A

PROJECT REPORT

ON

“HUMAN RESOURCE PLANNING

IN

GARWARE POLYESTER LTD, AURANGABAD

Submitted To,

UNIVERSITY OF PUNEUNIVERSITY OF PUNE

BY:-

MR. PRADIP PANDITRAO WARADE

Under the Guidance of

Mr.SUDHIR ATWADKAR

In Partial Fulfilment of Requirement

For the Award of Degree of

MASTER OF BUSINESS ADMINISTRATION

Through

NSCT`s

INSTITUTE OF BUSINESS MANAGEMENT & RESEARCH,

CHAKAN, PUNE.

ACKNOWLEDGEMENT

There is always a sense of gratitude towards the people who have helped me in this

project. I am indebted to all that have directly & indirectly helped me in completing this project.

This project is an overall performance or we can say mirror of the activities that are performance

in previous year. I am thankful to our university as well as college for giving us this marvelous

opportunity.

I am sincerely grateful to MR.S.P.SUTAWNE (HR MANAGER) who gave me

opportunity to work in his organization. I take this opportunity to thanks MR.JOSHI (ASST. HR

MANAGER) who guided me for project work.

I would like to thank to my friends who helped me immensely for completion of this

project report. I am grateful to my parents for their valuable suggestions & co-operation.

MR. PRADIP PANDITRAO WARADE

DECLARATION

I, Mr. Warade Pradip Panditrao, a student of INSTITUTE OF BUSINESS

MANAGEMENT AND REASERCH, CHAKAN, declare that, I have prepared a project on

“Human Resource Planning” in Garware Polyester Ltd., Chikalthana MIDC, Aurangabad.

The project report reflects my own practical study of human resource planning. The

project report has not been copied from any other report and the same has not been submitted to

any other university for any other degree or diploma purpose.

Signature of the Student

PRADIP PANDITRAO WARADE

IBMR, CHAKAN, PUNE.

:-INDEX :-

Sr. No. Particulars: Page No:

1 Executive Summary 07

2 Research Design 10

3 Research Methodology 12

4 Company Profile 20

5 Theoretical Background 45

6 Data Analysis 48

7 Findings, Suggestions ,Conclusion & Limitations 61

8 Bibliography 67

9 Questionnaire 68

10 Annexure 71

-:TABLE & GRAPH INDEX:-

Graph.No Particulars Page.No

5.1 EDS Results of the Sample Area 48

5.2 Visicooler Survey Results in Kukatpally 49

3 Kinds of Shops 50

5.4 Customer Satisfaction Share of PepsiCo & Coca Cola Retailers are Interested PepsiCo

52

5.5 Market Share 53

5.6 Satisfaction Level of alternatives 54

5.7 Brands giving good services 55

5.8 Packaging Size of Cool drinks Consumer Preferring 54

5.9 Best Branding Strategy 55

5.10 Schemes Given By PepsiCo 58

5.11 Advertisement Exist 59

EXECUTIVE SUMMARY

The world is shrinking all respects. People, goods, capital & information are moving

around the globe like never before. With the faster communication, transportation & financial

flows barriers between nations have disappeared & the world is becoming borderless market.

Hence on the global platform the value of the human resource is increasing.

In today’s contemporary business scenario HR executives face economic pressures from

all the sides and hence the roles of Human Resource professionals become more valuable. They

should determine the effective ways of human resource planning. To acquire skillful workforce

and increase the potential of the existing one by which we can optimizing the value of workforce

to minimize economic pressure.

RESEARCH DESIGN

INTRODUCTION:

Human resources planning seek to place the right employees in the right jobs at the right

time, so that an organization can meet its objectives. HRP tries to forecast personnel demand,

assess supply and reconcile the two in a systematic manner. When developing HR plans, it is

important for managers to scan the external environment to identify the effects of economic

conditions, regional and competitive pressures, governmental influences and workforce

composition and patterns.

Human Resource Planning defines project roles, responsibilities, and reporting

relationships. One key result of Human Resource Planning is the Staffing management plan

which depicts how and when team members are added to the team, and how the team members

are released from the project, the training needs of the team, and several other key components.

So far as the human resource management is concern Human Resource Planning is the

core part of any organization, before visiting I come to know some strong points to select this

organization which are as follow:

Garware Polyester Ltd. Has always responded to that still small voice urging it to explore

the known world – to make in the most competitive market in the world. From the modest Rs. 5

Crore Export turnover in 1986-87, Garware Polyester touched the Rs. 40 Crore marks in 1993-94

and Rs. 87 Crore in the period ended as of December 1995. 

Almost 30% of the company’s Polyester film is exported. The company is developing

new products to meet the demand of the growing graphic arts Industries in Europe. 

Sun Control Garware Polyester film is extremely stringent requirement of the vast US

markets with increase facilities for warehousing and providing technical service. Garware

Polyester film (electrical grade), has been approved by Underwrites Laboratories, USA.  

Although the first manufacture of dyed film is located in the US, Garware Polyester has

been able to make inroads in to this highly sophisticated market. 

Large Scale Company

Better retention plans

Captured polyester market from last 33 years

So I want to study what are the key of the success of the organization .As we know we

can successful if and only if the employees are satisfied and giving the optimum contribution.

For that Purpose I have selected this organization. It belongs to the reputed group “GARWARE

GROUP OF COMPANIES” having head office at Mumbai and Brach offices at Nashik ,

Aurangabad.

The Sun control film was introduced in 1982 and was patented in the USA. Designed to

control solar energy passing through glass, widely used in buildings and automobiles, Garware

Sun control film is accepted throughout the world as an effective "energy saver”. It is

manufactured at the “chikalthana plant” hence it was really great experience to work on this unit.

They had given me the opportunity to learn various activities related to the human

resource management within two months. Mr.Joshi was specially appointed for our training

program.

It was really great experience the staff members were very co-operative and helped me a

lot to carry out this project. Finally I come to know that, “human resource planning is the

process of systematically forecasting the future demand and supply for employees and the

deployment of their skills within the strategic objectives of the organization.”

Statement of Problem:

“A project report on the “Human resource planning” in polyester industry with reference

through “Garware Polyester Ltd”. Aurangabad.”

