“A Study On Human Resources Management and HRM System Software of Goodhill LTD”

A PROJECT REPORT ON
‘’HUMAN RESOURCES MANAGEMENT AND HRM SYSTEM
SOFTWARE OF
GOODHILL LTD’’

Dissertation submitted in partial fulfillment of the requirements for The

award of the degree of
MASTER OF BUSINESS ADMINISTRATION

OF

BANGALORE UNIVERSITY

Submitted
BY
WAYU POETRA
Reg. No. 17QTCMD060
Under the guidance of

Prof.RABINA

Assistant Professor

AVK INSTITUTE OF MANAGEMENT See No. 69, Pipe Line Road,

BWSSB Road, Chikkagollarahatti, Vishwaneedam Post, Bengaluru,
Karnataka – 560091 2018-2019

1
AVK INSTITUTE OF MANAGEMENT

2
“ A Study On Human Resources Management and HRM System Software of Goodhill LTD”

DECLARATION

I hereby declare that “A STUDY ON HUMAN RESOURCE MANAGEMENT AND THE

USAGE OF HRMS SOFTWARE AT GOODHILL Ltd.”Is the result of the project work
carried out by me under the guidance of Prof. Rabina in partial fulfillment for the award of
MASTER OF BUSINESS ADMINISTRATION by Bangalore University.

I also declare that this project is the outcome of my own efforts and that it has not been
submitted by any other University or Institute for the award of any degree or Diploma or
Certificate.

Date: WAYU POETRA

Place: Bangalore Reg. No.:17QTCMD060

AVK INSTITUTE OF MANAGEMENT

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4
“ A Study On Human Resources Management and HRM System Software of Goodhill LTD”

AVK INSTITUTE OF MANAGEMENT

(Recognized by Govt. of Karnataka AICTE & Affiliated to Bangalore University)
Sy. No.69, BWSSB Colony, Pipe Line Road, Chikkagollarahatti, Magadi
Main Road, Vishwaneedam Post, Bangalore-5600091, Phone: 080-
23480556 / 57, Fax: 080-23480558,
E-mail: [email protected] website: www.avkedu.com

Ref. No. Date:

COLLEGE CERTIFICATE

This is to certify that the dissertation titled A STUDY ON HUMAN RESOURCE

MANAGEMENT AND THE USAGE OF HRMS SOFTWARE AT GOODHILL Ltd..is
submitted in partial fulfilment for the award of MBA degree of Bangalore University. It was
carried out by WAYU POETRA, Reg. No. 17QTCMD060, student of III semester MBA,
under the guidance of Prof. Rabina, Assistant Professor. This has not been submitted to any
other university or institution for the award of any degree/diploma/certificate.

Date: Prof. Rabina

Place: Bangalore Assistant Professor

AVK INSTITUTE OF MANAGEMENT

5
“ A Study On Human Resources Management and HRM System Software of Goodhill LTD”

AVK INSTITUTE OF MANAGEMENT

(Recognized by Govt. of Karnataka AICTE & Affiliated to Bangalore University)
Sy. No.69, BWSSB Colony, Pipe Line Road, Chikkagollarahatti, Magadi
Main Road, Vishwaneedam Post, Bangalore-5600091, Phone: 080-
23480556 / 57, Fax: 080-23480558,
E-mail: [email protected] website: www.avkedu.com

Ref. No. Date:

CERTIFICATE OF ORIGINALITY

This is to certify that the dissertation titled A STUDY ON HUMAN RESOURCE

MANAGEMENT AND THE USAGE OF HRMS SOFTWARE AT GOODHILL Ltd. is
an original work of WAYU POETRA, bearing university register number 17QTCMD060,
and is being submitted in partial fulfilment for the award of the Master’s degree in Business
Administration of Bangalore University. This report has not been submitted earlier to this
University/Institution for the fulfilment of the requirement of any course of study. WAYU
POETRA is guided by Prof. Rabina who is the faculty guide as per the regulations of
Bangalore University.

Signature of the Faculty Guide Signature & Seal of Director

Date:
AVK INSTITUTE OF MANAGEMENT

6
“ A Study On Human Resources Management and HRM System Software of Goodhill LTD”

BANGALORE UNIVERSITY

Certificate of Originality (Plagiarism)

Name of student : WAYU POETRA

Register Number : 17QTCMD060

Title of Dissertation : A STUDY ON HUMAN RESOURCE

MANAGEMENT AND THE USAGE OF HRMS SOFTWARE AT GOODHILL Ltd
CAMBODIA
.

Name of the Guide : Prof. Rabina

Similar Content (%) Identified : 18%

(Acceptance maximum limit of similarity 25%)

Dissertation ID Number(s) in Turnition : 181226064056

The dissertation report has been checked using TURNITION anti-plagiarism software
(Attached first page of the originality report as ANNEXURE) and found within limits as
plagiarism Policy and Instructions issued by the University/CBSMS.

We have verified the contents of the dissertation report, as summarized above and certified
that the statements made above are true to the best of our knowledge and belief.

Signature of Guide Signature of Director

(Date and Seal) (Date and Seal)

AVK INSTITUTE OF MANAGEMENT

7
“ A Study On Human Resources Management and HRM System Software of Goodhill LTD”

ACKNOWLEDGEMENT
I would like to express my sincere gratitude to all those who have been instrumental in the
presentation of this project report. I would like to thank god without whom this project would
have not been a success.

I would like to express my sincere gratitude thanks to Dr. K.V. RAMANATHAN Director
and professor department of MBA ADARSHA VIDYA KENDRA INSTITUTE OF
MANAGEMENT, for giving me the opportunity to do project work.

I would like to express my study area in Customer relationship management at NISPANA

INNOVATION PLATFORM, at Bangalore. Company directors and HR manager, for
allowing me to undertake the project on ‘“A STUDY ON HUMAN RESOURCE
MANAGEMENT AND THE USAGE OF HRMS SOFTWARE AT GOODHILL Ltd”

I sincerely thank him for sparing his valuable time and guiding me with all the necessary
information and co-operation essential for the completion of the project.

I acknowledge my deep sense of gratitude and thanks to my guide Prof.RABINA Assistant

professor of ADARSHA VIDYA KENDRA INSTITUTE OF MANAGEMENT, for his keen
interest and guidance, which was a great source of encouragement during the course of my
project.

I also thanks to my friend Ashish Mishra for his help in completing this project. A special
thanks to my family members for giving me their continuous support and encouragement
throughout my study and in every Aspect of completing my course.

Date: WAYU POETRA

Place: Reg. No. 17QTCMD060

AVK INSTITUTE OF MANAGEMENT

8
 INDEX

No DESCRIPTION PG.NO
1 INTRODUCTION 11
 HRM & HRM
SYSTEM(SOFTWARE)
2 LITERATURE SURVEY AND 37
RESEARCH DESIGN
3 COMPANY PROFILE 38
 VISION & MISSION
 VALUES
 PRODUCTS & SERVICES
4 HRM SOFTWARE &E-HRM 43
 THE EMERGENCE
 WEB BASED
 MOBILE
 DEVELOPMENT
RECRUITMENT &
SELECTION
5 CHAPTER 5 : HRM OF 70
GOODHILL LTD
6 CHAPTER 6 : DATA 77
ANALYSIS (SWOT
ANALYSIS)
7 SUMMARY AND 80
SUGGESTIONS
 FINDINGS
 RECOMMENDATION
 CONCLUSION
8 CHAPTER 8 : 82
QUESTIONNAIRE
9 CHAPTER 9 : REFERENCE & 96
BIBLIOGRAPHY

9
 LIST OF TABLES
N Description Page No
o
1 FRAMEWORK FOR HUMAN RESOURCES 14
MANAGEMENT

2 MODEL OF DIVERSITY 20

3 HUMAN RESOURCES COMPETENCY MODEL 21

4 JOB ANALYSIS 26-27

5 SELECTION PROCESS 59

6 LEAVE MANAGEMENT GOODHILL Ltd 72

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 LIST OF GRAPHS

N Description Page No
o
1 AUTOMATION OF TALENT MANAGEMENT 17
FUNCTIONS

2 HUMAN RESOURCES COMPETENCY 21

MODEL

3 THE EMPLOYMENT RELATIONSHIP 34

4 OVERVIEW OF HRM SYSTEM 45

5 LOGIN 48

6 E-HRM ACTIVITIES 54

7 SELECTION PROCESS 59

8 RECRUITMENT PROCESS 60

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INTRODUCTION OF HUMAN RESOURCES MANAGEMENT

Human resource management (HRM or HR) is the strategic approach to the

effective management of organization workers so that they help the business
gain a competitive advantage, Commonly referred to as the HR
Department[by whom?], it is designed to maximize employee performance
in service of an employer's strategic objectives.
[1] HR is primarily concerned with the management of people within
organizations, focusing on policies and on systems.

[2] HR departments are responsible for overseeing employee-benefits

design, employee recruitment, training and development, performance
appraisal, and rewarding (e.g., managing pay and benefit systems).

[3] HR also concerns itself with organizational change and industrial

relations, that is, the balancing of organizational practices with requirements
arising from collective bargaining and from governmental laws.

[4]Human resources overall purpose is to ensure that the organization is able

to achieve success through people.

[5] HR professionals manage the human capital of an organization and focus

on implementing policies and processes. They can specialise in recruiting,
training, employee-relations or benefits. Recruiting specialists find and hire
top talent. Training and development professionals ensure that employees
are trained and have continuous development. This is done through training
programs, performance evaluations and reward programs. Employee
relations deals with concerns of employees when policies are broken, such
as in cases involving harassment or discrimination. Someone in benefits
develops compensation structures, family-leave programs, discounts and
other benefits that employees can get. On the other side of the field are
Human Resources Generalists or business partners. These human-resources
professionals could work in all areas or be labor-relations representatives
working with unionized employees.

12
HR is a product of the human relations movement of the early 20th century,
when researchers began documenting ways of creating business value
through the strategic management of the workforce.[citation needed] It was
initially dominated by transactional work, such as payroll and benefits
administration, but due to globalization, company consolidation,
technological advances, and further research, HR as of 2015 focuses on
strategic initiatives like mergers and acquisitions, talent management,
succession planning, industrial and labor relations, and diversity and
inclusion. In the current global work environment, most companies focus on
lowering employee turnover and on retaining the talent and knowledge held
by their workforce.[citation needed] New hiring not only entails a high cost
but also increases the risk of a newcomer not being able to replace the
person who worked in a position before. HR departments strive to offer
benefits that will appeal to workers, thus reducing the risk of losing
corporate knowledge.

INTRODUCTION OF HUMAN RESOURCES MANAGEMENT

SYSTEM

A Human Resource Management System or HRIS (Human Resource

Information System) is a form of HR software that combines a number of
systems and processes to ensure the easy management of human resources,
business processes and data. Human Resources Software is used by
businesses to combine a number of necessary HR functions, such as storing
employee data,payrolls managing payrolls, recruitment processes, benefits
administration and keeping track of attendance records. It ensures everyday
Human Resources processes are manageable and easy to access.

[1]It merges human resources as a discipline and, in particular, its basic HR

activities and processes with the information technology field, whereas the
programming of data processing systems evolved into standardized routines
and packages of Enterprise Resource Planning (ERP) software. On the
whole, these ERP systems have their origin from software that integrates
information from different applications into one universal database. The
linkage of its financial and human resource modules through one database is
the most important distinction to the individually and proprietarily
developed predecessors, which makes this software application both rigid
and flexible.

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Human Resource Information Systems provide a means of acquiring,
storing, analyzing and distributing information to various stakeholders.

[2] HRIS enable improvement in traditional processes and enhance strategic

decision-making.The wave of technological advancement has revolutionized
each and every space of life today, and HR in its entirety was not left
untouched. Early systems were narrow in scope, typically focused on a
single task, such as improving the payroll process or tracking employees'
work hours. Today's systems cover the full spectrum of tasks associated with
Human Resources departments, including tracking & improving process
efficiency, managing organizational hierarchy, and simplifying financial
transactions of all types. In short, as the role of Human Resources
departments expanded in complexity, HR technology systems evolved to fit
these needs.

STUDY OF HUMAN RESOURCES MANAGEMENT

While “competing through people” may be a theme for human resources

management, the idea remains only a framework for action. On day to day
basis, managers focus on spesific challenges and issues that pertain to
human resources.HR managers have to help blend many aspects of
management at this point we will simply classify them as either
“competitive challenges” or “employee concerns”, HR personnel help firms
make the most from their employees by providing a work environment thaat
meets employees short term and long term needs. We will use this
framework as a basis for our discussion throughout the rest of this chapter

14
 FRAMEWORK FOR HUMAN RESOURCES MANAGEMENT

COMPETITIVE EMPLOYEE CONCERNS

CHALLENGES

Globalization Background diversity

Technology
Managing change Age distribution

human capital Gender issues

Job security
Responsiveness Educational levels
Employee rights
Cost containment Privacy issues
Work attitudes
Family concerns

COMPETITIVE CHALLENGES AND HUMAN RESOURCES

MANAGEMENT

Professional organizations such as the society fro human resource

management (SHRM) and the human resource planning society (HRPS)
conduct ongoing studies of the most pressing competitive issues facing
firms. By seekinng the input of chief executives and HR managers, these
organizations keep a finger on the pulse of major trends, for the past decade
or so, there has been a constant theme around the following issues:

 Competing, recruiting,and starting globally

15
  Embracing new technology
 Managing change
 Managing talent, or human capital
 Responding to the market
 Containing cost
These trends extend beyond “people issues” per se ,but they all focus on the
need to develop a skilled and flexible workforce in order to compete in the
twenty five century.

