the employees and nurturing them to make them feel

committed and psychologically attached to the organization.

Over the years most organizations had depended on personnel management principles

and practices for managing people at their workplaces. These traditional approaches

emphasized on command and control relationships between the managers and employees,

which are no longer in vogue in today’s organizations.

These have now given way to new approaches characterized by greater freedom and

support to the employees as revealed in the above caselet. Many successful companies

and even budding organizations have started believing in the capabilities of their people.

Empowerment, innovation had rightly emerged as the most effective strategies for 

harnessing business success. Conventionally many authors had so long considered an

organization’s physical assets to be the major factors in determining their success, but it

is now believed that the employees or human resources are equally critical assets. The

successful management of an organization’s human resources is an exciting and dynamic

task, especially at a time of increasing competition, when companies are facing newer 

and more complex challenges.

WHAT IS HUMAN RESOURCE MANAGEMENT?

Definition: According to Invancevich (2008)1 , Human Resource Management (HRM) is

concerned with the most effective use of people to achieve organizational and individual

goals. It 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 its goals.

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HRM can also be described as a set of interrelated policies with an ideological and

 philosophical underpinning, concerned with the employment, development and reward of 

 people in organizations and the conduct of relationships between the management and the

employees. HRM is a strategic approach to the acquisition, motivation, development and

management of the organization’s human resources (Sharma, A.M.)2

.

It can be said that although all the line managers and team leaders play a pivotal role in

managing an organization, the HR specialists play a vital role in shaping the overall

strategy of an organization as well as acting as “Internal Consultants” for the

organization. Today’s HR professionals constantly need to nurture an empowering

culture so as to ensure effective retention of human resources in their organizations. This

 philosophy is nurtured well in an organization like ICICI Prudential India, as revealed by

the following exhibit.

On the other hand, for an organization like TCS, the company’s success depends to a

great extent on its ability to recruit, train and retain high quality IT professionals. TCS

 places emphasis on the human resources function in the organization, investing a

substantial percentage of its annual revenues in training. HR Practice: Thus, carrying on

with the above discussions, it can be said that HR practices can be described as:

••• Any practice that deals with enhancing competencies, commitment and culture

 building can be considered as a HR practice.

••• The practice could be a rule, a system, a process, and an activity, an accepted or 

expected way of doing things.

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••• For an organization like Arvind Mills, the HR practice acts as the foundation that

integrates organizational culture, vision and values, fosters an environment that facilitates

the maximization of human potential.

RESEARCH METHODOLOGY

DATA COLLECTION METHOD

Data for the present study is collected from two sources:

a. Secondary: - Secondary data will be collected from published sources like

Journals, Magazines, various newspapers and published books.

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FINDINGS & ANALYSIS

• The real challenge of this sector is the “Indian companies”, how to

transform into global corporations without losing the positive values and

culture that they have developed.

•  As most part of the jobs in this industry is monotonous/repetitive and

routine, the HRD Department in HDFC Bank has to empower, engage and

energies employees to create effectiveness & efficiency through

motivation organizational structures, systems & procedures are facilitators

of these, and there is a need to focus greater attention on these aspects

by the industry.

•However, the emergence of a core and peripheral workforce in manyorganization has presented new challenges for HR managers public &

private sector organizations are fast becoming diverse communities for 

core workers, flexibly employed casual and part-time workers, consultants,

contractors & business partners.

• Certain complexities have also developed in HRD in HDFC Bank within

this banking system itself because this industry is largely in the public

sector.

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CONCLUSION

After having analyzed the data, it was observed that practically there was no proper 

HRM system in the o HDFC Bank. To be an effective tool, it has to be on the

continuous basis. This is the thing that has been mentioned time and again in the report,

as, in the absence of continuity, it becomes a redundant exercise. Before actually

deciding drafting what should be the kind of development system, the following things

should be taken care of:

1. The very concept of human resource development should be marketed throughout

the organization. Unless this is done, people would not accept it, be it how

important to the organization.

2. To market such a concept, it should not start at bottom, instead it should be started

 by the initiative of the top management. This would help in percolating down the

concept to the advantage of all, which includes the top management as well as those

 below them. This means that the top management has to take a welcoming and

 positive approach towards the change that is intended to be brought.

3. Further, at the time of confirmation also, the appraisal form should not lead to

duplication of any information. Instead, detailed appraisal of the employee’s work 

must be done – which must incorporates both the work related as well as the other 

 personal attributes that are important for work performance.

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4. It should be noted that the development system for each job position should be

different as each job has different knowledge and skill requirements. There should

not be a common appraisal form for every job position in the organization.

5. The job and role expected from the employees should be decided well in advance

and that too with the consensus with them.

6. A neutral panel of people should do the appraisal and to avoid subjectivity to a

marked extent, objective methods should be employed having quantifiable data.

7. The time period for conducting the development system be revised, so that the

exercise becomes a continuous phenomenon.

8. Transparency into the system should be ensured through the discussion about the

employee’s performance with the employee concerned and trying to find out the

grey areas so that training can be implemented to improve on that.

Ideally in the present day scenario, human resource development system should be

done, taking the views of all the concerned parties who have some bearing on the

employee. But, since a change in the system is required, it cannot be a drastic one.

It ought to be gradual and a change in the mindset of both the employees and the

head is required.

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SUGGESTIONS

• The current system of human resource management appears to be very

effective. The Lululemon company continues to expand, and with this growth

comes more opportunities for jobs within the company. The Lululemonstrategy of ensuring high levels of job satisfaction through benefits, positive

work environment, personal motivation and goal setting has made the idea of working at Lululemon very appealing to the external labour market.

• One recommendation would be to consider that some potential (and current)

employee may be more private individuals. While Lululemon seeks certaincharacteristics from employees, (eg. enthusiasm, positivity), personal privacy

is one theme that may often go overlooked. For example, employees areexpected to post their personal and professional goals on the bulletin board at

work, and often in-store events incorporate activities such as wearing largebuttons that the employee has written one of their goals on. These types of 

expectations may cause potentially great employees to not apply forpositions, be singled out by supervisors, colleagues or peers, or in extreme

cases, quit their job.

• A second recommendation would be to consider that some potentially great

employees may not apply for positions because of the "image" of Lululemon.

While Lululemon has policies against overt discrimination and practices fairhiring, distributive and procedural justice, Lululemon after all, projects an

image of healthy living. Some job applicants may be intimidated by theemphasis on physical activity if they have limited experience with fitness and

exercise. Other applicants may be intimidated by other characteristics suchas their age, or physical attributes such as body weight.

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BIBLIOGRAPHY

Books:

1) Awasthapa. K (2001) “Human Resource Management” Tata MC Graw Hill 5 th edition

2) Bernadi (2000) “Human Resource Management” Tata Graw Hill 4th edition

3) Desslar Gary (2003), “Human Resource Management” Prentice, Hall of India Put

9th edition

4) Kothari CR (2000) “Research Methodology” method & technology, New Delhi

Wishwa Prakashan

5) Memoria C.B Grankar S.V (2002) “Personnel Management” Himalaya Publishing

House, 22 editions

WEBSITES:

1. www.HRMnetworks.com

2. www.HRMindia.com

3. www.hdfcbank.com