Objectives of Study:

To study the Human resource planning process of Garware polyester Ltd

To study the Manpower forecasting techniques

To understand the process of :

Job analysis

Job description

Job specification

Job evaluation

To analyze recruitment sources for the Garware polyester ltd

SCOPE OF STUDY

The myriad changes in production technologies, marketing methods and management

techniques have been extensive and rapid. Their effect has been profound on job contents and job

contexts. These changes cause problems relating to redundancies, retraining and redeployment.

All these suggest the need to plan manpower needs intensively and systematically.

Hence for the purpose of the sustainability in the market there is the need of effective

strategies of human resource planning .The present study is based on the human resource

planning in the polyester industry. As the organization is working on global level what are there

threats occurring in the human resource department they need to be very careful while the

manpower selection as the force should have the proper and updated knowledge.

How the employees should be satisfied whether they just wants the money or any other

things i.e. non monitory rewards.

In the current scenario when the global recession is going on what should be the strategy?

to recruit the people or retrench them. How the manpower is forecasted? The present study also

focuses on the increasing the effectiveness of the organization by applying the Ergonomics i.e.

Right person at right place.

In this way the

RESEARCH METHODOLOGY

Research is the common parlance refers to a search for knowledge. One can also define

research as a scientific & systematic search for pertinent information on a specific topic. In fact

research is an act of scientific investigation. The Advanced Learner’s Dictionary of Current

English lays down the meaning of research as “a careful investigation or inquiry ecially through

search for new facts in any branch of knowledge.” Research is an academic activity & as such

the term should be used in a technical sense. Some people consider research as a movement, a

movement from the known to unknown. It is actually voyage of discovery.

According to D. Slesinger & M. Stephenson in the Encyclopedia of Social Sciences

“The manipulation of things, concepts or symbols for the purpose of generalization to extend,

correct or verifying knowledge, whether that knowledge aids in construction of theory or in the

practice of an art”

Research is, thus, an original contribution to the existing stock of knowledge making for

its advancement. It is the pursuit of truth with the help of study , observation, comparison, &

systematic method of finding solution to a problems is research . The systematic approach

concerning generalization and the formulation of the theory is also a research. As such the term

“research” refers to the systematic method consisting of enunciating the problem, formulation a

hypothesis, collecting the facts or data, analyzing the facts and reaching certain conclusion

either in the form of solutions towards the concerned problem or in certain generalization for

some theoretical formulation.

Business firms use of marketing research has grown continuously over the past fifty

years, since managers painfully learned the cost of market ignorance. Its use has extended now

into political & other non business organization. The modern manager must have knowledge of

its methods & how to use it profitably. According to American Marketing Association Marketing

Research “The systematic gathering, recording, & analyzing of the data about problems relating

to the marketing of goods & services

Research always starts with a question or a problem. Its purpose is to question through

the application of the scientific method. It is a systematic and intensive study directed towards a

more complete knowledge of the subject studied. Marketing research is the function which links

the consumer, customer and public to the marketer through information- information used to

identify and define marketing opportunities and problems generate, refine, and evaluate

marketing actions, monitor marketing actions, monitor marketing performance and improve

understanding of market as a process. Human research research specifies the information

required to address these issues, designs, and the method for collecting information, manage and

implemented the data collection process, analyses the results and communicate the findings and

their implication.

2.2} SOURCES OF DATA COLLECTION:

Data was collected through Primary & Secondry data collection methods in primary data

method survey & intervies were taken & in secondry data books, Internet, Articales, Perodicales,

Marketing jurnales etc. with the help of these methods I have collected the Data.

Primary data:

Data that is collected for a specific purpose at hand is called as primary data, According

to the seeds of the researcher and focuses exclusively on the current research problem. The

collection of primary data is costly and time consuming. It calls for greater planning and co-

ordination. Collection of primary data requires deploying more manpower. In situations where it

is impossible to use the secondary data keeping in view the requirements of the study, or in cases

where there is no secondary data available, the only way out is to collect primary data.

The primary data was collected by following sources:

1] By Questionnaire:

The questionnaire was used as a tool for data collection, which consisted of close ended

questions, regarding the performance appraisal system in the organization and employees’

opinion about it. 

2] By Observation:

The researcher simply observes the subject and records relevant aspects of his behavior of

the retailers towards the particular product and how the retailers ware attracted towards particular

brand time to time.

Secondary data

Secondary data may be defined as data that has been collected earlier for some purpose

other than the purpose of the present study. Secondary sources of data provide a wealth of

information to the researcher. It often obviates the need of primary data collection and saves

valuable time, effort and money. Even where subsequent primary data collection is required, an

analysis of secondary data enlightens the researcher regarding many aspects of the study and

gives contextual familiarity for primary data collection. It thus provides rich insights into the

research process.

Secondary data was collected from:

1. Internal sources

2. Libraries

3. Magazines

4. Internet

COMPANY PROFILE

Complete Name of Company:

“Garware Polyester Ltd.”

Vision:

“Your world is made of our products.”

From the functionality of labels for file cabinets to the aesthetics of music, we have

reached out to customers in myriad ways for the past fifty years.

Initially founded by Mr. B D Garware, the company was furthered by Mr. Shashikant

Garware, who steered the company through four decades of growth, diversification and changing

technologies.

Mission Statement:

“Looking forward, acknowledging no boundaries, incessantly exploring the cutting edge of

technology, we stand prepared to meet the needs of tomorrow”

LOGO of the company:

ORGANIZATION CHART:

PRESIDENT

VICE PRESIDENT

PRODUCTION

MARKETING

FINANCE HUMAN RESOURCE

EXCISE & LOGISTICS

Historical Development of the Company:

Our accomplishments spans five decades.

The forties witnessed the birth of Garware, a simple manufacturing

unit producing plastic buttons for the Navy. We later diversified our

product base to include knitting needles, pen-holders and toothbrushes.

In the fifties we lead the race by manufacturing injected, moulded and extruded plastic products

like television casings & fan blades.

The sixties brought new challenges in the form of new technologies. We responded by

expanding our product line to include PVC pipes, fittings and allied products. End sixties saw the

emergence of Polyester film and a whole new world of possibilities opened up for us.

By the seventies we set out to conquer the entire world. Our expansion plans were launched with

exports to the Middle East. To meet growing demands two new plants were set up - the polyester

film plant in Aurangabad and the metallising unit in Nasik.