THE IMPACT OF GLOBALIZATION

By partnering with firms in other regions of the world using informtion

technologies to coordinate distant part of their businesses, companies have
shown that they can offer customers “anything, anyime ,anywhere” around
the world. Even well known products are losing or have lost their national
identities.BMW traditionally been a german brand but now the automaker
build cars in sprtanburg,south carolina.in 2008 a belgian firm purchased the
US beer company
Even though globalization has led to a great improvement in people’s living
standards in the last half century, free trade agreements still fierce debate
especially when it comes to jobs. Since 2000 three million US
manufacturing jobs have been lost to low wage nations such as China and
India. Other people worry that free trade is creating a “have/have not” world
economy, in which the people in developing economies and the world’s
environment are being exploited by companies in richer more developed
countries.
This has sparked anti free trade protests in many nations.
Concerns such as these,coupled with numeros scandals plaguing US
corporations in recent years, have led to a new focus on corporate social
responsibility,or good citizenship, companies are discovering that being
socially responsible both domestically and abroad helps the bottom line.
More over the prospective workers are saying corporate responsibilty is now
more important to their job selection. One of HR leadership role s to
spearhed the development and implementations of corporate citizenship
throughout their organizations

INFLUENCE OF TECHNOLOGY IN HRM

16
Information technology has, of course ,changed the face of HRM , perhaps
the most central use of technology in HRM is an organizations to
determined to improve productivity and lower costs are finding HR a good
place to start because HR affects the entire workforce everyone who works
for the company must be hired ,trained and paid,usually through HR the
impact of HRIS has been dramatic it has become a potent weapon for
lowering administrative burdens,reducing costs, and improving decision
making and service to managers and employees.
The most obvious impact has been operational that is, automating routine
activities, alleviating administrative burdens, reducing costs, and improving
productivity internal to HR function itself. The most frequent uses include
automating payroll processing ,maintaining employee records, and
administrative benefits programs. One of big trends in recent years has been
towards HRIS “self service” setting up system,usually on intranet ,to allow
managers to access employee’s record themselves for administrative purpose
and to allow employees to access and change their own benefits and other
personal information.HR system was redesigned to enable line managers and
employees to enter ,retrieve,and edit data in order to make best decision
faster. This has helped alleviate many of the paper burdens HR group
previously faced and offered greater convenience to both managers and their
employees.
Today however ,software applications are available to automate more at HR
activities than just payroll ,records ,and benefits information. All sorts of
routine HR activities from front to back ,have seen some sort of automation,
companies are now using software to recruit ,screen c and pretest applicants
online before hiring them as well to train,track and promote employees once
they have been hired. For examples staffing management system supports
the hiring process by tracking applicants information,scanning resumes,and
making the information immediately accessible to line managers so they can
search systematically for the people whose skills they want. Managers can
search online for internal and external talent by running searches of
candidates who have been categorized by skill set.
So the system should HR profesionals choose from the among the many
options available to them? Experts say the first step in choosing a HRIS is
for HR personnel to evaluate the biggest “headaches” they experience or
most time consuming tasks, and then choose the applications that can have
the strongest impact on the firms financial measures that is the ones that get
the bigggest bang for the buck. Managers should then calculate the costs
based on average salaries, or HR hours ,that could be saved by using a

17
human resources information system, along with the hours of increased
productivity that would occur the result.

Other factors need to be evaluated

 Fit of the application to the firms employees base. If many of the
firms employees works on factory floor, is the system appropriate or
does HR need to install kiosks in employee areas? How will the
information be secured ? will employees need to be assigned
passwords ?can they access the information from off site ,for example
from their homes?
 Ability to upgrade or customize the software. What sorts of costs will
be involved to upgrade the software in the coming years?
 Compatibility with current systems. Does the HRIS link to existing
planned information system easily and inexpensively?
 User friendliness. Does the software provide additional features such
as links to learning resources or help for managers who miight need
it?

AUTOMATION OF TALENT MANAGEMENT FUNCTIONS

Chart Title

Success ion pla nning

Competency

Performance

Compensation

Recruiting

Learning

0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 5

Manual proces s Column1

18
  Availability of technical support. Should the HRIS system be
supported internally or should the vendor host it ? what are the
vendor’s technical support capabilities?
 Time required to implement and train staff members to use the HRIS,
including HR and payroll personnel,managers and employees. Who is
responsible for training employees and how it will be done?
 Initial costs and annual maintenance costs. Is a suite of applications
needed or just a few key applications?experts advise HR managers to
price each applications separately and then ask vendors for a
“bundled” price

DEMOGRAPHIC AND EMPLOYEE CONCERNS

In addition to competitive challenge facing organizations ,managers in

general and HR managers in particular need to be concerned about changes
in the make up and the expectations of their employees. As we noted at the
beginning of this chapter HRM involves being an advocate for employees
,being aware of their concerns,and making sure tht the exchange between the
organizations and its employees mutually beneficial.highlight in HRM
shows summary of social issues in HRM , we will discuss some of these
issues here and address all of them in greater detail throughtout the book.

DEMOGRAPHIC CHANGES

Among the most significant challenges to managers are the demographic

chnges occuring in the united states ,because the affect the workforce of an
employer,these changes in employee background,age,gender,and education
are important topics for discussion.

SOCIAL ISSUES IN HRM

Changing demographics the coming decade will bring a more diverse and
agin workforce to developed countries such as the U.S, this has major
implications for all aspects of HRM because it alters traditional experience
and expectations regarding the labor pool.among the issues in this area are:

19
  Globalization
 Shrinking pool of skilled entry level workers
 Rising health care cost for employees
 Outsourcing ,offshoring,and the use of temporary and part time
employees
 Diversity stages
 Social security and retirement issues
 Continual skills development and retraining

Employer/employee rights : this area reflects the shift toward organizations

and individuals attempting to define rights ,obligations,and
responsibilities,among the issues are:

 Relationship employment versus transactional based employment

 Concern for the privacy of employees
 Employer-employee ethics
 Comparable worths
 Whistle blowing
 Legal compliance
 Mandated benefits

Attitudes toward work and family : because of the increase of working

women as well as employee mobility and growing concern about family
issues ,there is demand for recognizing and supporting family related
concerns, among the issues are:

 Day care and elder care

 Job sharing
 Job rotation
 Parental leave
 Flextime
 Alternative work schedules
 Telecommuting

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 MODEL OF DIVERSITY

VALUING DIVERSITY IN THE WORKPLACE

CULTURE OPPORTUNIY LEADERSHIP

Organizations wide Career development Management practices
image
 Organizations  Promotions of  Take all
mutual multicultural employees
respects employees seriously
 Organizations  Opportunity for  Recognize the
fosters sense development of capabilities of all
of belonging new skills employees
 Differences  Access to top  Communicate
are accepted management effectively with all
corporate positions employees
wide diversity  Value a diverse
training Hiring practices work group
program  Active  Respect the
 Equal respect recruitment and cultural beliefs
for minority hiring and needs of
and majority multicultural employees
group employees  Accepts non
 Equal  Equal english speaking
performance opportunities for employees
expectations minoritites
for minority  Affirmative
 Equal rewards action program
for minority
 Equal pay and
income
valuing
diversity

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HUMAN RESOURCES COMPETENCY MODEL

BUSINESS MASTERY
Customer orientantion
External relations
CHANGE MASTERY
Interpersonal skills and influence
Problem solving skills
Reward system
Innovativeness and creativity
HR MASTERY
Staffing
Performance appraisal
Reward system
Communication
Organization design

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SHRM CODE OF ETHICAL AND PROFESSIONAL STANDARDS

Use of information
Core principle

HR professionals consider and protect the rights of individuals, especially in

the acquisition and dissemination of information while ensuring truthful
communications and facilitating informed decision making.

Intent
To build trust among all organization constituents by maximizing the open
exchange of information,while eliminating anxieties about inappropriate and
or inaccurate acquisition and sharing information.

Guidelines
1. Acquire and disseminate information through ethical and responsible
means
2. Ensure only appropriate information is used in decisions affecting the
employment relationship.
3. Investigate the accuracy and source of information before allowing it
to be used in employment related decisions.
4. Maintain current and accurate HR information.
5. Safeguard restricted or confidential information
6. Take appropriate steps to ensure the accuracyand completeness of all
communicated information about HR policies and practices.
7. Take appropriate steps to ensure the accuracy and completeness of all
communicated information used in HR related training

23
Functions of HR

The functions of human resource management are:

1. Staffing
2. Training and Development
3. Motivation
4. Maintenance.

By doing all these functions Human resource management complete its job.

Staffing in HRM Activities in HRM concerned with seeking and hiring

qualified employees is Staffing. A company needs a well-defined reason for
needing individuals who posses specific skills, knowledge and abilities to
specify the job. Employee referrals can produce the best applicants for two
reasons. First, current employees screen applicants before referring them.
Second, current employees believe that their reputations with the firm will
be reflected in the candidates that they recommend. Recruiting is the initial
step of staffing. Recruiting is the process of locating, identifying, and
attracting capable employees. Many companies are finding new employees
on the
11

World Wide Web. The source that is used should reflect the local labor
market, the type or level of position, and the size of the organization. Now
the second step of Staffing, that is Strategic HR planning. For that a
company plans strategically. They set goals and objectives, these goals and
objectives may lead to the structural changes in the company. Third step is
Selection. This process is attracting qualified applicators and discouraging
the unqualified applicants. By this a company can get its desired employees
of requirement. It has dual focus, attempting thin out the large set of
applications that arrived during the recruiting phase and to select an
applicant who will be successful on the job. To achieve this goal, companies
can use a variety of steps. The employees who are able to do all the steps
and ensure good performance they get the job. HRM must communicate a
variety of information to the applicants, such as the organization culture.
Under the selection process there are some steps,

24
 The company can use these steps to select the employees. With this process
their Staffing job is done. The completed selection process ends the staffing
functions.

HRM in people centric industry is concerned with the ‘people’ dimensions

of the organization. In order to achieve the objectives as stated above, HRM
must perform certain functions. Generally, it is said that to achieve the
organizational objectives, retailers must set up a proper correlation between
the objectives and the functions. Usually a particular set of functions helps
realize specific objectives.

For example, personal objectives are thought to be realized through training

& development, performance management and compensation & benefits
functions, while on the other hand, organizational objectives are achieved
through human resource planning, employees’ relations, recruitment,
selection, training, compensation and managerial relations functions as
discussed in figure 18.2.

One point should be noted in this regard that most of the Asian and African
countries are still dominated by local/kirana/unorganized shops. Likewise, in
India, we have over 12 million ‘kirana’ stores. All the employees of that
shop report to him or her. Be it strategic decision or day-to-day operations of
the establishment are taken by the proprietor. All issues related to
recruitment, selection, promotion, training & development, hiring, firing and
so on depend upon the proprietor’s sole discretion.

Actual need for HRM is felt by big retailers like Big Bazaar, Reliance Mart,
Pantaloons, Shopper’s Stop, etc. Further, the number of functional areas also
varies from company to company according to nature, size and merchandise
offering.

Following are the common human resource functions, any typical retail
organization will be having:

1. Job analysis and job design

2. Recruitment and selection of retail employees

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25
3. Employees’ training and development

4. Performance management

5. Compensation and benefits

6. Labor relations

7. Managerial relations

These seven human resource areas and their associated functions share the
common objectives of an adequate number of competent employees with the
abilities, experience, knowledge and skills required for fulfilling
organizational goals. Though a human resource function can be assigned to
one of the seven areas of human responsibility, some functions serve a
variety of objectives. For example, performance management besides
motivating the retail employees leads to employees’ development as well as
compensation and benefits. Similarly, compensation and benefits function
facilitates retention, training and development and also serves to have
cordial labor and managerial relations.

These human resource functions are expressed as under:

1. Job analysis and job design:

Job analysis is the process of describing the operations, duties and

responsibilities of the job. In order to recruit retail employees on a scientific
and rational basis, it becomes necessary to determine in advance a standard
of personnel with which interested candidate can be compared. This standard
must establish the minimum acceptable qualities necessary for the
accomplishment of tasks by retail employees.

Simple stated, the process through which these qualitative requirements

(standards) are determined is known as Job analysis.

ADVERTISEMENTS:

Various experts have defined Job Analysis as under:

26
In the words of Edwin B. Flippo, “Job analysis is the process of studying
and collecting information relating to the operations and responsibilities of a
specific job”.

In the words of John A. Shbim, “Job analysis is the methodical compilation

and study of work data in order to define and characterize each occupation,
in such a manner as to distinguish it from all others”.

According to Michael J. Jucius, “Job analysis refers to the process of

studying the operations, duties and organizational aspects of jobs in order to
derive specifications, or as they are called by some job descriptions”.

According to Scott Clothier and Spriegal, “Job analysis is the process of

critically evaluating the operations, duties and responsibilities of a specific
job”.

Job Analysis Process:

The process provides information about what the job involves and what
human features are essential to carry out these activities. This information
becomes vital to decide what sort of people to recruit and hire. The data
derived from job analysis process is beneficial for estimating the value and
appropriate compensation for each job.

The reason behind this is the belief and practice that compensation generally
depends on the job’s required skill and education level, safety hazards,
degree of responsibility, and so on all these factors that are assessed through
job analysis. This ultimately provides the base for determining the relative
worth of each job so that each job should be properly classified.

Hence, job analysis is a data collection function performed by the HR

department that includes the following steps:

COLLECTION OF FACTURIAL
STEP 1 MATERIALS

STEP 2 COMPLETING JOB

DESCRIPTION BLANK

27
 PREPARATIONS OF JOB
SPEFICATION
STEP 3

PREPARATION OF REPORT
STEP 4

APPROVAL OF REPORT
STEP 5

The above mentioned steps are discussed as under:

(i) Collection of factual materials:

The first step of job analysis process includes collecting factual information
relating to the job.

This task is usually accomplished in four ways:

(a) With the help of structured questionnaire

(b) Using narrative descriptions

(c) Observations, and

(d) By interviews

Two types of information are collected through above mentioned four

techniques:

(a) Belonging to the job environment, i.e. its physical environment such as
use of computers, sitting arrangements, comforts, lighting, restrictions etc;
its financial obligations (salary, bonus, commission, DA, TA, fringe benefits,

28
incentive schemes etc); its social environment (whether job is individual or
in groups, shifts, working hours, team work).

(b) Belonging to employees’ qualities:

It includes following qualities of employees performing retail tasks:

i. Physical demands: number of working hours, store job/field job, physical

(muscular energy).

ii. Intellectual demands: degree, diploma, working experience, fresher,

problem solving ability.

iii. Personality demands: look, height, spoken language, humbleness, ability

to listen, working under stress, employees’ complaint handling.

(ii) Completing job description blank:

After collecting the information, job analysis puts such information in a

standard job description form as a comprehensive draft which shows full
details of the activities of the retailing job. As per the nature and format of
the retail organization, separate forms may be used for various activities in
the job and may be compiled later on. In actual, the whole task of job
analysis depends upon these forms, which are regularly consulted as
reference guide for the future planning tasks.

(iii) Preparation of the job specifications:

Job specifications are also prepared on the basis of information collected

through data collecting techniques. Job description basically refers to a
statement of minimum acceptable qualities of a candidate whose selection
should be made.

(iv) Preparation of Report:

This report indicates various activities to be performed by the retail staff and
expectations from them. It is prepared by the job analyst on the basis of
information collected. The report is then submitted to the HR department for
its suggestions and amendments.

(v) Approval:

29
The report submitted by the analyst and reviewed by the HR department
may now be revised by the top executives for:

(i) Competitive policies

(ii) Comments of HR department (if any)

(iii) Views of Trade Unions (if applicable)

(iv) Mission and vision of the organization

In some organizations, such drafts are usually approved by the HR manager

while in some organizations by the top executive, who has the ultimate
responsibility to finalize it.

Note:

In actual, it is the prime duty of the retail store manager to prepare the job
design since he/she is responsible for conducting day-to-day activities of the
store and also the reason for retail success. But it has been seen that in most
of the cases, job design is drafted by the HR department may be in
consultation with the store manager.

2. Recruitment and selection of retail employees:

The success of a retail organization largely depends upon the team of

efficient store employees who are chosen out of a number of applicants for
the job. Recruitment is a very first step in the employment process, which
aim at obtaining and maintaining an efficient store staff (floor employees) as
a means of achieving sales targets.

Recruiting employees basically involves three major sub-functions:

(i) Recruitment,

(ii) Selection, and

(iii) Placement on the job.

Recruitment defined:

30
According to Edwin Flippo, “Recruitment is the process of searching for
prospective employees and stimulating them to apply for the jobs in the
organization”.

According to Werther and K. Davis, “Recruitment is the process of finding

and attracting capable applicants for employment. The process begins when
new recruits are sought and ends when their applications are submitted. The
result is a pool of applicants from which new employees are selected”.

Theoretically, recruitment is the positive process of employment aiming at

searching for the prospective employee and inspiring them to apply for jobs
in the organization. In short, it increases the number of applicants and
number of posts vacant and thus provides an opportunity to the management
to select the suitable person.

Selection defined:

Selection is the process by which qualified and suitable store employees are
selected and placed on the jobs according to their capabilities and
organization’s requirements. Thus, it is a tool in the hands of the
management to differentiate the suitable and unsuitable applicants by
applying various techniques such as group discussions, personal interviews,
game tests etc.

According to Thomas stone, “Selection is the process of differentiating

between applicants in order to identify those with a greater likelihood of
success in the job”.

According to Dale Yolder, “Selection is the process in which candidates for

employment are divided into two classes, those who are to be offered
employment and those who are not”.

Selection procedure employed in large retailing concerns:

Selection is a long process beginning with receipt of applicants and ending

with the final placement. The selection process varies from organization to
organization and also between two different positions.

For example, in a retail company, when they are looking for entry level sales
personnel, they tend to reply on educational institutions, advertisements and
employee recommendations. Moreover, when a retail company is looking

31
for middle-management positions, they are likely to use employment
agencies, competitors, advertisements and current employees. The
recruitment process can be very costly. It takes a great deal of time to set up
an effective recruitment process.

Therefore, the company has to carry this job out in a systematic way. For
instance, selection procedure for store accountants, store supervisors, store
managers will be long drawn and rigorous as compared to those applicants
who apply for floor staff position. The various steps in the selection of
desirable employee in the organization should be decided by the top
management.

Note: The applicants are screened out at each step of selection process and
those who are found suitable and fit for the job, ultimately are selected. At
any stage, any unfavorable criteria like unfavorable test scores or physically
unfit will simply lead to rejection of employees.

Following are the commonly used steps involved in the selection of retail
employees:
RECEIPT OF APPLICATIONS PROCESS

SCRUTINY OF APPLICATION PROCESS

EMPLOYMENT TEST

SELECTION INTERVIEW

REFERENCE TEXT

MEDICAL FITNESS CHECK

32
 FINAL APPONTMENT

3. Training and development:

After selecting the most suitable and eligible candidates in the organization,
the next step of HR department are to arrange for their training. All types of
jobs require some type of training for their efficient performance and
therefore, all employees, new or old should be trained or re-trained from
time to time.

Further, the way new and new retail formats are emerging, new
developments are taking place throughout the globe, it becomes imperative
for any retail organization to systematically plan for the training program
aiming at increasing the knowledge, skills, abilities and aptitude of
employees to perform the new competitive tasks.

4. Performance Management:

After selected, training and motivation, the next task, a HR manager has to
perform is to evaluate the personality and performance of each employee by
quantitative factors (such as targets achieved). In actual, with the help of
performance management, the management through HR department would
like to find out how effective it has been hiring and placing employees.
Performance management allows retailers gain access to the reliable, timely
information that drives better decisions.

The term ‘performance management’ and ‘performance appraisal’ are used

synonymously by few authors and subject experts. But the retailers
throughout the globe believe that performance management is a broader
term that may include performance appraisal too.

A typical performance management system involves following actions:

(i) To develop job descriptions clearly.

(ii) Selecting right employees at right jobs with right selection process.

33
(iii) To negotiate requirements and accomplishment based performance
standards, outcomes and measures as and when required.

(iv) To provide appropriate training, education and induction.

(v) To facilitate ongoing coaching and feedback.

(vi) To conduct quarterly/half yearly performance development discussions.

(vii) To design appropriate compensation and appraisal system that rewards

employees for their outstanding contributions.

(viii) To provide career development opportunities for employees.

(ix) To assist with exit interviews to understand why loyal employees leave
the organization.

5. Compensation and Benefits:

Compensation and benefits represent a substantial part of total cost in most

of the organizations. Compensation is not only the concern of the
organization but is equally important for the workers and employees to
maintain their social image.

The main objective of such compensation and benefits are to control the
costs, to establish a fair and equitable remuneration to all, to utilize the
compensation and benefits device as an incentive for greater employee
productivity and to establish a satisfactory public image.

Hence, it becomes imperative for the HR department of any retail business

to have clear-cut policy guidelines regarding employees’ compensation and
various benefits. For effective implementation of compensation plans, HR
department should be aware about the benefits given to the employees in
similar kind of organizations.

The attitude of the employees towards his employer will usually be

determined by the extent to which he/she is satisfied with the wages he/she
is getting, though it is not the only reason for employee satisfaction. Even
motivation comes after an employee is satisfied with his/her basic
compensation. It is also the best way to satisfy the employee at the lower
and middle level of management.

34
6. Labor Relations:

In modern days, retailing is carried on a large scale where hundreds of

employees work together. The HR manager is basically responsible for the
control of labor (workers and employees) through human relation
approaches. Employees differ in nature and therefore, it is but natural that
due to any communication gap, labor relations may spoil within the
organization. Therefore, the HR department should know the proper policies,
rules and regulations with regard to labor relations.

Harmonial relationships are necessary for both retailers and employees. It

not only results in industrial peace but also leads to better and higher sales
targets. Most of the retail organizations these days besides having HR
department also take the services of legal experts (practitioners) for
consultation from time to time. Further, hiring legal experts within the
organization has become necessary considering that each state has its
different set of rules for managing HR with some standard rules.

7. Managerial Relations:

The employment relationship, irrespective of nature of organization, usually

has two parts: labour relations and managerial relations. The former which
covers the price of labour is more obvious. The labour relation is also known
as ‘market relations’. The managerial relations on the other side are the
relationships that define how the process takes place.

Labour relations describe the price for a particular shift (a set of number of
hours) but managerial relations determine how much work is performed in
that time, at what specific task or tasks, who has the right to define the tasks
and change a particular mix of tasks and what penalties will be deployed for
any failure to meet these obligations (Clegg 1979:1).

STATE

RELATIONSHIP

EMPLOYER EMPLOYEE
35
 REPRESENT

How Does Technology Impact HR Practices?

Technology changes the way HR departments contact employees, store files

and analyze employee performance. Used well, technology makes HR
practices more efficient. When used poorly, it can get in the way of
managing the company's human resources. Good HR practices maximize the
benefits and minimize the problems.

 Recruiting Transformed

Before the internet and email, connecting with job seekers meant phone, face
time or a letter. In the 21st century, it's routine for companies to post
openings online, and require job seekers to apply through an online applicant
tracking system. That frees up a great deal of time that HR would have spent
dealing with paper resumes or personal calls.

However, HR practices don't always take into account how well the system
works for the candidates. Online forms have a standardized format that often
makes it hard to tell a star performer from a slacker. A badly designed
system with confusing instructions and slow response times can actually turn
job seekers off to applying with a firm.

 Ease of Communication

With email, text and messaging apps it's easier than ever for HR staff to stay
in touch with the rest of the company. If a manager wants to share a new
schedule with a project team, one email with an attachment or a conversation
on Slack can share the word with a dozen people at once. There's a risk of
relying too much on tech as a time-saver though. Information in a two-page
email may be better off delivered to the group face to face. That way
everyone can ask questions and hear the answers.

36
  Data Analysis

Analyzing employee performance used to depend on personal assessments

and obvious standards: Did the employee finish the task on time? Does their
boss trust them? Technology makes it easier to gather and break down data
on employees to get an overall picture. Which tasks do they perform best?
Do they meet all the goals from last year's performance appraisal? If they
fell short, was it by 12 percent, 50 percent or 75 percent? Software programs
can even take over much of the work in evaluating employees.

 Too Much Data

As HR makes more use of data collection and analysis, employees might

feel their privacy shrinking. If, say, a company has security cameras that
monitor employees every second, it can be easier to find the facts behind a
harassment charge or someone drinking on the job. However, being
constantly monitored can alienate employees as well. Good HR practices
involve not only knowing how much data can be gathered but also how
much should be gathered.

Another risk is that the HR department can end up getting more data than it
can manage. After a certain point, wading through data to pick out the
relevant material becomes an impossible task. It's also possible that HR will
misread data or make assumptions that a face-to-face conversation could
clear up.

 Security Practices

Securing employee records used to mean locking a file cabinet. In the 21st
century, best HR practices have to include security for the digital data. Some
security is more an IT matter, such as a good firewall. HR needs to have
good policies in place, though, governing who can access confidential data,
both hard copy and in electronic form.