In the eighties we produced sure winners like Garfilm, Sun Control and X-Ray film - all

polyester based and indigenously developed. We were matching strides with developments

worldwide.

The nineties, the era of high technology, saw us taking on new challenges.

Achievement of the Company

An ISO 9002 certified company since 1994, we have achieved a number of

awards for innovation and excellence.

In 1980 we were awarded the Gold Shield by the Government of India (Ministry

of Industry), in recognition of our capability for developing polyester film in-

house and thus saving substantial foreign exchange for the government.

In 1988, the Department of Science and Technology of the

Government of India recognised our excellent R&D effort with the

Silver Shield award, for developing ray film with polyester base.

We have also been consistently winning the Top Exporter Award from the Government of India

(Ministry of Commerce) as well as the Government of Maharashtra. The 70's award related to

PVC pipes and fittings, but since 1984 it was our polyester film which took the lead.

We have patented the process of dyed film used in the solar control

applications internationally. The Department of Patents, United States, have

lauded this process, appreciating its flexibility in terms of producing a high

quality product that requires no special equipment and is well suited to

production conditions. 

We also have registered trademarks for Garfilm with the registrar of trademarks. 

Achievements in facilities:

Our facilities include : 

Pilot Plants for polymer production. 

Pilot Plants for Film production. 

State-of-the-art R&D centre at Waluj, approved by Government Of India,

Ministry Of Science & Technology, New Delhi, equipped with - 

Particle size analyser. 

Gas Chromatograph. 

Differential Scanning Calorimetry (DSC). 

Fourier Transform-Infra Red Spectrophotometer.

Automatic K-Bar Coater. 

Ultra Violet & Visible Spectrophotometer. 

Polaroid Microscope. 

The centre also has the facility to analyze samples by Volumetric and Gravimetric methods. 

Building Photographs:

Kampf-Germany and others.

Line V, a super high-speed line, offers one side gravure coating and

the other side corona treating facilities. Installed and commissioned in

1996, Line V is capable of producing heat sealable films by co-

extrusion method. Manufacturing thin film from 10 to 25 micron, this

line uses state-of-art equipment from M/s Bruckner-Germany and

Atlas.

Waluj plant:

We have a vertically integrated set-up that streamlines production

activity. 

We are among the top seven companies in the world to have a wide

product range. We offer an enviable range that caters to diverse

industries: from packaging to photography, candy wraps to cable wraps,

reprographics to refrigerators.

Chikalthana plant, Aurangabad with Line I & II

Line I was designed and developed to produce electric motor

grade film (motor grade film market share exceeds 20% in

Europe, has an established presence in the USA too). Installed and commissioned in 1975, Line I

manufactures thick film from 50 to 350 micron.

Line II, a specific product line, offers gravure one side coating and one side corona treatment

facility. Installed and commissioned in 1982, this line manufactures thin films and specialty

films in 10, 12 and 23 microns. It  has state-of-art equipment from M/s Barmag, Measurex,

Proctor, Fluid Dynamics, and Kampf.

Sun Control Film Plant, Chikalthana, Aurangabad. 

The Sun control film was introduced in 1982 and was patented in the

USA. Designed to control solar energy passing through glass, widely

used in buildings and automobiles, Garware Sun control film is

accepted throughout the world as an effective "energy saver".

PRODUCT RANGE AND VARIETY:

PLAIN FILMS:

Information on plain film has been indexed on the basis of "application" and "product

list". The application index is accessible via the drop-down list below, while the table is indexed

on the basis of "garfilm type".

SOLAR FILMS :

Garware Sun Control is an UV stabilised dyed polyester based film, designed exclusively

to provide comfort from solar radiation. An indigenously developed product, Garware Sun

Control film uses premium polyester base film, superior adhesive and dyeing technology. Tested

in international laboratories including Matrix Inc., Arizona for its solar radiation control

properties, Garware Sun Control film is patented in 15 countries and exported to more than 40

destinations across the globe.

OVERHEAD PROJECTION

Garware Overhead Projection Transparency film is a crystal

clear polyester film, used as a presentation medium on overhead projectors.

Tracing and Drafting film:

Garware Tracing and Drafting film is a lacquered polyester film suitable for manual drawings

(on boards) as well as pen plotter drawings.

METALISED FILMS :

Garware has a wide range of metallised polyester film. Information on this range has been

indexed on the basis of "application" and "product list".

LIST OF COMPETITORS:

JINDAL FILMS LTD.

MAYUR POLYESTER LTD. (GUJRAT)

COSMO FILMS LTD.

Branches and offices

Head office

Garware Polyester Ltd.,

50-A, Swami Nityanand Marg,

Western Express Highway,

Vile Parle (east),

Mumbai 400 057,

INDIA.

Tel: +-91-22-66988000

Telex: 011-79337 GPPL IN, 011-79367

GPPL IN

Fax: +91-22-28248155, +91-22-28248199

Email: ho@garwarepoly.com

Overseas offices

Global Pet films Inc.

9050 Pines Blvd.

Suite #.362

Pembroke Pines

Florida 33024 U.S.A.

Tel: 954-499-7990

Fax: 954-499-7992

Email: usa@garwarepoly.com

Garware Polyester International Ltd.,

Station House,

11 Mason Avenue,

MiddlesexHA3 5AH.

Tel: (44) 0207 376 3931

Fax: (44) 0208 424 2777

Email: uk@garwarepoly.com

Works (Factories)

Garware Polyester Ltd.,

Polyester Film Plant,

Aurangabad-Pune Road,

P.O. Waluj,

Aurangabad-431 133,

INDIA.

Phone: +91-240-2554427

Fax: +91-240-2554672

Email: waluj@garwarepoly.com

Garware Polyester Ltd.,

Polyester Film Plant,

L-6, Chikalthana,

Industrial Area,

Dr. Abasaheb Garware Marg,

Aurangabad- 431 210,

INDIA.

Phone: +91-240-2485465, 2485466

Fax: +91-240, 2484179,2484262,2486002

Email: chikal@garwarepoly.com

CHAPTER 5 THEORETICAL BACKGROUND

This is the major part of the project and includes the following:

Human resource planning

Need & importance HRP

Objectives of HRP

The HRP process

Manpower estimation

Job analysis

Job description

Job specifications

Job evaluation

Recruitment & Selection process

Ergonomics

HUMAN RESOUECE PLANNING:

 HR planning may be defined as, “an articulated business strategy based on current and

future business forecast for the acquisition, utilization, development, and retention of an

enterprise’s human resources.”