37
RESEARCH DESIGN & LITERATURE REVIEW

The research design will be used in this study in both “Descriptive” and
“exploratory”

SAMPLE

A sample is a group of people, objects ,or items that are taken from a larger
population for measurement. The sample should be representative of the
population to ensure that we can generalize the findings from the research
sample to the population as a whole.

Statistically, a sample is a subset of a population that is used to represent the

entire group as a whole. During the process research,it is often impractical to
survey every member of of particular population because the number of
sheer of people is simply to large. To make inferences about characteristics
of a population,researchers can use random sample.

DATA COLLECTION

Primary data & secondary data

 Primary data
Most of the information will be gathered through primary sources.the
methods that will be used to collect primary data are :
*interview

 Secondary data
The secondary data will be collected through :

38
 *text books
*magazines
*journals
*websites

COMPANY PROFILE

Goodhill is a regional group of companies with operations in Singapore,

Malaysia, Cambodia, and China.

Incorporated in Singapore in 1973, our Singapore Head Office, Goodhill

Enterprise (S) Pte Ltd, started as a saw miller and trader in timber logs, sawn
timber and moulding products. Goodhill has since diversified into the
trading of natural resources like steam coal, aggregates and sand. We also
manufacture and distribute timber doors as well as distribute floor tiles and
wood decking products in Singapore.

In 1989, when the Vietnamese forces withdrew from Cambodia, Goodhill

ventured into Cambodia for the first time and were among the earliest
foreign investors entering Cambodia. Goodhill Enterprise (Cambodia) Ltd
was incorporated in 1991 after the signing of the Paris Peace Accord. In
1993, after the UNTAC elections, we officially started sales and distribution
operations in Cambodia when we identified the potential to serve the
Cambodian consumers’ need for quality products at affordable prices.
Guided by our vision and mission and CARES values, we have since
established our reputation as a leading sales and distribution company in
Cambodia, by offering quality products at great value and fulfilling our
commitments to all stakeholders. We are currently the exclusive distributor
of many international brands from business partners including Procter and
Gamble, Perfetti Van Melle, Fonterra, Philips Lighting, Hager, Castrol,
Ricoh, Pilot, Staedtler and Asia Pulp and Paper.

We believe Cambodia is a great place to invest in and are optimistic about

the country’s future growth prospects. Hence, we will continue to invest in
building a world class sales and distribution company in Cambodia. We will
continue to strengthen our presence in Cambodia by expanding our portfolio

39
of brands, deepening our distribution networks and improving our
operational capabilities. Through focusing on understanding and meeting
Cambodia consumers’ needs, we will con tinue to build on our past efforts
and achievements to bring Goodhill to greater heights in the years to come

Vision and Mission

Company Vision

 To be a world-class sales and distribution company.

Company Mission

 To leverage technology and be the company of choice for customers,

suppliers, employees, shareholders, and society by:

 Offering a wide range of quality products and services to consumers at

great value.
40
  Fair and ethical business practices and delivering results committed to
suppliers.
 Competitive remuneration and staff welfare, professional training, and
conducive work environment.
 Sound and sustainable business model that ensures attractive returns
to shareholders.
 Being a socially responsible company and good corporate citizens.

Corporate Values

”GOODHILL CARES‘‘ represent what we stand for and are core values
which inspire and lead us in our journey to achieve our Vision and Mission.

I. Commitment

We are Committed and Passionate in everything we do.

II. Accountability

We act with Integrity and are Accountable for our behaviors, actions, and
results.

III. Respect

We Respect every individual and business partner and Collaborate

effectively as a team.

IV. Entrepreneurial Spirit

We encourage Entrepreneurial Spirit and Creativity in our quest to

continuously Innovate and Improve.

V. Success Driven

We are Success Driven and have a Passion for Winning, guided by

sustainable long term strategies.

41
PRODUCTS OFFERED BY GOODHILL LTD

 Automotive care
 Confectionery, beverage , dairy (CBD)
 Consumer
 Lighting & electrical
 Office automation
 Paper & stationery

SERVICES OFFEED BY GOODHILL LTD

Goodhill offers supply chain management solutions tailored to the needs of

our business partners and suppliers. An integrated system is designed to
ensure efficient and timely delivery to achieve sales and distribution
objectives for the portfolio of products that we manage.

Sourcing, Research, and Market Intelligence

Include gathering information about the market, key accounts, company and
business partners’ priorities and competitor activities, to identify and
develop new business opportunities.

Sales and Marketing

Having local presence and constantly tuning to the market pulse, we have a
clear grasp of the consumer needs, behaviour, and trends which enable us to
formulate and implement effective and appropriate strategies and solutions
for the marketplace.

Logistics and Distribution

Customs clearance:

42
We have experience handling a wide array of cargo. We understand the
formalities of import licensing and customs documentation for all types of
cargo, facilitating smooth customs clearance.
Warehousing:

We have warehouses, including temperature controlled ones and capabilities

providing a wide range of storage, handling and value added services. For
efficient and effective operations, we have designated areas for racking,
block stacking, pick and pack activities, with space to facilitate the sorting of
assorted cargo. Upon cargo arrival in the warehouse, we will conduct a
series of internal operating processes comprising stock tally, quality
inspection, discrepancy reporting, and product defects.
Distribution:

We are responsible for countrywide distribution in order to achieve

distribution objectives in coverage, visibility, and merchandising. The
distribution efforts are carried out in a timely manner through traditional and
modern trade channels, branches, sub-distributors, stockists and delivery
vans. We add value through our services and offer practical solutions to
reduce costs and increase efficiency.

After Sales Services

We place high emphasis on relationship management – developing and

maintaining good relationships with various stakeholders, decision-makers
and customers to understand their business strategies and needs. We also
have a dedicated customer care team to manage technical concerns, provide
product, software and after sales service support, giving customers a peace
of mind.

We are a trusted strategic partner for our consumers and business partners.
Consumers are assured of quality products from international leading brands
that have been trusted by many across the globe, serviced by an established
company who have an intimate knowledge of local tastes and the
requirements of our customers on the ground.

43
HUMAN RESOURCE SOFTWARE

Human resource software is designed to help employees and management

perform at their full potential and is implemented by businesses of all sizes
to boost productivity and overall employee satisfaction.

Effective human resources software will integrate recruiting, onboarding,

workforce management, time scheduling and management, payroll solutions
and strategic human capital management.

Human resources software is sometimes called human resource management

systems (HRMS), human capital management (HCM) and Human resources
information systems (HRIS). Though each term sounds different, they all
refer to the system a company uses to effectively manage employees.

HUMAN RESOURCE MANAGEMENT SYSTEM is basically concerned

with managing the Administrator of HUMAN RESOURCE Department in a
company. A Human Resource Management System, refers to the systems
and processes at the intersection between human resource management and
information technology. It merges HRM as a discipline and in particular its
basic HR activities and processes with the information technology field,
whereas the programming of data processing systems evolved into
standardized routines and packages of enterprise resource planning software.
The main objective of this paper is to reduce the effort of Administrator to
keep the daily events such as attendance, projects, works, appointments, etc.
This paper deals with the process of identifying the employees, recording
their attendance hourly and calculating their effective payable hours or days.
This paper should maintain the records of each and every employee and their

44
time spend in to company, which can be used for performance appraisal.
Based on that transfer, removal, promotion can be done.

The paper is used to maintain efficiently the HR department schedule of any

type of company. In largerorganization, employees are large. At that time
this paper is useful and helpful. HR Management system is not
only becomes a desire of the company but it becomes the need of the
company. The Administrator gets into the
system using admin name and a password.
A. Advantages

1. Easy access to the data

2.The new system is more user
-friendly,
-reliable
-And flexible.
3.Data alteration is easy.
4.Maintenance of the project is easy
5.Reduced manual work.
6.Timely Report generation

The main objective of this Paper is to reduce the effort of administrator to

keep the daily events such as payroll, employee performance, and
employees’ details. It consists of six modules.
They are:
1.Employee Details
2.Payroll
3.Training
4.Performance
5.Resignation
6.Resume tracking.

45
 OVERVIEW OF HRM SYSTEM

HDMS
EMPLOYEE DETAILS

PAYROLL

PERFORMANCE

TRAINING

RESIGNATION

RESUME TRACKING

Employee Details

Employee Details module is used to maintain the employees’ details such as

adding new employee, modifying the existing employee and deleting the

46
existing employee. When a new employee is selected from the resume
tracking, all the details are to be entered and maintained in the database.

Overview of Employee Details

The employee details contain three kind of information

1. Personal Information
2. Contact Information
3. Employee Status
In the personal information, it consists of the information about the
employee name, employee id,
nationality, etc.
In the contact information, it consists of the information about the employee
address, phone numbers, etc,
In the employee status, it consists of the information about the status of the
employee, supervisor name, department, etc.

PAYROLL
In the payroll module, it consists of the information about the employee
salary details such as basic
pay, allowances, deductions and calculate the gross pay and net pay from the
given allowances and deductions.

Overview of Payroll Details

Human Resource Management System
All the employees’ pay details are maintained by the HR manager. The main
function of this payroll module is to maintain the employee pay information.

TRAINING
In this training module, it consists of the employees’ schedule about the
training conducted in the
organization for the employee. The employees’ previous training experience
will be maintained in the
database

: Overview of Training Module

In the module contains the information about the employee who are in the
Training and who are finished the training. These details are to be used in the
payroll calculation.

47
PERFORMANCE

This performance module contains information about the employee’s current

position in the
organization. This module has the information such
as employee name, employee ID, Division, work group,
evaluation date, evaluator, and evaluation period.
: Performance of Employees Position
This module is used to monitor the employees, their work performance and
the involvement of them in the organization.

Leave Management

This module contains the information about

the employees leave details.
There are three kinds of leave
which is sick leave, vacation, and holiday.
There is fixed amount of days that are allocated for each type of leave and
the database of leave
details are maintained by the organization. The details include number of
days, period, total number of leave taken by that employee up to that date
and number of days that are remaining.

Resignation
This module contains the information about the ex
employees who have worked for the organization.
The information is such as department, position, their supervisor, current
contact information, joining date and resigning date.
These information are used to contact the ex-employees in case of
emergency in which project they have already involved.

RESUME TRACKING
This module contains the information about the applicants such as their
Curriculum, their contact
information, their work experience, area of specialization and area of
interest.

Resume Tracking

48
The applicant has the facility of registering their resume through online and
their details are stored in the organizations database. If the applicant’s details
suit the organizations requirement then they can be called for next step.

Tables

LOGIN

ATTRIBUTE DATA TYPE CONSTRAINTS DESCRIPTION

User id. Varchar 2(10) Primary key User id
password Varchar2(20) Not null password

Input Key

The goal of input key is to input data as accurately as possible. Here inputs
are designed effectively so that the error made by operation is minimized.
The input to the system has been designed and coordination in such way that
their format is similar in all forms. Forms are designed in such way that
relevant information is grouped together, and they are placed on a single
frame, to access easily. At the time of data entry, the verification and
validation of the data were done.
Input key is the most part of the overall system design, which requires very
careful attention. Often the collection of the input data is most expensive
part of the system. Many errors may occur during the phase of the design.
So, to make the system study, the inputs given by the user is strictly
validated before making a manipulation with it.

Output Key

The output key is another very important phase. The outputs are mainly used
to communicate with the

49
user, processing the input data given by the user. It is documented in each
stage of the project to ensure free
output. The output screens are designed in very simple and easy to
understand format. The quality, urgency and the frequency of outputs should
be taken into consideration. All user option is presented in well
forms. The quality refers to the way by which the output is presented to the
user. The reports can be used for day today functioning of the business as
well as management information.
The reports, if generated with the specific report criteria and in a timely
manner, help in operational efficiency,
detecting and minimizing of errors as well
as provide the pointers towards control weakeness.

LOGIN PAGE IN HR SYSTEM

50
THE EMERGENCE

The tren of automating payroll and workforce management processes began

during the 1970s when due to limited technology and Mainframe computers,
companies were still relying on manual entry to conduct employee
evaluation and to digitize reporting.

The first ERP system which integrated HR functions was SAP R/2 (later to
be replaced by R/3 and S/4hana), introduced in 1979. This system gave users
the possibility to combine corporate data in real time, and regulate processes
from a single mainframe environment. Many of today’s popular HR systems
still offer considerable ERP and payroll functionality.

The first completely HR-centered client-server system for the enterprise

market was PeopleSoft, released in 1987 and later bought by Oracle. (In the
UK 'Compel' was released by CIPHR in 1983 as a dedicated HR
Management System). Hosted and updated by clients, PeopleSoft replaced
the mainframe environment concept and gained a huge popularity that
preserved it on the scene for many years to come. The system is still active
today, while Oracle has also developed multiple similar BPM systems to
automate essential corporate operations.

Web-Based Human Resources Management Software

Beginning with the late 1990s, HR vendors started offering cloud-hosted HR

solutions to make this technology more accessible to small and remote
teams. Instead of a client-server, companies began using online accounts on

51
web-based portals to access their employees’ performance, and track
accomplishments regardless of their location.

The beginning of 2000 marked a new and advantageous concept in HR

development. More and more systems were tackling specific tasks such as
recruitment or benefits administration, including best of breed systems that
replaced the one-size-fits-all ERP + HR formula

Mobile Human Resources Management Software

In 2014, companies used the benefits from the cloud hosting milestone to
transfer HR functionality on mobile devices. Ever since popular vendors
have been releasing special Android and iPad/iPhone applications to meet
the needs of all teams and businesses.

Recent developments of Human Resources Management Software

In 2015, HR software users got acquainted with gamification technology

namely systems that attach an entertaining dimension to traditional HR
operations, and motivate employees to perform better by awarding them
with badges and bonuses.

Another popular innovation related to specialized HR systems is video

hiring, as most providers embed web conferencing widgets in their products,
allowing managers to locate and attract talents without geographical
limitations.

In the future, Human Resources Management software is expected to

reinvent its capacity, boost efficiency with more personalized and candidate-
centric recruiting, streamlined interfaces, and automation of more HR-
related processes that are currently performed manually

52
E-HRM

E-HRM is the (planning, implementation and) application of information

technology for both networking and supporting at least two individual or
collective actors in their shared performing of HR activities.

E-HRM is not same as HRIS (Human resource information system) which

refers to ICT systems used within HR departments. Nor is it the same as V-
HRM or Virtual HRM - which is defined by Lepak and Snell as "...a
network-based structure built on partnerships and typically mediated by
information technologies to help the organization acquire, develop, and
deploy intellectual capital."

E-HRM is in essence the devolution of HR functions to management and

employees. They access these functions typically via intranet or other web-
technology channels. The empowerment of managers and employees to
perform certain chosen HR functions relieves the HR department of these
tasks, allowing HR staff to focus less on the operational and more on the
strategic elements of HR, and allowing organisations to lower HR
department staffing levels as the administrative burden is lightened. It is
anticipated that, as E-HRM develops and becomes more entrenched in
business culture, these changes will become more apparent, but they have
yet to be manifested to a significant degree. A 2007 CIPD survey states that
"The initial research indicates that much-commented-on development such
as shared services, outsourcing and e-HR have had relatively little impact on
costs or staff numbers".
Contents

53
Types

There are three types of E-HRM. These are described respectively as

Operational, Relational and Transformational. Operational E-HRM is
concerned with administrative functions - payroll and employee personal
data for example. Relational E-HRM is concerned with supporting business
processes by means of training, recruitment, performance management and
so forth. Transformational E-HRM is concerned with strategic HR activities
such as knowledge management, strategic re-orientation. An organisation
may choose to pursue E-HRM policies from any number of these tiers to
achieve their HR goals.
Goals

E-HRM is seen as offering the potential to improve services to HR

department clients (both employees and management), improve efficiency
and cost effectiveness within the HR department, and allow HR to become a
strategic partner in achieving organizational goals.

Traditionally HR goals have been broken into three categories: maintaining

cost effectiveness, the enhancement of service for internal customers, and
addressing the tactics of the business. With e-HRM there is a fourth goal
added to the three categories and that is the improvement of global
orientation of human resource management. HR functions that e-HRM assist
with are the transactional and transformational goals. Transactional goals
help reduce costs and transformational goals help the allocation of time
improvement for HR professionals so that they may address more strategic
issues. To add to this operational benefits have become an outcome of the
implementation of e-HRM. The process of payroll is an example of this,
with HR being able to have more transactions with fewer problems. E-HRM
has increased efficiency and helped businesses reduce their HR staff through
reducing costs and increasing the overall speed of different processes. E-
HRM also has relational impacts for a business; enabling a company’s
employees and managers with the ability to access HR information and
increase the connectivity of all parts of the company and outside
organizations. This connectivity allows for communication on a geographic
level to share information and create virtual teams. And finally e-HRM

54
 creates standardization, and with standardized procedures this can ensure
that an organization remains compliant with HR requirements, thus also
ensuring more precise decision-making.

E-PERFORMANCE
E-SELECTION MANAGEMENT

E-HRM ACTIVITIES

E-LEARNING

E-RECRUITMENT

E-COMPENSATION

55
DEVELOPMENT

The function of human resources (HR) departments is administrative and

common to all organizations. Organizations may have formalized selection,
evaluation, and payroll processes. Management of "human capital"
progressed to an imperative and complex process. The HR function consists
of tracking existing employee data which traditionally includes personal
histories, skills, capabilities, accomplishments, and salary. To reduce the
manual workload of these administrative activities, organizations began to
electronically automate many of these processes by introducing specialized
human resource management systems. HR executives rely on internal or
external IT professionals to develop and maintain an integrated HRMS.
Before client–server architectures evolved in the late 1980s, many HR
automation processes were relegated to mainframe computers that could
handle large amounts of data transactions. In consequence of the high capital
investment necessary to buy or program proprietary software, these
internally developed HRMS were limited to organizations that possessed a
large amount of capital. The advent of client-server, application service
provider, and software as a service (SaaS) or human resource management
systems enabled higher administrative control of such systems. Currently,
human resource management systems encompass:

 Retaining
 Hiring
 Onboarding
 Administration
 Managing Payroll
 HR planning
 Recruiting/Learning management

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  Performance management
 Employee self-service
 Scheduling
 Absence management
 Analytics
 Employee Reassign module
 Grievance handling by following precedents

The payroll module automates the pay process by gathering data on

employee time and attendance, calculating various deductions and taxes, and
generating periodic pay cheques and employee tax reports. Data is generally
fed from the human resources and timekeeping modules to calculate
automatic deposit and manual cheque writing capabilities. This module can
encompass all employee-related transactions as well as integrate with
existing financial management systems.

The time and attendance module gathers standardized time and work related
efforts. The most advanced modules provide broad flexibility in data
collection methods, labor distribution capabilities and data analysis features.
Cost analysis and efficiency metrics are the primary functions.

The benefits administration module provides a system for organizations to

administer and track employee participation in benefits programs. These
typically encompass insurance, compensation, profit sharing, and retirement.

The HR management module is a component covering many other HR

aspects from application to retirement. The system records basic
demographic and address data, selection, training and development,
capabilities and skills management, compensation planning records and
other related activities. Leading edge systems provide the ability to "read"
applications and enter relevant data to applicable database fields, notify
employers and provide position management and position control. Human
resource management function involves the recruitment, placement,
evaluation, compensation, and development of the employees of an
organization. Initially, businesses used computer-based information systems
to:

 produce paychecks and payroll reports;

 maintain personnel records;
 pursue talent management.

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Online recruiting has become one of the primary methods employed by HR
departments to garner potential candidates for available positions within an
organization. Talent management systems, or recruitment modules, offer an
integrated hiring solution for HRMS which typically encompass:

 analyzing personnel usage within an organization;

 identifying potential applicants;
 recruiting through company-facing listings;
 recruiting through online recruiting sites or publications that market
to both recruiters and applicants;
 analytics within the hiring process (time to hire, source of hire,
turnover);
 compliance management to ensure job ads and candidate
onboarding follows government regulations.

The significant cost incurred in maintaining an organized recruitment effort,

cross-posting within and across general or industry-specific job boards and
maintaining a competitive exposure of availabilities has given rise to the
development of a dedicated applicant tracking system, or 'ATS', module.

The training module provides a system for organizations to administer and

track employee training and development efforts. The system, normally
called a "learning management system" (LMS) if a standalone product,
allows HR to track education, qualifications, and skills of the employees, as
well as outlining what training courses, books, CDs, web-based learning or
materials are available to develop which skills. Courses can then be offered
in date specific sessions, with delegates and training resources being mapped
and managed within the same system. Sophisticated LMS's allow managers
to approve training, budgets, and calendars alongside performance
management and appraisal metrics.

The employee self-service module allows employees to query HR related

data and perform some HR transactions over the system. Employees may
query their attendance record from the system without asking the
information from HR personnel. The module also lets supervisors approve
O.T. requests from their subordinates through the system without
overloading the task on HR department.

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Many organizations have gone beyond the traditional functions and
developed human resource management information systems, which support
recruitment, selection, hiring, job placement, performance appraisals,
employee benefit analysis, health, safety, and security, while others integrate
an outsourced applicant tracking system that encompasses a subset of the
above.

Assigning Responsibilities Communication between the Employees.

The Analytics module enables organizations to extend the value of an

HRMS implementation by extracting HR related data for use with other
business intelligence platforms. For example, organizations combine HR
metrics with other business data to identify trends and anomalies in
headcount in order to better predict the impact of employee turnover on
future output.

There are now many types of Human Resources Management System

(HRMS) or Human Resources Information System (HRIS) some of which
are typically local-machine-based software packages; the other main type is
an online cloud-based system which can be accessed via a web browser.

The Staff Training Module enables organizations the ability to enter, track
and manage employee and staff training. Each type of activity can be
recorded together with the additional data. The performance of each
employee or staff member is then stored and can be accessed via the
Analytics module.

Employee Re-Assign module is a recent additional functionality of HRMS.

This module has the functions of Transfer, Promotion, Pay revision, Re-
designation, Deputation, Confirmation, Pay mode change and Letter Form

Functions of HR The functions of human resource management are:

1. Staffing
2. Training and Development
3. Motivation
4. Maintenance. By doing all these functions Human resource management
complete its job.

Staffing in HRM Activities in HRM concerned with seeking and hiring

qualified employees is Staffing. A company needs a well-defined reason for

59
 needing individuals who posses specific skills, knowledge and abilities to
specify the job. Employee referrals can produce the best applicants for two
reasons. First, current employees screen applicants before referring them.
Second, current employees believe that their reputations with the firm will
be reflected in the candidates that they recommend. Recruiting is the initial
step of staffing. Recruiting is the process of locating, identifying, and
attracting capable employees. Many companies are finding new employees
on the

World Wide Web. The source that is used should reflect the local labor
market, the type or level of position, and the size of the organization. Now
the second step of Staffing, that is Strategic HR planning. For that a
company plans strategically. They set goals and objectives, these goals and
objectives may lead to the structural changes in the company. Third step is
Selection. This process is attracting qualified applicators and discouraging
the unqualified applicants. By this a company can get its desired employees
of requirement. It has dual focus, attempting thin out the large set of
applications that arrived during the recruiting phase and to select an
applicant who will be successful on the job. To achieve this goal, companies
can use a variety of steps. The employees who are able to do all the steps
and ensure good performance they get the job. HRM must communicate a
variety of information to the applicants, such as the organization culture.
Under the selection process there are some steps:

INITIAL SCREENING
COMPLETED
APPLICATION
EMPLOYMENT TEST
COMPREHENSIVE
CONDITIONAL JOB
INTERVIEW OFFER
BACKGROUND
EXAMINATION
REJECT MEDICAL EXAMINATION
APPLICATION
PERMANENT JOB OFFER
The company can use these steps to
REJECT select the employees. With this process their Staffing job is done. The
APPLICATION completed selection process ends the staffing functions.

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RECRUITMENT IN HRM

Definition: The Recruitment is the process of analyzing the job requirements

and then finding the prospective candidates who are then encouraged and
stimulated to apply for the job in the organization.

The Recruitment programme is designed to attract more and more applicants

such that the pool of candidates applies for the job, and the organization has
more options to select the best out of them. The recruitment process consists
of five interrelated stages which are as follows:

RECRUITMENT PROCESS

Recruitment planning
Strategy development
Searching
Screening
Evaluation control

Recruitment Planning: The recruitment process begins with the planning

where in the vacant job positions are analyzed and then the comprehensive
job draft is prepared that includes: job specifications and its nature, skills,
qualifications, experience needed for the job, etc.

Here, the recruitment committee decides on the number and the type of
applicants to be contacted. The aim of any organization is to attract more
candidates as some of them might not be willing to join, or some might not
qualify for the job position. So the company has a sufficient number of
candidates to choose amongst them. The type of candidates required for the
job is well specified in terms of the task and responsibilities involved in a
job along with the qualification and experience expected.

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Strategy Development: Once the comprehensive job draft is prepared, and
the type and the number of recruits required are decided upon; the next step
is to decide a strategy that is adopted while recruiting the prospective
candidates in the organization. The following strategic considerations should
be kept in mind:

Make or Buy Employees, which means the firm either decides to select
less skilled employees and invest in training and education programmes or
hire skilled professionals.
Methods of Recruitment, the firm decide on the methods used for
recruiting the individuals. Such as the internet provides detailed information
about the prospective candidates and helps in shortlisting the best-qualified
individuals.
Geographical Area, the next decision is related to the area from where the
candidates shall be searched. The firm looks for those areas where the
handful amount of qualified employees is concentrated, with a view to
curtailing a search cost.
Sources of Recruitment, there are two sources of recruitment: Internal
source (within the organization), external source (outside the organization).
The firm must decide the source from where the candidates are hired.