HUMAN RESOURCE PLANNING

Definitions-

“Human resource planning is the process for ensuring that the human resource

requirements of an organization are identified and plans are made for satisfying those

requirements.”

“Human resource planning is the strategy for the acquisition, utilization, improvement

and retention of an enterprise’s human resources.”

“Human resource planning is the process of estimating the size and make up for future

work force.”

Objectives of HRP:

1. To obtain and retain the quality and quantity of people it needs.

2. To make the best use of its human resources.

3. To anticipate the problems of potential surplus or deficit of people.

4. To develop a well-trained and flexible workforce contributing to organization’s ability to

adapt to an uncertain and changing environment.

5. To reduce its dependence on external recruitment when key skills are in short supply.

6. To attract and retain the required number of people.

NEED FOR HRP :

1. Effective manpower utilization

2. To put right man for right job.

3. Replacement needs.

4. Labor turnover.

5. Expansion and growth needs.

6. Changing techno environment.

7. Provision for surplus and shortage.

DEMAND

BUSINESS PLAN

Organisational policies

Activity forecast

SUPPLY

ANALYSIS OF PRESENT RESOURCE

INTERNAL SUPPLY

EXTERNAL SUPPLY

ANALYSIS OFMANPOWER UTILISATION

DEMAND FORECASTINGSUPPLY FORECASTING

Manpower Forecast Deficit / SurplusDEFICIT

SURPLUS

Manpower PlanRedeployment

Alternative Sources

MANPOWER ESTIMATION

“MANPOWER ESTIMATION means human resource needs for tomorrow, based yesterdays

human resource plan & performance according to today’s performance & people involved in it.”

In short we can say,

The processes of estimating the future quality & qty of people require

The bases of which should be annual budget & long term corporate plan

Manpower Demand forecasting affected by some factors this may be divided into 2 categories

which are as follows:

internal factors

external factors

Internal factors:

Budget constraints

Production levels

New products & services

Organizational structure

Employee separation

External factors:

Environment of or competition

Economic climate

Laws & regulatory bodies

Technological changes

Social factors

MANPOWER FORECASTING TECHNIQUES

Mgt. judgment:

Here with the help of the data present within the management we are

going to take the decision regarding to the how much to be hired. Here we are checking the

past, present & future requirements.

Ratio trend analysis :

This technique involves studying past ratios and forecasting future ratios

making some allowances for changes in the organization or it’s method.

Work study techniques:

It is possible to calculate the length of operation and the amount of

manpower required when work measurement is used . the starting point can be the

production budget , followed by standard hours, output per hour ; man hour required etc.

could be competed .

Delphi techniques:

This technique solicits estimates from a group of experts and HRP

experts normally act as intermediaries, summarise various responds and report the findings

back to experts.

Flow models

This technique involves the flow of the following components determine

the time required, establish categories, count annual movement , estimate problem

transitions. Here demand is a function of replacing those who make a transition .

Manpower supply forecasting

This process measures the number of people likely to be available from

within and outside the organization after making allowances for absenteeism , internal

movements and promotions, wastages ,changes in house and other condition of work.

JOB ANALYSIS

“Job Analysis is a process to identify and determine in detail the particular job duties and

requirements and the relative importance of these duties for a given job.”

Job Analysis is a process where judgments are made about data collected on a job.

The Job; not the person is important concept of Job Analysis is that the analysis is

conducted of the Job, not the person. While Job Analysis data may be collected from incumbents

through interviews or questionnaires, the product of the analysis is a description or specifications

of the job, not a description of the person.

Purpose of Job Analysis

The purpose of Job Analysis is to establish and document the 'job relatedness' of employment

procedures such as training, selection, compensation, and performance appraisal.

Determining Training Needs

Job Analysis can be used in training/"needs assessment" to identify or develop:

Training content

Assessment tests to measure effectiveness of training

Equipment to be used in delivering the training

Methods of training (i.e., small group, computer-based, video, classroom...)

Compensation

Job Analysis can be used in compensation to identify or determine:

Skill levels

Compensable job factors

Work environment (e.g., hazards; attention; physical effort)

Responsibilities (e.g., fiscal; supervisory)

Required level of education (indirectly related to salary level)

Selection Procedures

Job Analysis can be used in selection procedures to identify or develop:

Job duties that should be included in advertisements of vacant positions;

Appropriate salary level for the position to help determine what salary should be offered

to a candidate;

Minimum requirements (education and/or experience) for screening applicants;

Interview questions;

Selection tests/instruments (e.g., written tests; oral tests; job simulations);

Applicant appraisal/evaluation forms;

Orientation materials for applicants/new hires

Performance Review

Job Analysis can be used in performance review to identify or develop:

Goals and objectives

Performance standards

Evaluation criteria

Length of probationary periods

Duties to be evaluated

Methods of Job Analysis

Several methods exist that may be used individually or in combination. These include:

Review of job classification systems

incumbent interviews

supervisor interviews

expert panels

structured questionnaires

task inventories

check lists

open-ended questionnaires

observation

incumbent work logs

A typical method of Job Analysis would be to give the incumbent a simple questionnaire to

identify job duties, responsibilities, equipment used, work relationships, and work environment.

The completed questionnaire would then be used to assist the Job Analyst who would then

conduct an interview of the incumbent(s). A draft of the identified job duties, responsibilities,

equipment, relationships, and work environment would be reviewed with the supervisor for

accuracy. The Job Analyst would then prepare a job description and/or job specifications.

The method that you may use in Job Analysis will depend on practical concerns such as type of

job, number of jobs, number of incumbents, and location of jobs.

JOB DESCRIPTION

“A summary of the most important features of a job, including the general nature of the

work performed (duties and responsibilities) and level (ie, skill, effort, responsibility and

working conditions) of the work performed. ...”