Searching: Once the strategy is prepared the search for the candidates can
be initialized. It includes two steps: source activation and selling. The source
activation means, the search for the candidate activates on the employee
requisition i.e. until and unless the line manager verifies that the vacancy
exists, the search process cannot be initiated.

The next point to be considered is selling, which means the firm must
judiciously select that media of communication that successfully conveys
the employment information to the prospective candidates.

Screening: The screening means to shortlist the applications of the

candidates for further selection process. Although, the screening is
considered as the starting point of selection but is integral to the recruitment
process. This is because the selection process begins only after the
applications are scrutinized and shortlisted on the basis of job requirements.
The purpose of recruitment here is to remove those applications at an early
stage which clearly seems to be unqualified for the job.

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 Evaluation and Control: Evaluation and control is the last stage in the
recruitment process wherein the validity and effectiveness of the process and
the methods used therein is assessed. This stage is crucial because the firm
has to check the output in terms of the cost incurred.

The recruitment is a costly process as it includes the salaries of recruiters,

time spent by the management, cost of advertisement, cost of selection, a
price paid for the overtime and outsourcing in case the vacancy remains
unfilled. Thus, a firm is required to gather all these relevant information to
evaluate the performance of a recruitment process effectively.

SOURCES OF RECRUITMENT

Sources of Recruitment of Employees: Internal and External Sources (with

its Advantages and Disadvantages)!

The searching of suitable candidates and informing them about the openings
in the enterprise is the most important aspect of recruitment process.

ADVERTISEMENTS:

The candidates may be available inside or outside the organisation.

Basically, there are two sources of recruitment i.e., internal and external
sources.

Source of Reruitmennt

(A) Internal Sources:

Best employees can be found within the organisation… When a vacancy

arises in the organisation, it may be given to an employee who is already on
the pay-roll. Internal sources include promotion, transfer and in certain cases
demotion. When a higher post is given to a deserving employee, it motivates
all other employees of the organisation to work hard. The employees can be
informed of such a vacancy by internal advertisement.

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ADVERTISEMENTS:

Methods of Internal Sources:

The Internal Sources Are Given Below:

1. Transfers:

Transfer involves shifting of persons from present jobs to other similar jobs.
These do not involve any change in rank, responsibility or prestige. The
numbers of persons do not increase with transfers.

2. Promotions:

Promotions refer to shifting of persons to positions carrying better prestige,

higher responsibilities and more pay. The higher positions falling vacant
may be filled up from within the organisation. A promotion does not increase
the number of persons in the organisation.

A person going to get a higher position will vacate his present position.
Promotion will motivate employees to improve their performance so that
they can also get promotion.

3. Present Employees:

The present employees of a concern are informed about likely vacant

positions. The employees recommend their relations or persons intimately
known to them. Management is relieved of looking out prospective
candidates.

ADVERTISEMENTS:

The persons recommended by the employees may be generally suitable for

the jobs because they know the requirements of various positions. The
existing employees take full responsibility of those recommended by them
and also ensure of their proper behaviour and performance.

Advantages of Internal Sources:

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The Following are The Advantages of Internal Sources:

1. Improves morale:

When an employee from inside the organisation is given the higher post, it
helps in increasing the morale of all employees. Generally every employee
expects promotion to a higher post carrying more status and pay (if he
fulfills the other requirements).

2. No Error in Selection:

When an employee is selected from inside, there is a least possibility of

errors in selection since every company maintains complete record of its
employees and can judge them in a better manner.

3. Promotes Loyalty:

It promotes loyalty among the employees as they feel secured on account of

chances of advancement.

4. No Hasty Decision:

The chances of hasty decisions are completely eliminated as the existing

employees are well tried and can be relied upon.

5. Economy in Training Costs:

The existing employees are fully aware of the operating procedures and
policies of the organisation. The existing employees require little training
and it brings economy in training costs.

6. Self-Development:

It encourages self-development among the employees as they can look

forward to occupy higher posts.
Disadvantages of Internal Sources:

(i) It discourages capable persons from outside to join the concern.

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(ii) It is possible that the requisite number of persons possessing
qualifications for the vacant posts may not be available in the organisation.

(iii) For posts requiring innovations and creative thinking, this method of
recruitment cannot be followed.

(iv) If only seniority is the criterion for promotion, then the person filling the
vacant post may not be really capable.

Inspite of the disadvantages, it is frequently used as a source of recruitment

for lower positions. It may lead to nepotism and favouritism. The employees
may be employed on the basis of their recommendation and not suitability.
(B) External Sources:

All organisations have to use external sources for recruitment to higher

positions when existing employees are not suitable. More persons are
needed when expansions are undertaken.

The external sources are discussed below:

Methods of External Sources:

1. Advertisement:

It is a method of recruitment frequently used for skilled workers, clerical and

higher staff. Advertisement can be given in newspapers and professional
journals. These advertisements attract applicants in large number of highly
variable quality.

Preparing good advertisement is a specialised task. If a company wants to

conceal its name, a ‘blind advertisement’ may be given asking the applicants
to apply to Post Bag or Box Number or to some advertising agency.

2. Employment Exchanges:

Employment exchanges in India are run by the Government. For unskilled,

semi-skilled, skilled, clerical posts etc., it is often used as a source of
recruitment. In certain cases it has been made obligatory for the business
concerns to notify their vacancies to the employment exchange. In the past,
employers used to turn to these agencies only as a last resort. The job-

66
seekers and job-givers are brought into contact by the employment
exchanges.

3. Schools, Colleges and Universities:

Direct recruitment from educational institutions for certain jobs (i.e.

placement) which require technical or professional qualification has become
a common practice. A close liaison between the company and educational
institutions helps in getting suitable candidates. The students are spotted
during the course of their studies. Junior level executives or managerial
trainees may be recruited in this way.

4. Recommendation of Existing Employees:

The present employees know both the company and the candidate being
recommended. Hence some companies encourage their existing employees
to assist them in getting applications from persons who are known to them.

In certain cases rewards may also be given if candidates recommended by

them are actually selected by the company. If recommendation leads to
favouritism, it will impair the morale of employees.

5. Factory Gates:

Certain workers present themselves at the factory gate every day for
employment. This method of recruitment is very popular in India for
unskilled or semi-skilled labour. The desirable candidates are selected by the
first line supervisors. The major disadvantage of this system is that the
person selected may not be suitable for the vacancy.

6. Casual Callers:

Those personnel who casually come to the company for employment may
also be considered for the vacant post. It is most economical method of
recruitment. In the advanced countries, this method of recruitment is very
popular.

7. Central Application File:

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A file of past applicants who were not selected earlier may be maintained. In
order to keep the file alive, applications in the files must be checked at
periodical intervals.

8. Labour Unions:

In certain occupations like construction, hotels, maritime industry etc., (i.e.,

industries where there is instability of employment) all recruits usually come
from unions. It is advantageous from the management point of view because
it saves expenses of recruitment. However, in other industries, unions may
be asked to recommend candidates either as a goodwill gesture or as a
courtesy towards the union.

9. Labour Contractors:

This method of recruitment is still prevalent in India for hiring unskilled and
semi-skilled workers in brick klin industry. The contractors keep themselves
in touch with the labour and bring the workers at the places where they are
required. They get commission for the number of persons supplied by them.

10. Former Employees:

In case employees have been laid off or have left the factory at their own,
they may be taken back if they are interested in joining the concern
(provided their record is good).

11. Other Sources:

Apart from these major sources of external recruitment, there are certain
other sources which are exploited by companies from time to time. These
include special lectures delivered by recruiter in different institutions,
though apparently these lectures do not pertain to recruitment directly.

Then there are video films which are sent to various concerns and
institutions so as to show the history and development of the company.
These films present the story of company to various audiences, thus creating
interest in them.

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Various firms organise trade shows which attract many prospective
employees. Many a time advertisements may be made for a special class of
work force (say married ladies) who worked prior to their marriage.

These ladies can also prove to be very good source of work force. Similarly
there is the labour market consisting of physically handicapped. Visits to
other companies also help in finding new sources of recruitment.
Merits of External Sources:

1. Availability of Suitable Persons:

Internal sources, sometimes, may not be able to supply suitable persons from
within. External sources do give a wide choice to the management. A large
number of applicants may be willing to join the organisation. They will also
be suitable as per the requirements of skill, training and education.

2. Brings New Ideas:

The selection of persons from outside sources will have the benefit of new
ideas. The persons having experience in other concerns will be able to
suggest new things and methods. This will keep the organisation in a
competitive position.

3. Economical:

This method of recruitment can prove to be economical because new

employees are already trained and experienced and do not require much
training for the jobs.
Demerits of External Sources:

1. Demoralisation:

When new persons from outside join the organisation then present
employees feel demoralised because these positions should have gone to
them. There can be a heart burning among old employees. Some employees
may even leave the enterprise and go for better avenues in other concerns.

2. Lack of Co-Operation:

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The old staff may not co-operate with the new employees because they feel
that their right has been snatched away by them. This problem will be acute
especially when persons for higher positions are recruited from outside.

3. Expensive:

The process of recruiting from outside is very expensive. It starts with

inserting costly advertisements in the media and then arranging written tests
and conducting interviews. In spite of all this if suitable persons are not
available, then the whole process will have to be repeated.

4. Problem of Maladjustment:

There may be a possibility that the new entrants have not been able to adjust
in the new environment. They may not temperamentally adjust with the new
persons. In such cases either the persons may leave themselves or
management may have to replace them. These things have adverse effect on
the working of the organisation.
Suitability of External Sources of Recruitment:

External Sources of Recruitment are Suitable for The Following Reasons:

(i) The required qualities such as will, skill, talent, knowledge etc., are
available from external sources.

(ii) It can help in bringing new ideas, better techniques and improved
methods to the organisation.

(iii) The selection of candidates will be without preconceived notions or

reservations.

(iv) The cost of employees will be minimum because candidates selected in

this method will be placed in the minimum pay scale.

(v) The entry of new persons with varied experience and talent will help in
human resource mix.

(vi) The existing employees will also broaden their personality.

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(vii) The entry of qualitative persons from outside will be in the long-run
interest of the organisation.

HRM OF GOODHILL LTD

During my internship i was mainly assign in HR department. Goodhill Ltd

always determine what jobs need to be done, and how many and types of
workers will be required. So, establishing the structure of the asset
management company assists in determining the skills, knowledge and
abilities of job holders. To ensure appropriate personnel are available to meet
the requirements set during the strategic planning process. It believes that
the quality work comes from quality workers who are well motivated and
ready to take challenge to provide better service.

 Units in HR division: There are three units in Human Resource

Division of Goodhill ltd
 HR Staffing
 HR Operation
 Training & Development.

HR Staffing: The staffing process- putting the right people in the right
positions at the right times- is one of the most critical tasks any organization
faces. The quality of the work performed can be only as high as the
capabilities of the people performing it. Three officers are working in HR
staffing unit. They perform the following activities-
i. Recruitment
ii. Selection
iii. Leave Management
iv. Personal Profile Management
Recruitment: Recruitment is the process by which a firm finds its
employees, are perhaps the most critical tasks any organization faces.
Without the right people, no firm can function effectively. For a recruitment
program to be successful, managers should cooperate with the human
resources staff to define needs and predict vacancies. This recruiting may be

71
done by internal or external. Types of Recruitment: There are two types of
recruitment in this organization. They are:
1. Internal Recruitment
2. External Recruitment.

For Internal Recruitment: The principal methods are-

 Job posting
 Use of computerized skills inventories
 Referrals from other departments
For External Recruitment: Organizations rely on-
 Advertisements
 Public or private placement agencies
 Field recruiting
 Including campus recruiting Point of Recruitment:

There are two level of recruitment.

 Entry level
 Lateral entry (Recruitment of experienced person)
 Entry level: There are two entry-level post for recruiting fresh graduates
and postgraduates.

These are:
1. Probationary officer Level
2. Trainee Assistant Officer (TAO) Level
Probationary Officer: Probationary officers are confirmed as officer after
successful completion of one year probation period. Probationary Officers
are recruited throw completive written exam that is taken by IBA. After
taking exam top scorers are invited to appear the interview of management
committee. After appearing the interview they have to face an interview in
front of Board of Directors. For recruiting Probationary Officers
advertisement are given in daily newspaper and web site also. Only online
applications are acceptable for Probationary Officers (PO). They have to
apply throw bdjobs.com. bdjobs supplies the database of CVs or resume to
Goodhill LTD. HR team then short lists the resume of the candidates. Only
short listed candidates are invited for appearing the written exam. Short-
listing criteria’s are given in the circulars. There are some subjects, which
are preferred for short listing. These subjects are:  MBA (Major in
Accounting, Finance, Marketing, HRM, MIS etc.)  English  Statistics 
Economics  Mathematics  CSE  Development studies

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 Trainee Assistant Officer (TAO) Level: TAOs are confirmed as assistant
officer (AO). TAOs are recruiting from walking CVs. Usually, one written
exam is managed by the management has taken for recruiting TAOs
followed by one Viva.  Lateral entry (recruitment of experienced person):
There are recruitments for experienced in asset management or brokerage
sector, which is called lateral entry. Length of services, job responsibilities,
revolutionary background etc. is taken into consideration for the lateral
entry.