Key areas of responsibility

Maintain established shipping/receiving procedures

Sort and distribute mail on a timely basis

Maintain all photocopiers, fax machines, and postage meters

Order, store, and distribute supplies

Facilitate all off-site storage, inventory, and record management requests

Document current policies and procedures in the COS Department as well as implement

new procedures for improvement

Oversee the use of a company van when needed

Ensure that water and paper is available for customers on a continuous basis

Consults with

Building Services Supervisor

Mailroom staff

All levels of management

Term of employment

12 months

Qualifications

Strong sense of customer service

Good organizational skills

Ability to lift a minimum of 25 pounds

Supervisory experience in a corporate mailroom environment

Care for

Don’t rely solely on a job’s history as you’re putting together a job description for today.

Focus instead on what the job needs to be in light of the organization’s current needs and

long-term objectives.

A task is what the person in the job will actually do. Qualifications are the skills,

attributes, or credentials a person needs to perform each task. Clarify the actual tasks and

responsibilities before you start thinking about what special attributes will be needed by

the person who will be fulfilling those responsibilities.

A well-written job description consists of more than a laundry list of the tasks and

responsibilities that the job entails. It reflects a sense of priorities.

The job you describe must be truly doable. When you’re lumping several tasks into the

same job description, make sure that you’re not creating a job that very few people could

fill.

Use specific language. For example:

Too General Specific

Computer literateProficient with Microsoft Word, Excel,

QuickBooks

Good communication skillsAbility to communicate technical information

to nontechnical audiences

Handles administrative choresReceives, sorts, and files monthly personnel

action reports

JOB SPECIFICATION

“Job specification involves listing of employee qualifications, skills and abilities required to

meet the job descriptions. These specifications are needed to do the job satisfactorily.”

Contents of job specification:

1. Physical characteristics

2. Psychological characteristics

3. Responsibilities

4. Demographic features

It can be further divide into three broad categories

Essential attributes:

It includes the attributes that are must be there for the job these are just like

qualification, experience, physical specifications.

Desirable attributes :

The are on the specification attributes which is combination of the attributes

which may be increased after wards which are the behavioral attributes etc.

Contra indicators:

These are the indicators hampering on the success of the specific job.

In short the employee specification is like a brand name, which spells that the candidate

with a particular employee specification generally possesses the qualities specified under the job

specification.

JOB EVALUATION

Job Evaluation is a systematic process for establishing the relative worth of jobs within

an organization.

Job Evaluation is the process to determine in a systematic and analytical manner the

comparative worth of job with an organization.

PURPOSE

1. To provide a rational basis for the design and maintenance of an equitable and

defensible wage structure.

2. To help in the management of the relativities existing between jobs within the

organization.

3. To enable consistent decision to be made on grading and rates of pay.

4. To establish the extent to which there is comparable worth between jobs so the equal

pay can be provided for work of equal value.

KEY FEATURES OF JOB EVALUATION

A comparative process (deals with relationship)

A judgmental process (it requires exercise of judgment in interpreting data)

An analytical process

A structured process (framework is provided)

BASIC METHODOLOGY

Select the representative ‘benchmark’ jobs, which will be used as the basis for

comparisons.

Decide on the factors to be used in evaluating the jobs.

Analyze the jobs and roles.

Establish the relative value of jobs by applying a process of evaluation.

Develop a pay structure—this usually means designing a grade structure and then

deciding on the rates or ranges of pay in the structure through internal comparisons and

market pricing.

TECHNIQUES O JOB EVALUATION

Job ranking.

Job grading

Factor comparison system

Point rating system

RECRUITMENT AND SELECTION OF EMPLOYEES

Recruitment of staff should be preceded by:

An analysis of the job to be done (i.e. an analytical study of the tasks to be performed to

determine their essential factors) written into a job description so that the selectors know what

physical and mental characteristics applicants must possess, what qualities and attitudes are

desirable and what characteristics are a decided disadvantage;

In the case of replacement staff a critical questioning of the need to recruit at all

(replacement should rarely be an automatic process).

Effectively, selection is 'buying' an employee (the price being the wage or salary

multiplied by probable years of service) hence bad buys can be very expensive. For that

reason some firms (and some firms for particular jobs) use external expert consultants for

recruitment and selection.

Equally some small organizations exist to 'head hunt', i.e. to attract staff with high

reputations from existing employers to the recruiting employer. However, the 'cost' of

poor selection is such that, even for the mundane day-to-day jobs, those who recruit and

select should be well trained to judge the suitability of applicants.

The main sources of recruitment are:

Internal promotion and internal introductions (at times desirable for morale purposes)

Careers officers (and careers masters at schools)

University appointment boards

Agencies for the unemployed

Advertising (often via agents for specialist posts) or the use of other local media (e.g.

commercial radio)

Where the organization does its own printed advertising it is useful if it has some

identifying logo as its trade mark for rapid attraction and it must take care not to offend the sex,

race, etc. antidiscrimination legislation either directly or indirectly. The form on which the

applicant is to apply (personal appearance, letter of application, completion of a form) will vary

according to the posts vacant and numbers to be recruited.

It is very desirable in many jobs that claim about experience and statements about

qualifications are thoroughly checked and that applicants unfailingly complete a health

questionnaire (the latter is not necessarily injurious to the applicants chance of being appointed

as firms are required to employ a percentage of disabled people).

Before letters of appointment are sent any doubts about medical fitness or capacity (in

employments where hygiene considerations are dominant) should be resolved by requiring

applicants to attend a medical examination. This is especially so where, as for example in the

case of apprentices, the recruitment is for a contractual period or involves the firm in training

costs.

Interviewing can be carried out by individuals (e.g. supervisor or departmental manager), by

panels of interviewers or in the form of sequential interviews by different experts and can vary

from a five minute 'chat' to a process of several days. Ultimately personal skills in judgment are

probably the most important, but techniques to aid judgment include selection testing for:

Aptitudes (particularly useful for school leavers)

Attainments

General intelligence

(All of these need skilled testing and assessment.) In more senior posts other techniques are:

Leaderless groups

Command exercises

Group problem solving

(These are some common techniques - professional selection organizations often use other

techniques to aid in selection.)

Training in interviewing and in appraising candidates is clearly essential to good recruitment.

Largely the former consists of teaching interviewers how to draw out the interviewee and the

latter how to rated the candidates. For consistency (and as an aid to checking that) rating often

consists of scoring candidates for experience, knowledge, physical/mental capabilities,

intellectual levels, motivation, prospective potential, leadership abilities etc. (according to the

needs of the post). Application of the normal curve of distribution to scoring eliminates freak

judgments.

ERGONOMICS:

Fitting the task to the person is what ergonomics is really about.

Good ergonomics:

Shortens learning times

Makes the job quicker with less fatigue

Improves care of machines

Reduces absenteeism

Reduces labor turnover and other signs of worker malcontent

Meets the requirements of health and safety legislation

Within management services various principles exist; for example,

work-place design

motion economy

rest allowances

job satisfaction and

environmental control

Which have for at least 50 years been taught and applied on a semi-empirical basis, and all of

which are orientated around the worker.

Starting with the Industrial Fatigue Research Board in 1919, scientific advances in the study

of the human at work have shown that the application of scientific understanding of anatomy,

physiology and psychology results in improved productivity, thus ergonomists will have received

formal education at degree level in these subjects.

Although they may seek to operate directly on the shop floor or in the office, they will often

be naive concerning some of the harder facts of industrial and commercial life and will therefore

work much better via the management services department.

On the other hand some people in management services, in their lack of scientific knowledge,

try to apply commonsense solutions to ergonomic problems that subsequently backfire on them.

Ergonomic principles are much better described in some books (e.g. Murrell (1965), Grand

jean (1969)) than in others. The main snag with many scientific authors is their lack of industrial

experience. Conversely many industrial writers have no formal scientific training; their books are

merely restatements of what they themselves have read elsewhere.

This section will describe the application of ergonomics within a broad area of the subject.

Readers are recommended to consult books listed in the references (in the PDF version) for a full

description of ergonomics. There is no point in restating that which will be found better written

elsewhere.

It is important for the manager and supervisor to be conscious of the effect that the

application of ergonomics has in the average workplace. Ergonomic principles are important in

the constant search for productivity improvement. This section will serve as a reminder. Is there

a better way? Seek, examine and consult widely with experts, keeping in mind the background

information from this section.

CHAPTER 6 DATA ANALYSIS

1. CHART SHOWING THE FACTORS NECESSARY FOR HUMAN RESOURCE

PLANNING, IN THE GARWARE POLYESTER LTD

FACTORS Employees response RESPONSEIN %

a)Type & strategy of organization 10 25%

b)Organization growth cycle & planning 12 27%

c)Type & quality of information 6 15%

d)Nature of jobs being filled 4 10%

e)Off-loading the work 8 23%

Total 40 100

a)Type & strategy of organization

25%

b)Organization growth cycle &

planning27%

c)Type & quality of information

15%

d)Nature of jobs being filled

10%

e)Off-loading the work23%

chart showing effective factors for hrp

INTERPRETATION:

The above chart is showing that while human resource planning the most affecting factor

is organization growth cycle and planning.

2.CHART SHOWING THE CRITERIA’S USED IN THE COMPANY FOR

ASSESSING THE JOB ANALYSIS

INTERPRETATION:

The above chart is showing the criteria that are used in the company for assessing the job

analysis from that job performance is more effective criteria.

12%

18%

15%25%

15%15%

Chart showing the criteria’s assesss-ing job analysis

a) Traitsb)General behaviorc)Interest in workd)Job performancee) leadershipf)Teamwork

Criteria’s Employees response Percentage

a) Traits 5 12%

b)General behavior 7 18%

c)Interest in work 6 15%

d)Job performance 10 25%

e) leadership 6 15%

f)Teamwork 6 15%

Total 40 100

3. CHART SHOWING THE REPORTING RELATIONSHIP

Status Response Percentage

Good 8 20%

Better 12 30%

Best 20 50%

TOTAL 40 100

INTERPRETATION:

The above chart is showing the reporting relationships between the employees. We can see the 50% employees are saying that it is best in Garware polyester ltd.

Good 20%

Better30%

Best50%

CHART SHOWING THE REPORTING RE-LATIONSHIP

4.CHART SHOWING THE SUPERVISION OR LEADING TO OTHERS

LEAD/SUPERVISE EMPLOYEE PERCENTAGEYES 23 58%NO 17 42%TOTAL 40 100

YES58%

NO42%

GRAPH SHOWING THE SUPERVISION OR LEADING TO OTHERS

INTERPRETATION:

The above chart is showing the supervision of the employees by the superiors where maximum are agreed that they are supervising others and taking the reporting’s which further helps to job analysis.

5. CHART SHOWING THE JOB RESPONSIBILITIES:

Responsibilities EMPLOYEE RESPONSE PERCENTAGE

Hiring employees 7 17%

Evaluation of employee performance 9 23%

Training employees 6 15%

Scheduling or assigning work 10 25%

Termination or discharge 8 20%

TOTAL 40 100

Hiring employees17%

Evaluation of employee per-

formance23%Training employees

15%

Scheduling or assigning work

25%

Termination or discharge

20%

CHART SHOWING THE JOB RE-SPONSIBILITIES:

INTERPRETATION:

The above graph is showing the job responsibilities out of which scheduling or assigning

of work is playing a vital role i.e. may be called as “ERGONOMICS”

6. CHART SHOWING THE PREPARATION OF FORMATS FOR JOB

ANALYSIS:

PERIOD OF DETERMINING RESPONSE PERCENTAGEDaily 18 45%Weekly 12 30%Monthly 7 17%Quarterly 3 8%TOTAL 40 100

DAILY45%

WEEKLY30%

MONTHLY18%

QUARTERLY8%

PREPARATION OF FORMATS

INTERPRETATION:

From the above graph we can see in the Garware Polyester ltd mostly the formats are prepared daily for the workers and for the others they are using the weekly, monthly and quarterly.

7. CHART SHOWING THE PERFORMANCE MEASUREMENT OF EMPLOYEES

PERIOD OF MEASUREMENT

RESPONSE PERTCENTAGE

DAILY 12 30%

WEEKLY 14 35%

MONTHLY 8 20%

QUARTERLY 6 15%

TOTAL 40 100

INTERPRETATION:

From the above graph we can see in the Garware Polyester ltd mostly the performance measurement is done weekly, monthly and quarterly.

DAILY30%

WEEKLY35%

MONTHLY20%

QUARTERLY15%

CHART SHOWING THE PER-FORMANCE MEASUREMENT

8.CHART SHOWING THE EDUCATIONAL QUALIFICATION FOR A JOB

The minimum education required for this position

EDUCATION EMPLOYEE RESPONSE PERCENTAGE

S.S.C. 3 7%

H.S.C. 6 15%

GRADUATION 15 38%

POST GRADUATION 12 30%

OTHERS 4 10%

TOTAL 40 100

s.s.c. 8% H.S.C.