Selection: The critical criteria in this regard are job relatedness, reliability,
and viability. For selection of candidates following things are considered-
 Appearance
 Attitudes
 Knowledge
 Personal ability & mental ability
 Physical ability
 Qualification
 Communication skill
 Job knowledge (for lateral entry)

Leave management: Leave is earned by duty. Leave cannot be claimed as a

matter of right, and leave admissible under the service rule of GoodhillLtd
may be granted by the Managing Director or his authorized person, who may
refuse leave, grant leave for a shorter period than applied for, revoke leave
of any description and recall an employee before the expiry of the leave.
One Officer is looking after the leave matter of employees and keeping leave
records. Employees of Goodhill Ltd are enjoying following kinds of leaves-

Earned leave 20 days in a year as per service rule of GOODHILL

LTD
Casual leave 10 days in a year
Sick leave 14 days in a year +conditional additional sick leave
allowed by the management as per service rule of
GOODHIL LTD

Maternity leave 24 weeks for each issue up to two children

Leave without pay 15 days once during the service life

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Paternity leave 5 days
Bereavement leave 5 days
Study leave As per the regulation service

Personal Profile Management: They maintain employees personal profile

with hardcopy of documents for example: CV, NID, Educational Certificates
and other necessary documents, and also using the HRM system software for
the previous one year.

HR Operations:

HR operations unit mainly work in the area of short term and long-term
benefits of the employees of Goodhill LTD, like salary, bonus, provident
services, gratuity, super annulations services, etc.
 Monthly Salary Disbursement
 Preparation and disbursement of Festival Bonus and Performance
Bonus Employees Final Settlement.
 Maintain liaison with different AMC, which are under the corporate
agreement with Goodhill Ltd Limited.
 Submission of various Salary related MIS report to the Management
& Regulatory bodies.
 Work as System Admin in HR department
 Assist in Appraisal Management
 Investment with the gratuity and PF services
 Employee Tax processing, etc.

Training & Development:

Human Resource is the key to success of a service oriented business
organization. The famous quotes from some renowned business leaders are:
 Take our 20 best people and virtually we become a mediocre company. o
-Bill Gates, Chairman, Microsoft Corporation.
 Take my assets, leave my people and within 5 years I will have it all back.
o -Alfred Sloan, Chairman, General Motors.
The mission of Goodhill Ltd is to be the premier financial institution in the
country providing high quality products and services backed by latest
74
technology and a team of highly motivated personnel to deliver Excellence
in Company

Steps of training program A typical training program can be classified into 5

steps
1. Need Analysis
2. Instruction Design
3. Validation
4. Implementation
5. Evaluation and Follow-up

1. Need Analysis:
 Identify the specific job performance skills needed to improve
performance and productivity.
 Analyze the skills and needs of the prospective trainees and to
develop specific measurable knowledge to perform their job.
 To ensure that the program will be suited to the trainees specific
levels of education, experience and skills.
 Use study report to develop specific measurable knowledge and
performance objective
 Technique to identify Training Needs: Task analysis and
performance analysis are two main techniques for identifying training
needs.
 Task analysis: The first step in training is to determine what
training, if any, is required. The main task in assessing the training
needs of new employees is to determine what the job entails and break
it down into subtasks, each of which is then taught to the new
employee. So, task analysis is a detailed study of a job to identify
skills required so that an appropriate training program may be
instituted. Task Analysis form contains six types of information-
 Task list
 How often performed
 Quantity, Quality Standards
 Performance Conditions
 Skills Required
 Where best learned

Performance Analysis:

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Verifying that there is a performance deficiency and determining whether
that deficiency should be rectified through training or some other means
(such as transferring the employee).

Instructional Design:
Gather instructional objectives, methods, media, description of and
sequence of content, examples, exercise and activities. Make sure all
materials such as video scripts, leader’s guides and participant’s workbooks,
complement each other are written clearly and blend into unified training
geared directly to the stated learning objectives. Carefully and professionally
handle all program elements-whether reproduced on paper, film or tape to
guarantee and effectiveness.

Validation:
and validate the training program before it presented to the trainee.

Implementation:
When applicable boost success of training workshop focuses on
presentation knowledge and skills in addition to training content.

Evaluation and Follow-Up:

Asses program success-according to- Reaction: Document the learner’s
immediate reactions to the training. Learning: Use feedback devices or pre
and post tests to measure what learners have actually learned.

Setting training objective After training needs have been analyzed, concrete
and measurable training objectives should be set. Objectives specify that
what the trainee should be able to accomplish after successfully completing
the training program. Techniques of training program: After determine
employees training needs, set training objectives and designed the program,
the training program can be implemented.
Most popular training techniques are:
 On the job training
 Off the job training

On the job training: On the job training is like having a person learns a job
by actually performing it. Virtually every employee, from mailroom clerk to
company president gets some on the job training when he or she joined the
firm. A useful step by step job instruction approach for giving a new
employee on the job training is as follows-

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  Preparation of learner
 Presentation of the operation
 Performance tryout
 Follow-up

On the job training has several advantages

 It is relatively inexpensive
 Trainees learn while they working
 There is no need of class-room, programmed learning devices
 Trainees learn actually doing the job
 Get quick feed-back about the correctness of their performance

On the job management development techniques: On the job training is one

of the most popular development methods. Important techniques here
include-
 Job rotation
 Coaching/ under-study approach
 Junior boards
 Action learning

 Off the job training: Goodhill LTD do not provide off the job training.

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COMPANY DATA ANALYSIS

SWOT Analysis:
STRENGTHS:
The strengths of a company are the most important building blocks required
for growth to take place. The following are a few of the most prevalent
strengths that Goodhill LTD has at the present time.
Recruitment: Their recruitment and selection policy is very strong. Goodhill
LTD recruits talented candidates from the market through proper testing-
written and interview. The written part contains questionnaires that are of
standard which is a renowned education institution of south east asian.
Work environment: During my stay I found the work environment very
satisfactory. Everyone is cordial and helpful and cooperative. There is less
internal conflict or politics at play which is essential for conducting a
productive working environment.
Transparency: For clear communication to the employees of the HR
Practice in Goodhill LTD, they have a service rule book which they give to
every employee. The guide articulates important and covers all HR Practice
followed by the organization. This is very helpful both for the employees
and the employer as it removes chances of misinterpretation, bias etc.
Leave Management: They Provide a 44 days leave balance which include
earn leave 20 days, Casual leave 10 days and Medical leave 14 days. So
employees have no worries regarding having leave. Accountable Corporate
Governance is very important for the AMC: Good Corporate Governance is
an issue of vital importance to the Board and Management of Goodhill LTD.
The Board of Directors, as the head level of authority, is responsible and
accountable for the overall direction and is ultimate answerable to regulatory
authorities and shareholders for the activities, strategies and performance of
the company.

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The board now has 9 members, which also includes 2 independent directors.
Goodhill LTD board has a formal schedule of matters especially reserved for
its decision including corporate strategy, approval of budgets and balance
sheet, annual financial results, Director Appointment, proposal for dividend,
approval of major corporate transactions and credit proposals beyond the
delegated business power of the management. Goodhill LTD Asset
Management Ltd provides online Services: Goodhill LTD is among the few
AMCs in Cambodia, which provides the online services to its customer By
using the modern online services. This service gives customer huge
flexibility. More and more urban customers are becoming attracted to this
service day by day. This online service provides great benefit for the
customers, as they do not have to face the hassle of going to the office to
know their balances.
Training and development system of Goodhill LTD is a prime reason of
their success: Goodhill LTD Asset Management Ltd gives regular training
to the officer of both middle and lower levels. Again if there is any strategy
or technology change, there will be special training program arranged based
on individual needs. They arrange special training on their software also
which they use in the office to operate their system, which eventually
becomes beneficial not only for the employee but also for the organization,
because if they do not know the exact procedure of carrying out work in
their system then that might affect them both the employee end into making
mistake, and as a result the reputation of the organization also might get
hampered.

WEAKNESS: Though Goodhill LTD Ltd is a company that has many

strengths but it also has some weakness. The followings are few of the most
common weakness that Goodhill LTD has at the present time:
Inadequate human resources: The human resources are not sufficient in
terms of its service providing system. It has to maintain a number of
formalities to recruit employees.

Human Resource Planning:

There is not much Human Resource Planning at the Organization except for
an annual need assessment for required workforces Investors lack of
knowledge about Asset Management Company and Goodhill LTD: HR
System, is a new concept in the of Cambodia. So, it’s new to the employees.
They don’t have the idea how it works. Services is still small: Though

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Alliance Asset Management Ltd is managing product and services the size of
the company is still small.

Lack of Job Analysis:

It is the important part of HR practice in an organization but not implanted
in Goodhill LTD which means they are less informed about current market
trends and that could lead to loss of potential talents from their pool.

OPPORTUNITY:
In an organization opportunities are positive external environmental factors.
An organization should explore all possible opportunities available to it.
These opportunities are intended to improve the organization. By making
improvements, the organization should be able to become more competitive
in the market. The following are available opportunities to Goodhill LTD in
order for it to become more aggressive: Recruitment: Most recruitment in
here is through internal recruitment, they can spread the pool of entry level
employees through campus recruitment.

Recent performance will establish stronger credibility: The performance of

Unit Services in FY13-14 was strong. Their retained earnings have already
provided a strong foundation for the portfolio. Because of the previous year
performances investors are getting concern about the product and services.

Expanded market: As new industries are coming into the market, capital
market is being large enough and long term financial demand is being
created. The services is a new sector, so there are high possibilities of growth
in this sector. Product and services in south east asia is a largely untapped
market, and Goodhill LTD will be able to capture a large number of
institutional clients from competitors, as well as new clients.
THREATS: An organization’s threats are negative external factors. An
organization should explore all possible threats available to it. These threats
are intended to diminish the organization. By making improvements and
proper monitoring of the threats, the organization should be able to turn
more competitive in the market. The following are threats are available to
Goodhill LTD in order to threaten its existence. Volatile economy: The
market can be volatile, and a sudden drop in prices will weaken client
confidence & portfolio performance. Rise in interest rate and events like
terrorist attacks are likely to affect the economy and the margin of leasing

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companies may also suffering this. The changing nature of share market also
affect the smooth operation of MTB Unit Services. Government Policy: The
changes of policy connected to the operation of finance companies might
create an unfavorable impact on the investment industry. The decision to
withdraw the accounting practices accelerated depreciation and extra shift
depreciation has decreased the profitability of the Mutual Servicess. The
Lack of Motivation of Employees: Sometimes the lack of motivation in
employees can create a threat to the organization. Employees may be
overburdened with tasks that are not their core-competencies. As a result, the
quality and accuracy of deliverables duties may fall. Employee turnover may
have a negative effect on the overall performance of organization.

FINDING AND RECOMMENDATIONS

CONCLUSIONS

Findings of the study:

 Compensation and Benefits: Compensation basically consists of
direct and indirect compensation and Goodhill ltd is very much
concerned about both these types of compensation. They offer
attractive package that is in per with current market practice in similar
sector. They also offer bonuses and yearly incremental. For long term
benefits, Goodhill ltd has provision of Gratuity, Provident Services.
They also have leave planning for employees consisting of different
kind of leaves according to employee needs.
 Performance Evaluation: The evaluation of employee’s performance
of Goodhill ltd is not properly done by the HR division.
 Officers of the organization are competent even though many of them
simply know the working procedure of what they are doing but don’t
know the philosophy behind doing those.
 Service quality of Goodhill ltd is commendable. It is very important
for every organization serve its customers so that it create a loyal
customer base who will repeatedly buy its products and carry a long
time relationship with the company as well as work as a spoken
person to promote the products of the company to peers, friends,
relatives, etc. This organization is really good at its product quality.

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Recommendations:
 The organization should practice proper Goodhill ltd guideline. The
purpose of Human Resource Management is to improve the
productive contribution of people.
 To get effective and efficient employee, the organization should
arrange proper training and development programs.
 The entire HR department should be well informed regarding the
employment personal.
 The organization should provide well direct compensation as well as
direct to its staffs.
 The management should have job evaluated salary structure, which is
most competitive than other organizations in the country.
 To evaluate employee’s performance; the management should follow
promotion policy properly.
 In order to get competitive advantage and to deliver quality service,
top management should try to modify the services.
 Periodical performance appraisal and giving recognition and rewards
to the qualified employees to keep motivating them.
 Proper training needed for ensuring efficient performance of the
employees.
 Goodhill ltd should hire specialist for each individual sector.
 The management should create customers database and continuously
informing the investors about the available facilities or opportunities
which will work to achieve twin goal at a time; one is direct
marketing and another is large pool of customers database.