15%

GRADUATION38%

POST GRADU-ATION30%

OTHERS10%

CHART SHOWING THE EDUCATIONAL QUALIFICATION FOR JOB

INTERPRETATION:

From the above graph we can see in the Garware Polyester ltd maximum employees are

completed their graduation since the qualified staff is there mutual understanding is there and

healthy environment is obtained.

9. THE CHART SHOWING THE AMOUNT OF RELATED WORK EXPERIENCE FOR THE JOB

Experience Employee response Percentage

1.Up to 1 year 4 10%

2.More than 1 year and up to 3 years 7 17%

3.More than 3 years and up to 5 years 5 13%

4.More than 5 years and up to 10 years 13 33%

5.More than 10 years 11 27%

Total 40 100

1.Up to 1 year10% 2.More than 1

year and up to 3 years

18%

3.More than 3 years and up to

5 years13%

4.More than 5 years and up to 10 years

33%

5. More than 10 years

28%

THE CHART SHOWING the experience for job

INTERPRETATION:

The above graph is showing that for the specific job how much qualification is requires it is efficient for the job description.

10. CHART SHOWING COMMUNICATION LEVEL

Factors of communication Employee response Percentage

Exchange information 12 30%

Coordinate 8 20%

Give professional advice 15 38%

Negotiate with 5 12%

Total 40 100

exchange information 30%

coordinate20%

give professional advice38%

negotiate with12%

chart showing Communication level

INTERPRETATION:

From the above graph we can see in the Garware Polyester ltd maximum employee’s co -operative in nature and used to help the others, and less negotiating.

11.CHART SHOWING IMPACT OF DECISION MAKING FOR A JOB

Measures the typical consequence of decisions made in your position

Effect Response of employee Percentage

Minor 12 30%

Considerable 6 15%

Significant 14 35%

Critical 8 20%

Total 40 100

minor 30%

considerable 15%significant

35%

critical 20%

chart showing impact of decision

INTERPRETATION:

From the above graph we can see in the Garware Polyester ltd maximum employees are satisfied with the decision taken by their superiors and showing significant impact.

12. CHART SHOWING THE MEASUREMENT OF THE EFFORT REQUIRED IN THE POSITION.

Light physical efforts17%

Heavy physical efforts23%

Visual efforts15%

Mental efforts 25%

Skilled efforts 20%

MEASUREMENT OF THE effort requiredFOR JOB

INTERPRETATION:

From the above graph we can see in the Garware Polyester ltd for executive staff more mental work is there but for the workers relative heavy works is also there.

Responsibilities EMPLOYEE RESPONSE

PERCENTAGE

Light physical efforts 7 17%

Heavy physical efforts 9 23%

Visual efforts 6 15%

Mental efforts 10 25%

Skilled efforts 8 20%

TOTAL 40 100

13.CHART SHOWING THE COMPONENTS WHILE DECIDING REMUNERATION

POLICY

COMPONENTS- Employee responses IN-%

a)Hourly & Monthly rated Wages/Salaries 6 15%

b)Incentives 4 10%

c)Fringe Benefits(P.F,Gratuity,E.SI,

Mediclaim,etc.)

10 25%

d)Prerequisites(Car,Paid holidays,house,club

membership etc.)

8 20%

e) Job Context (Challenging job responsibilities,

recognition, growth prospects, job sharing etc.)

12 30%

Total 40 100

a) Wages/Salaries

15%

b)Incentives; 4; 10%

c)Fringe Benefits25%

d)Prerequisites

20%

e) Job Context 30%

INTERPRETATION:

The above chart is showing that the company is providing both the remuneration i.e. Financial and Non financial.

14.CHART SHOWING THE SOURCES OF RECRUITMENT

Types of Recruitment Employee responses Response In %

a)Employee referrals 10 25%

b)Third party method 4 10%

c)Campus recruitment 8 20%

d)Press advertisement 6 15%

e)Promotion & Transfers 8 20%

f)Job Portals i.e naukri.com 410%

Total 40100

a)Employee re-ferrals25%

b)Third party method

10%c)Campus recruitment

20%

d)Press adver-tisement

15%

e)Promotion & Transfers

20%

f)Job Portals i.e naukri.com10%

CHART SHOWING THE SOURCES OF RECRUITMENT

INTERPRETATION:

From the above chart we can conclude that in the Garware Polyester Ltd for the manpower supply various sources are used from that maximum are recruited by the employee referrals and they are also using the promotion and transfers of existing employees.

15.CHART SHOWING THE RATING THE PERFORMANCE APPRAISAL SYSTEM OF

GARWARE POLYESTER LTD, ON THE FOLLOWING BASIS

Rating components Employee response Percentage

Open and participative 6 15%

Built an incentive 12 30%

Periodically revived &

updated

18 45%

Easy to understand 4 10%

Total 40 100

Open and par-ticipative

15%

Built an incentive 30%

Periodically revived & up-

dated45%

Easy to understand10%

Chart showing the rating the Per-formance Appraisal System

INTERPRETATION:

The above chart is showing the performance appraisals system of Garware Polyester ltd.

It is periodically revived & updated hence the promotion and demotion of existing employee is

possible.

16. CHART SHOWING THE NEED SKILLS FOR THE SPECIFIC JOB:

Skills Employee response Percentage Soft skills 10 25%

Technical skills 12 30%

Educational 10 25%

Communication 8 20%

Total 40 100

Interpretation:

The above graph is showing the need skills for the specific job within the organization that

shows the specifications require for the job.

25%

30%

25%

20%

The graph showing need of employee's skills

Soft skills Technical skills Educational Communication

17. CHART SHOWING THE TRAINING PROVIDED FOR SPECIFIC JOB

Period Employee response Percentage

Annually 4 10%

Monthly 6 15%

Quarterly 12 30%

Weekly 18 45%

Total 40 100

10%15%

30%

45%

Graph showing trainings provided Annually Monthly Quarterly Weekly

Interpretation:

The above graph is showing the trainings provided for specific job that are necessary to

acquire skills, increasing competencies of employee within the organization that shows the

specifications require for the job.