Conclusion

From the above discussion it can conclude such a way that since human
resource management is a continuously practicing issue so it plays a
significant role on organizations overall performance. If an organization
wants to gain full benefit from human resource management it should follow
all the sections of HRM. As a small AMC few persons are recruited for its
operations and performances. But it will expand soon or later and then the
number of HR employee may not be enough to run the company.

Committed and trustworthy employees are the most significant factors to

becoming an employer of choice, it is no surprise that companies and

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organizations face significant challenges in developing energized and
engaged workforces. However, there is abundance of research to
demonstrate that increased employee commitment and trust in leadership can
positively impact the company’s bottom line. In fact, the true potential of an
organization can only be realized when the productivity level of all
individuals and teams are fully aligned, committed and energized to
successfully accomplish the goals of the organization. Thus, the objective of
every company should be to improve the desire of employees to stay in the
relationship they have with the company.

CHAPTER 8 QUESTIONNAIRE

Human Resource Management Practices Questionnaire

Name of the organization

Designation of the executive responding
to the questionnaire

This questionnaire contains a number of statements. Please indicate your

preference according to the HR practices followed in your organization
against the statements that have options ranging from a’ fully agree’ to a
‘fully disagree’ type and by selecting a numerical value against the
statements that require option in numerical values ranging from 1 to 5
(please select any value between 1 to 5 on all the options against these
type of statements).There are some statements that would need an option
of mentioning your preference as well

Your cooperation is earnestly solicited for carrying out an effective

research.

1. Organization’s HR executives are fully aware of the business needs and

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strategies (Please tick)

Fully agree Agree Neither agree nor disagree Partially

disagree Fully disagree

2. Efforts are taken to generate awareness amongst the employees about the
organization’s financial position, customers’ needs, quality of
product/service, cost etc. (Please tick)

Fully agree Agree Neither agree nor disagree Partially

disagree Fully disagree

3. The organization’s human resource requirements are systematically

ascertained and an appropriate plan is formulated for satisfying the
requirements (Please tick)

Fully agree Agree Neither agree nor disagree Partially

disagree Fully disagree

4. All major jobs are subject to formal job analysis (Please tick)

Fully agree Agree Neither agree nor disagree Partially

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disagree Fully disagree

5. Please indicate the emphasis of your organization on each of the following

sources of recruitment on a scale of 1(not at all applicable) to 5(fully
applicable):

Print Advertisements : ____________

Internet/career sites : ____________
Placement Agencies/Consultants : ____________
Educational institutes : ____________
Employee Referrals : ____________

Current employees

Any other (please specify along with importance on a scale of 1 -5)

6. Please indicate the type of employee contract preferred by your

organization on a scale of 1( not at all applicable) to 5(fully applicable):

Permanent : ______
Contractual : ______
Temporary : ______

Part-time : ______

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7. Please assign importance to the following issues relating to work flows in
your organization on a scale of 1-5 (1 means least important and 5 means
very important)

Efficiency : _______
Innovation & Creativity : _______
Flexibility : _______
Broad job classes : _______

Detailed work planning : _______

8. Please indicate the degree of usage of the following in the context of

employee selection on a scale of 1( not at all applicable) to 5(fully
applicable):

Psychological tests : ______

Performance tests : ______
Realistic job previews : ______
Trainability : _______

Team-based selection

Any other (please specify along with importance on a scale of1 -5)

9. The organization has a wide network of computerized human resource

information system with the latest software (Please tick)

Fully agree Agree Neither agree nor disagree Partially

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disagree Fully disagree

10. Please indicate the basic objective of your organization’s induction

programme on a scale of 1( not at all applicable) to 5(fully applicable):

Increasing commitment : ______

Clarifying psychological contract : ______
Settling new employees well : ______
Reducing the cost and inconvenience of early leavers : ______

Simple ritual : ______

11. Please assign importance on a scale of 1-5 (1 means least important and 5
means very important) on the following areas that are used to identify
training needs in your organization

Individual needs : _____

Group(department/team/function) : _____

Organizational (corporate needs) : _____

12. Please indicate your option for each of the following types of employee
training provided by the organization on a scale of 1( never provided) to
5(provided on most of the occasions ):

Supervisory/Management skills =( )
Communication skills =( )
Technical/Knowledge skills =( )

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New equipment/method =( )
Safety =( )
Productivity enhancement =( )
Customer service =( )
Product knowledge =( )
Organization development =( )
Career planning/personal growth =( )
Employee motivation =( )
Data processing/information management = ( )
Team building =( )
Time management =( )
Outplacement/retirement =( )
Health promotion =( )

Any other (please specify along with importance on a scale of 1-5)

13. Please assign importance to the following criteria used in your

organization for evaluation of training

Learner's reaction =( )
Knowledge acquired =( )
Behavioural change =( )

Measurable results =( )

14. Please indicate the focus of training/development on each of the

following areas on a scale of 1( not at all applicable) to 5(fully applicable):

Short-term focus =( )
Long-term focus =( )
Group-orientation =( )
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Individual-orientation =( )
Task-orientation =( )
Annual =( )
Business-driven =( )

Need-based =( )

15. Performance standards are carefully developed on the basis of

employees’ opinion (Please tick)

Fully agree Agree Neither agree nor disagree Partially

disagree Fully disagree

16. Performance appraisal system is extended to all members of the

organization(Please tick)

Fully agree Agree Neither agree nor disagree Partially

disagree Fully disagree

17. Please indicate the relevance of the following areas vis-à-vis the
performance appraisal system of your organization on a scale of 1( not at all
relevant) to 5(fully applicable):

Individual-based =( )
Team-based =( )
Flexible =( )

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360-degree feedback =( )
Managing performance throughout the year =( )
Behaviour-oriented rating methods =( )

Result-oriented rating methods =( )

18. Identify the areas where the results of performance appraisal system are
primarily used on a scale of 1( never used) to 5(used most often)

Human resource planning =( )

Employee development =( )
Determining reward and compensation =( )
Enhancing motivation =( )

Any other, please specify

19. Please indicate the person(s) who actually is(are) responsible for
assessing the performance of employees in your organization on a scale of
1(not at all responsible) to 5 (fully responsible)
Immediate supervisor =( )
Subordinates =( )
Peers =( )
Self =( )

Customer =( )

20. The organization has a formal policy of career planning and development

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(Please tick)

Fully agree Agree Neither agree nor disagree Partially

disagree Fully disagree

21. There are distinct career paths and internal promotion norms within the
organization (Please tick)

Fully agree Agree Neither agree nor disagree Partially

disagree Fully disagree

22. It is quite difficult to dismiss a permanent employee from the

organization(Please tick)

Fully agree Agree Neither agree nor disagree Partially

disagree Fully disagree

23. The organization follows a formal procedure of potential appraisal

(Please tick)

Fully agree Agree Neither agree nor disagree Partially

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disagree Fully disagree

24. The organization utilizes the assessment centre/development centre for

identification and development of management potential (Please tick)

Fully agree Agree Neither agree nor disagree Partially

disagree Fully disagree

25. The organization carries out succession planning in order to ensure that
executives are available to fill gaps in key managerial positions (Please tick)

Fully agree Agree Neither agree nor disagree Partially

disagree Fully disagree

26. The organization favours passing of authority and responsibility to

individuals at the lower level of hierarchy(Please tick)

Fully agree Agree Neither agree nor disagree Partially

disagree Fully disagree

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27. Please indicate the focus of job design for each of the items on a scale of
1( not at all applicable) to 5(fully applicable):

Individually enriched =( )
Self-managing teams =( )

Cross-functional teams = ( )

28. Please indicate whether the following are relevant to your organization
on a scale of 1-5 (1 not at all relevant) to 5 fully relevant):

Job enrichment =( )
Job rotation =( )
Work modules =( )
Shorter week =( )
Flexi-time =( )
Work sharing =( )
Home work =( )

Work simplification =( )

29. Please assign importance to the following criteria used in the context of
providing rewards on a scale of 1( not at all important) to 5(very important)

Performance =( )
Seniority =( )
Skills =( )
Complexity of task =( )
Discretionary time =( )

Competence =( )

93
30. Please indicate your preference for the following types of reward relevant
to your organization on a scale of 1( not at all applicable) to 5(fully
applicable)

Financial reward =( )

Non-financial reward =( )

31. Employees have access to profit sharing/gain sharing/employee share

ownership plan(Please tick)

Fully agree Agree Neither agree nor disagree Partially

disagree Fully disagree

32. Please indicate on a scale of 1-5, whether the following are relevant vis-
à-vis the compensation policy of your organization (1: not at all relevant to 5:
fully relevant):

Pay above market (lead) =( )

Pay with market (match) =( )
Pay below market (lag) =( )
Flexible policies (for different categories) =( )

Maintaining internal equity =( )

94
33. Please indicate whether the following compensation objectives are
relevant to your organization on a scale of 1-5 (1: not at all relevant to 5:
fully relevant):

Ability to attract employees =( )

Employee retention =( )
Labour cost minimization =( )
Productivity enhancement =( )

Any other, (please specify alongwith the degree of relevance)

34. Please indicate the focus of the benefit components and employee
assistance programmes of your organization for each of the following items
on a scale of 1(not at all applicable) to 5(fully applicable)

Security and Health =( )

Payment for time not worked =( )
Employee services =( )
Coping with personal problems =( )
Coping with stress-related problems =( )
Cafeteria/flexible benefits =( )

Any other, (please specify along with the degree of relevance)

35. Please indicate the focus of incentive plan of your organization on a scale
of 1( not at all applicable) to 5(fully applicable)

Individual =( )
Group =( )

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Organizational =( )

36. The organization has a structured policy for management of attrition and
turnover (Please tick)

Fully agree Agree Neither agree nor disagree Partially

disagree Fully disagree

37. The organization conducts exit interviews (Please tick)

Fully agree Agree Neither agree nor disagree Partially

disagree Fully disagree

38. Please indicate whether the following forms of employee voice are
relevant to your organization on a scale of 1-5 (1: not at all relevant to 5:
fully relevant):

Works committee =( )
Joint consultation =( )
Suggestion schemes =( )
Quality Circle =( )

Employee involvement =( )

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39. Organization has the practice of carrying employee attitude/employee
satisfaction surveys(Please tick)

Fully agree Agree Neither agree nor disagree Partially

disagree Fully disagree

40. Please indicate the relevance and importance of the following issues in
the context of the communication system of your organization on a scale of
1( not at all applicable) to 5(fully applicable)

Oral method =( )
Written documents =( )
Intranet/groupware =( )
Top-down communication =( )

Bottom-up communication =( )

41. The organization encourages employees to suggest product/process

improvement (Please tick)

Fully agree Agree Neither agree nor disagree Partially

disagree Fully disagree

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42. The organization has provision for employee recognition programmes
and awards (Please tick)

Fully agree Agree Neither agree nor disagree Partially

disagree Fully disagree

43. There is provision for negotiation, administration and interpretation of

written agreement between employees and management (Please tick)

Fully agree Agree Neither agree nor disagree Partially

disagree Fully disagree

44. Please specify the degree to which the following principles of

administering discipline are relevant to your organization on a scale of 1-5
(1: not at all relevant, 5: fully relevant)

Corrective =( )
Preventive =( )
Progressive =( )

Hot-stove rule =( )

45. Please specify the degree to which the following principles of employee
relations are relevant to your organization on a scale of 1-5 (1: not at all

98
relevant, 5: fully relevant)

Strategic Partnership = ( )
Cooperation =( )
Traditional =( )

Conflicting =( )

46. Please assign importance (on a scale of 1-5) to the following approaches
that reflect the attitude of management and employees of your organization
in the context of grievance procedure

Labour contract (Legalistic) =( )

Human Relations =( )
Open-culture =( )

Mixed =( )

47. Please assign importance (on a scale of 1-5) to the following approaches
in the context of your organization’s labour relation’s strategy

Union acceptance =( )
Union avoidance =( )
Union substitution =( )

Union suppression =( )

48. Please indicate whether the following are relevant in the context of your
organization’s preferred choice of employee separation on a scale 1-5 (1: not

99
at all relevant and 5: fully relevant)

Voluntary inducement (eg early retirement package) =( )

Assistance to terminated employees =( )

Carrying out need-based recruitment by laying off current employees = ( )

Preferential hiring of ex-employees =( )

Lay-off =( )

Hiring freeze =( )

49. The organization has been managing change by integrating the HR issues
with the business strategies and the strategic change process (Please tick)

Fully agree Agree Neither agree nor disagree Partially

disagree Fully disagree

50. Please mention other important area(s) of Human Resource Management

relevant to your esteemed organization along with the degree of importance
on a scale of 1-5(1: less important, 5: very important)

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BIBLIOGRAPHY

References
(n.d.). Retrieved from https://en.wikipedia.org/wiki/E-HRM#cite_note-1
(n.d.). Retrieved from https://www.ultimatesoftware.com/what-is-human-resource-software
(n.d.). Retrieved from http://www.goodhill.com.kh/about-us/corporate-values/
snell, b. (n.d.). Principles of Human Resources Management.

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102