18. CHART SHOWING THE CONFLICTS LEVEL

Rating Employee response Percentage

High 4 10%

Quite 6 15%

Average 12 30%

Very low 18 45%

Total 40 100

High 10%

Quite 15%

Average 30%

Very low 45%

Graph showing the conflicts level within organisation

Interpretation:

The above graph is showing the conflicts level of employees within the organization that

shows the better relationship management.

19. CHART SHOWING THE SPECIAL FACILITIES PROVIDED:

Rating Employee response Percentage

Mostly 2 5%

Sometimes 6 15%

Very less 30 80%

Total 40 100

Mostly 5%

Sometimes 15%

Very less80%

Graph showing the special facilities provided

Interpretation:

The above graph is showing the conflicts level of employees within the organization that shows the better relationship management

20. CHART SHOWING THE EMPLOYEES SATISFACTION ABOUT

WORKING CONDITIONS:

Rating Employee response Percentage

Highly satisfied 18 45%

Quite Satisfied 12 30%

Fair 6 15%

Bad 4 10%

Total 40 100

Highly satisfied Quite Satisfied Fair Bad 0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

Interpretation:

The above graph is showing the satisfaction level of employees which show the satisfied

employees are more.

CHAPTER 7 FINDINGS:

It is observed that the Garware polyester ltd is the company where employee is more valuable.

It is found that the strategies used for the human res

SUGGESTION AND CONCLUSITON

A} BIBLIOGRAPBHY

APPENDIX

QUESTIONAIRE

NAME____________ DESIGNATION___________

AGE_________ DEPARTMENT__________

GENDER__________

Q-1) According to you what factors are to be used for the Work Force Planning, in the company?

A) Type & strategy of organization

B) Organization growth cycle & planning

C) Type & quality of information

D) Nature of jobs being filled

E) Off-loading the work

Q-2)According to you the following criteria’s used in the company for assessing the job analysis

are sufficient-

1. Traits

2. General behavior towards superior, subordinate

3. Interest in work

4. Job performance

5. Leadership

6. Teamwork

Q.3) what do you fill about the reporting relationship? It’s

a)Good

b) Better

c) Best

Q-4) ARE YOU SUPERVISE OR LEADS OTHERS?

YES NO

Q-5) What are your job responsibilities?

1. Hiring employees 2. Evaluation of employees performance 3. Training employees 4. Scheduling or assigning works5. Termination or discharge

Q-6) How you are preparing the formats for job analysis?

A. Daily B. WeeklyC. MonthlyD. Quarterly

Q-7) When you are going to apply the performance measurement programme?

A. Daily B. WeeklyC. MonthlyD. Quarterly

Q-8) what is the educational qualification required for the job?

A. SSCB. HSC.C. GRADUATIOND. POST GRADUATIONE. OTHER

Q-9) what is the experience required for the job?

A. Up to 1 year B. More than 1 year and up to 3 years C. More than 3 years and up to 5 years D. More than 5 years and up to 10 years E. More than 10 years

Q-10) How your subordinates communicate with you?

1. Exchange information2. Co-ordinate3. Give professional advices4. Negotiate with

Q-11) what is the impact of decision making on employees?

1) Minor2) Considerable 3) Significant4) Critical

Q-12) what are the efforts required for the specific job?

A. Light physical efforts B. Heavy physical effortsC. Visual efforts D. Mental efforts E. Skilled efforts

Q-13) What components of remuneration are more effective for the employees in

order to decide the Remuneration Policy?

A) Hourly & Monthly rated Wages/Salaries

B) Incentives

C) Fringe Benefits (P.F, Gratuity, E.SI, Mediclaim, etc.)

D) Prerequisites (Car, Paid holidays, house, club membership etc.)

E) Job Context (Challenging job responsibilities, recognition, growth prospects, job sharing etc.)

Q-14)What you think which source is best for recruitment and selection in Garware polyester

ltd?

a) Employee referrals

b) Third party method

C) Campus recruitment

d) Press advertisement

e) Promotion & Transfers

f) Job Portals i.e. naukri.com

Q-15)How would you rate the Performance Appraisal System of Garware polyester ltd, on the

following basis

A) Open and Participative

B) Built an incentive

C) Periodically reviewed & updated

D) Easy to understand

16) What are the skills needed for your job?

A. Soft skills B. Technical skills C. Educational D. Communication

17) When the training programs are arranged?

1. Annually

2. Monthly

3. Quarterly

4. Weekly

18) Is there any conflicts in the organization?

A. High B. Quite C. Average D. Very low

19) Have they providing the special facilities to you?

A. Mostly B. SometimesC. Very less

20) Are you satisfied with the working conditions of company ?

A) Highly satisfied B) Quite Satisfied

C) Fair D) Bad

For Garware Polyester Ltd

JOB DESCRIPTION

Sample job description:

Title of the position

Senior Mailroom Clerk

Department

Operations

Reports to

Building Services Supervisor

Overall responsibility

Supervise mailroom staff and interface with all levels of management regarding mail and supply

deliveries

For Garware Polyester Ltd

JOB SPECIFICATION

Job title:

Reporting to:

Responsibility for others:

Overall purpose of the job (why does the job exist?)

Key activities (start each one with a verb):

Any special requirements (hours, travel etc.):

For Garware Polyester Ltd

Personnel Specification

Company Name:

Job Title:

CriteriaEssential Desirable

Qualification/

Attainments

Relevant Experience

Skills and competencies

Eg.

Oral & written Skills.

Analytical Skills.

Arithmetical experience etc.

*Circumstances

Indicate if any special circumstances are attached to this post. (e.g. shifts, travel)

QUESTIONNAIRE REVIEW

Name:

EMPLOYEE/SUPERVISOR REVIEW

The purpose of this review is to ensure that all questions have been completed and that both the employee and supervisor(s) agree on all of the responses. Should there be a difference of opinion on the appropriate responses, please indicate below that further review by another party is required. Supervisors with functional responsibilities must also sign this document.

Supervisor: Date:

Director, Dean or: Date:

Campus Principal

Is further review required?: Yes No

Employee: Date:

Is further review required?: Yes No

HUMAN RESOURCES REVIEW

The purpose of the Human Resources review is to ensure consistency across the organization.

Date reviewed:

Signature: