A

SUMMER TRAINING REPORT

ON

“HUMAN RESOURCE”
AT
“AMTEK AUTO LTD.”

MAHARASHIDAYANANDUNIVERSITY
ROHTAK

(In the partial fulfillment of the requirement for the degree of)

BACHEL0ROFBUSINESS ADMINISTRATION
(BBA)
SESSION 2016 -2019

SUBMITTED BY: SUBMITTED TO:

Neetu Yadav MDU (ROHTAK)

BBA 5TH SEM

REG. NO:

Uni.Roll No…………….
 ACKNOWLEDGEMENT
I consider myself very fortunate to get the opportunity to conduct the training approval and
project assignment by AMTEK AUTO LTD. I got opportunity to get a practical exposure into
actual environment and it provides me the golden opportunity to make my practical concept of
HUMAN RESOURCE AND EMPLOYEE RELATIONS in a more clear way.

I am very much thankful to MR. VIPIN YADAV for providing me the opportunity to do the
training in the AMTEK AUTO LTD. Also, thankful to all the members for their cooperation
during my training for providing me necessary information without which this project report
would not have been completed.

I have gone through various sites, Research books, Magazines and Newspapers to get the
accurate information for analysis and tried to find the best conclusion.
 PREFACE
‘Performance Appraisal is a formal, structured system of measuring and evaluating an employees
job, related to behaviours and outcomes to discover how and why the employee is presently
performance on the job and how the employee can perform more effectively in the future so that
the employee, organization, and society all benefit’.
Performance appraisal is a process of summarizing, assessing and developing the work
performance of an employee. In order to be effective and constructive, the performance manager
should make every effort to obtain as much objective information about the employee’s
performance as possible.
Performance appraisal is a review and discussion of an employee’s performance of assigned
duties and responsibilities based on results obtained by the employee in their job, not on the
employee’s personality characteristics. Personality should be considered only when it relates to
performance of assigned duties and responsibilities.

It is a structural formal interaction between a subordinate and supervisor, that

usually takes the form of a periodic interview (annual or semi-annual), in which the
work performance of the subordinate is examined and discussed, with a view to
identifying weaknesses and strengths as well as opportunities for improvement and
skills development.
In many organizations –but not all –appraisal results are used, either directly or indirectly, to
help determine reward outcomes. That is, the appraisal results are used to identify the better
performing employees who should get the majority of available merit pay increases, bonuses,
and promotions.

By the same token, appraisal results are used to identify poorer performers, who may require
some form of counseling, or in extreme cases, demotion, dismissal or decreases in pay.

Performance appraisals are regular reviews of employee performance within organizations.

Generally, the aims of a performance appraisal are to:

 Give feedback on performance to employees.

 Identify employee training needs.
 Document criteria used to allocate organizational rewards.
 Form a basis for personnel decisions: salary increases, promotions, disciplinary
actions etc.
 Provide the opportunity for organizational diagnosis and development.
 Facilitate communication between employee and administration.
 EXECUTIVE SUMMERY

 Most organizations have a performance appraisal (PA) program that has evolved over
time is likely not meeting the needs of employees and managers.
 Many competing PA theories and practices exist making development of an effective
program difficult. However, done well, a strong PA program reinforces organizational
culture and helps employees achieve high levels of performance.
 An effective PA program can improve key business measures such as return on assets,
return on equity, profit margins and earnings.
 Every strong PA program has three elements: performance tracking, informal feedback,
and formal appraisal.
 Build on these three elements to customize your program to your organization’s goals
and values:
 Informal coaching in the single most significant factor in easing retention and
developing talent.
 Forced ranking and forced distribution are techniques that work well in
competitive environments. Avoid them in team-based departments.
 360-degree evaluations help to improve people management abilities. Stay away
from using them for manager compensation or disciplinary purposes.
Company Details

C I N 0 7 2 0 6 9 3 9 8 0 7
C o m p a n y N a m e S H R I S H Y A M E N T E R P R IS E S
C o m p a n y s t a t u s A c t i v e
R o C R o C - D e l h i
R e g i s t r a t i o n N u m b e r R 2 1 3 2 4 0 1 2
C o m p a n y C a t e g o r y P r o p r i e t o r s h i p
C o m p a n y s u b - c a t e g o r y N o n - g o v t . c o m p a n y
C l a s s o f C o m p a n y P r i v a t e

A c t i v i t y Manufacture of school shoes, sleepers, sandals.

A g e o f c o m p a n y 6 y e a r s , 5 m o n t h s , 1 0 d a y s

Establishment Details

Establishment Nam e C i t y P i n c o d e A d d r e s s
SHRI SHYAM ENTERPRISES MUNDKA, DELHI 1 1 0 0 4 1 Khasra No. 50/8/3, Plot No. 189/B, Rohtak Road, Swarn Park, Mundka, Delh i

TABLE OF CONTENT

Chapter number C h a p t e r n a m e P a g e n u m b e r
1 Int roducti on of C ompan y
 Company profile
 Product of company
2 Introduction about the topic
 Importance and purpose
 Performance structure in the industry
3 Objective of study
4 Research methodology
  M e a n i n g
 T y p e s
 S a m p l i n g
5 Data interpretation and analyses
6 Recommendation & suggestion
B i b l i o g r a p h y
A p p e n d i x
Q u e s t i o n n a i r e
 Company Profile

Company Name : - M/S AMTEK AUTO LTD.

Address :- NH-8 , 64-Mile Stone , Delhi Jaipur Highway.

Ace Complex Malpura , Dharuhera – Rewari

Haryana – 123110

Company Product : - Conroad Model ( P, N, M) , F8D , EECO, YG8,

SUZUKI, JCB N MODEL , TW.

Customers Of Amtek Auto Ltd.
Locations Of Amtek Auto Ltd.
The Amtek Group, headquartered in India, is one of the largest
integrated component manufacturers in India with a strong global presence.
It has also become one of the world's largest global forging and integrated
machining companies. The Group has operations across Forging, Iron and
Aluminum Casting, Machining and Sub-Assemblies. It has world-class
facilities across India, Japan, Thailand, Germany, Hungary, Italy, Romania,
UK, Brazil, Mexico and US. The Amtek Group is comprised of corporate
entities Amtek Auto, JMT Auto, Amtek Global Technologies and other
subsidiaries and associates. With the infrastructure and technology
platform developed over 25 years, the Group is well positioned in the Indian
Auto and Non-Auto component markets.

The team Dronacharya was welcomed by company official. The day began
with a company presentation highlighted the achievements of the company.
 Then the students were divided into two groups and were taken to view
the various product manufactured in the company. The major categories of
components manufactured are Connecting Rod Assemblies, Flywheel Ring
Gears and Assembly, Steering Knuckles Suspension and Steering, Arms
CV joints Crankshaft Assemblies and Torque Links.

It was a great experience for the students as they saw forging and casting
process used for the automobile components and heavy machine and
technologies used in the industry.
Pictures of Conrod Product
Management of Amtek Auto Ltd.
Name Designation
Arvind Dham Chairman & Director
Sanjay Chhabra Independent Director
Name Designation
Rajeev Kumar Thakur Independent Director
M K Gupta Nominee Director
Mr. Ashish Pandit CEO - HR & ER

Mr. Pyush Gupta President – HR & ER

Mr. Chanderkant Gaugh Legal Head

Mr. Rakesh Darbari Business Director

Mr. Sandeep Chawla Marketing Director

Company Background - Amtek Auto

Industry Name Auto Ancl - Susp. & Braking – Others

House Name Amtek Group
Collaborative Country Name N.A.
Joint Sector Name N.A.
Year Of Incorporation 1988
Year Of Commercial Production N.A.

Regd. Office
Address Plot No. 16,, Industrial Estate,Sohna
District Dist.Mewat
State Haryana
Pin Code 122103
Tel. No. 0124-2362140
Fax No. 0124-662454,0124-2373028
Email : [email protected] Internet : http://www.amtek.com

Auditors Company Status

SCV & Co. LLP N.A.

Registrars

Name Beetal Financial & Computer Services (P) Ltd

Address Beetal House, 3rd Floor, 99 Madangir, Behind Local Shopping Centre, Near Dada Harsukhdas Mandir, New Delhi - 110062,
Delhi

Tel. No. : 011-29961281, 29961282, 29961283 Fax No. : 011-29961284

Email : [email protected] Internet : http://www.beetalfinancial.com

Source : Dion Global Solutions Limited

Quick Links for amtekauto

Details of Management Amtek Auto Ltd. Ace Complex
Malpura ( Shed 1 & 2 ) :-

Operations Head :- Mr. Subash Chandra Dixit

Enggenering Head :- Mr. Mushir Ahmad

Production Head :- Mr. Prem Dutt Sharma

HR & ER Head :- Mr. Vipin Yadav

Quality Head :- Mr. Hemant Saini

Finance Head :- Mr. Ravimani Tripathi

IT Head :- Mr. Pintu

Marketing Head :- Mr. Dishant Kumar

Purchase Head :- Mr. Lokesh Vats

Corporate Quality :- Mr. Atul Kumar & Mr. Naved Alam

Maintenance Head :- Mr. Anil Verma & Mr. Kuldeep

PPC Head ;- Mr. Naveen Kumar

Admin :- Mr. Gulshan & Mr. Vikash Singh

Training ;- Mrs. Neetu Pushpak

Tooling ;- Mr. C.S.Singh

Tool Room Head :- Mr. Ashok Sharma

 Mr. Pyush Gupta
(VP- HR & ER)

Mr. Vipin Yadav

(Manager-HR)

Mrs. Neetu Mr. Gulshan Mr.Vikash

Mr. Gulshan
( Executive) ( Sr. Executive) ( Executive)

Organization Chart of HR Shed 1 & 2.

What is Human Resource (HR) Management :-

Human resource management is the strategic approach to

the effective management of people in a company or
organization such that they help their business gain a
competitive advantage. It is designed to maximize employee
performance in service of an employer's strategic
objectives.

Human resource management (HRM) is the practice of

recruiting, hiring, deploying and managing an organization's
employees. HRM is often referred to simply as human
resources (HR). A company or organization's HR department
is usually responsible for creating, putting into effect and
overseeing policies governing workers and the relationship
of the organization with its employees.

The role of HRM is to manage the people within a

workplace to achieve the organization’s mission and
reinforce the culture. When done effectively, HR managers can
help recruit new professionals that have skills necessary to
further the company’s goals as well as aid with the training
and development of current employees to meet objectives.
Objectives of human resource management :-

The objectives of HRM can be broken down into four

categories:

Societal objectives: Measures put into place that respond to

the ethical and social needs or challenges of the company
and its employees. This includes legal issues such as equal
opportunity and equal pay for equal work.

Organizational objectives: Actions taken that help to ensure

the efficiency of the organization. This includes providing
training, hiring the right amount of employees for a given
task or maintaining high employee retention rates.

Functional objectives: Guidelines used to keep the HR

functioning properly within the organization as a whole. This
includes making sure that all of HR’s resources are being
allocated to its full potential.

Personal objectives: Resources used to support the personal

goals of each employee. This includes offering the
opportunity for education or career development as well as
maintaining employee satisfaction.
  Human resource management functions

HRM can be broken down into subsections, typically by pre-

employment and employment phases, with an HR manager
assigned to each. Different areas of HRM oversight can include
the following:

 Employee recruitment, on boarding and retention.

 Talent management and workforce management.
 Job role assignment and career development.
 Compensation and benefits.
 Labor law compliance
 Performance management.
 Training and development.
 Succession planning.
 Employee engagement and recognition.
 Team building.
  Types of Training provide by HR to
employee :-

1. Orientation
Orientation is the most common type of employee training. It’s a one-
time event formally welcoming and introducing new hires to your
company within their first week on the job. This training tends to be
relevant to all company-wide roles and departments.

2. On boarding Training
Contrary to a very common misconception, orientation and on
boarding are actually different types of employee trainings.

While orientation training is a one-time session with a checklist-style

agenda delivered to everyone in the company, on boarding training is
a series of department-specific sessions that take place over a longer
period of time. It is strategically created with the goal of enabling new
employees to be as successful as they can be in their new roles in the
shortest period of time.
3. Technical Skills Development Training
No matter what technical level your employees are at, there is always
room for improvement. Technical (hard) skills include the know-how of
doing things like data analysis, content writing, social media
management, coding, programming, etc.

4. Soft skills development training

How your employees act is just as important and what they know –
that’s why soft skills are so essential for growth. Soft skills are
personal attributes that enable employees to interact effectively and
harmoniously with other people in the workplace, including co-
workers, management, and customers.

5. Products and services training

Product trainings can either be a part of on boarding for newcomers or
can be available for any employees who need refreshers on the
products and services the organization offers. This type of training can
also be used to educate staff on newly introduced products, services
or features so they are always up to date.

6. Mandatory training
Depending on where your company is located and the industry it
operates in, certain employee preparedness and training regulations
may apply.

For instance, public-sector employees are often required to take

occupational health and safety trainings and refreshers.
Establishments with liquor licenses need their server employees to be
alcohol-safety certified. And a few state laws require both public and
private companies to deliver sexual harassment trainings to
employees.

6. Mandatory training
Depending on where your company is located and the industry it
operates in, certain employee preparedness and training regulations
may apply.

For instance, public-sector employees are often required to take

occupational health and safety trainings and refreshers.
Establishments with liquor licenses need their server employees to be
alcohol-safety certified. And a few state laws require both public and
private companies to deliver sexual harassment trainings to
employees.
.

Important Training Provide by HR Management are :-

 Company mission, vision, and values

 Corporate culture
 Organizational structure and leadership team intro
 Mandatory new-hire paperwork
 Overview of benefit plans
 Administrative procedures (computer logins, extension, email
setups, etc.)
 Key corporate policies
 Communication skills
 Presentation skills
 Problem-solving skills
 Conflict resolution
 Leadership skills
 Emotional Intelligence
 Time management
 Ethics
 Teamwork
 Adaptability

 Core Value
EMPLOYEE ENGAGEMENT ACTIVITIES

There are many ideas on how to engage employees, but the goal should always be to
prioritize activities that put employees at the center.

Here’s our comprehensive list of employee engagement activities:

EMPLOYEE GAMES, TOURNAMENTS, AND COMPETITIONS

Employees love getting involved in games, tournaments, and competitions– and they
don’t have to be fancy.. Even creating an office-wide fantasy cricket league can do
wonders for the employees at your organization.

TRAININGS

Trainings have a reputation for being boring. That’s because…well…they often are! But
if you’re able to bring in a special speaker for a truly interesting and invigorating training
session, you’ll engage your employees and teach them something new.

SPORTS EVENTS

Sports events are a great time to bring your employees and their families together.
Choose a local basketball, cricket and volley ball team.
ENCOURAGE KNOWLEDGE SHARING IN A CREATIVE WAYTeams are oftentimes
isolated within their own project and their own workspace, that they have no idea what
the rest of the company is doing. Create an open sharing space, once every 2 months
or so, where every team can present updates on their project and key learning points.
Teams will evolve much more rapidly, using the knowledge shared and the different
experiences on every project.

COMPANY PROFILE

Amtek Auto ltd. is headquartered in New Delhi and is one of the largest integrated
automotive component manufacturers in India with a strong global presence. The
Company has world class facilities in India, Europe and North America. Amtek Auto has
significant expertise in forging, grey and ductile iron casting, gravity and high-pressure
aluminum die casting and machining and sub-assembly. The Company also
manufactures components for non-auto sectors such as the railways, specialty vehicles,
and aerospace, agricultural and heavy earth moving equipment.

The objective of Amtek Auto Investor Relations is to ensure continuous and open
communication with all financial market participants.

HR MISSION

To facilitate the processes which create an environment where each member of the
Organization is able to contribute their best.

VISION & MISSION

To become a world class engineering company in the Automotive and Non Automotive
sector. This is to be achieved by capitalizing on our superior technology base for the
benefit of our customers, suppliers and stakeholders.”

Company Focus

Improving education to enable future generations to have opportunities for professional

growth.
RELATIONSHIP OF EMPLOYEE ENGAGEMENT WITH OTHER CONSTRUCTS

Employee engagement can be distinguished from other related constructs.

JOB SATISFACTION AND EMPLOYEE ENGAGEMENT

Job - satisfaction is defined as a pleasurable or positive emotional state resulting from

the appraisal of one’s job or experience. It is positively related to organizational
commitment, job-involvement, organizational citizenship behavior and mental health .It
is negatively related to turnover, perceived stress and pro-union voting

ORGANIZATIONAL COMMITMENT AND EMPLOYEE ENGAGEMENT

It refers to the degree to which an individual identifies with an organization and is

committed to its goals. It is directly related to voluntary turnover. Researchers like
Welkins and Councilman, (2004) suggests that engagement is an amalgam of
commitment, loyalty, productivity and ownership. They suggested that ‘‘to be engaged is
to be actively committed, as to a cause.’’ The Corporate Executive Board (2004),
suggested that engagement is ‘‘the extent to which employees commit to someone or
something in their organization, how and how long they stay as a result of that
commitment.’ In these and similar definitions, two possible threads of reasoning are
implied - organizational and task/goal commitment. Commitment is regarded as a
psychological state of attachment (O’Reilly & Chatman, 1986) or binding force between
an individual and the organization (Meyer, Becker, & Vandenberg he, 2004).
ORGANIZATIONAL CITIZENSHIP BEHAVIOR AND EMPLOYEE ENGAGEMENT

Organizational citizenship behavior (OCB) is discretionary behavior that is beyond

formal obligations. They lubricate the social machinery of the organization, reducing
friction and increasing efficiency

JOB INVOLVEMENT AND EMPLOYEE ENGAGEMENT

To define job involvement as “the degree to which a person’s work performance affects
his self-esteem”. They also argue that employees who are highly concerned with their
jobs also reveal high involvement in their organizations. Kananga (1982) identified
different explanation of job involvement while studying the relationship of job
involvement to numerous variables, including job characteristics, performance, turnover,
and absenteeism. Lawler & Hall (1970) defined job involvement as the level of
importance of one's job to one's personality, which is consistent with Lodahl and Kejner
(1965). On the other hand, Bass (1965) considered job involvement as the level to
which an individual is vigorously participating in his or her job. However, Etz projected
three types of involvement: moral, calculative and alimentative. He is of the view that
individuals are morally involved, if they own the organizational goals. Blau & Boal (1987)
stated that job involvement is the measure of extent to which a person recognizes
psychologically with his or her job and mull over his or her job.
PHYSICAL DIMENSION OF EMPLOYEE ENGAGEMENT

When engaged in a role, people employ and express themselves physically (Kahn,
1990). The physical dimension of engagement is manifested by the exertion of effort in
one’s job. This exertion can range from lethargy (low engagement) to vigorous physical
and mental effort. One’s physical engagement is thus partly dependent on the
contextual or mental and physical requirements of the role. Kahn suggested that
physical energies can be allocated to a range of different activities, including on-task,
off-task, and self-regulation activities. However, when individuals are engaged in their
role, physical energies are directed at the accomplishment of role task.

AFFECTIVE DIMENSION OF EMPLOYEE ENGAGEMENT

The people are engaged in their role when they exhibited behaviors that indicated the
investment of personal energies and emotions. Other scholars have suggested that the
investment of emotions into one’s role performance exemplified role attachment
(Kelman, 1958). According to Kelman, (1958) the highest investment of personal
energies into role performance is one that involved the infusion of emotions. At this
level, individuals are “fully present” in their task through an emotional connection
between themselves and their work. This view is consistent with Kahn (1990), who
noted that individuals exhibited engagement in their work roles when emotionally
immersed in an activity.
Problem formulation

There’s a huge number of surveys that organizations can use to measure employee
engagement. Unfortunately, no matter how it is measured, engagement has remained
relatively unchanged. According to Gallup, worldwide employee engagement is at an
unimaginably low 13%. Perhaps what's more shocking is that this number has barely
budged in years! Engagement has become a key focus area for organizations around
the world, and the growth in the industry has never been stronger. Yet somehow the
numbers aren't budging. How can that be the case?

Engagement Measures Downward

A popular engagement model categorizes three types of employees:

1. Actively disengaged: Unhappy employees who undermine their coworkers.

2. Not engaged: Employees who are checked out and sleepwalking through their
jobs.

Engagement has become the New Annual Review.

In many organizations, employee engagement surveys are replacing outdated annual

reviews. However, this isn't effective--anything related to people should be measured
continuously. Perhaps you have a short single-question pulse survey weekly,

Engagement Tends to Look at the Effect but Not the Cause

In most models the ideal scenario for organizations is to get as many engaged
employees as possible.

Engagement Surveys are Exhaustingly Long

It’s common for employee engagement surveys to be well over 100 questions and ask
pretty much everything and anything. That's too long for anyone to be expected to sit
and answer questions! Let's not forget that employee engagement surveys can also
be manipulated.

Engagement Acts as an Adrenaline Shot

When people start working for an organization, they are already engaged and excited to
make an impact. But somewhere down the road we end.
Objective

Human Resource Management helps a company to achieve its objective from time to
time by creating a positive attitude among workers. Reducing wastage and making
maximum use of resources etc.

Facilitates professional growth

Due to proper Human Resource policies employees are trained well and this makes
them ready for future promotions. Their talent can be utilized not only in the company in
which they are currently working but also in other companies which the employees may
join in the future.

Better relations between union and management

Healthy Human Resource Management practices can help the organization to maintain
co-ordinal relationship with the unions. Union members start realizing that the company
is also interested in the workers and will not go against them therefore chances of going
on strike are greatly reduced.

Helps an individual to work in a team/group

Effective Human Resource practices teach individuals team work and adjustment. The
individuals are now very comfortable while working in team thus team work improves.

Identifies person for the future

Since employees are constantly trained, they are ready to meet the job requirements.
The company is also able to identify potential employees who can be promoted in the
future for the top level jobs. Thus one of the advantages of HRM is preparing people for
the future.

Allocating the jobs to the right person

If proper recruitment and selection methods are followed, the company will be able to
select the right people for the right job. When this happens the number of people
leaving the job will reduce as the will be satisfied with their job leading to decrease in
labor turnover.
Scope:

The scope of HRM is, indeed, very vast and wide. It includes all activities starting from
manpower planning till employee leaves the organization. Accordingly, the scope of
HRM consists of acquisition, development, maintenance/retention, and control of human
resources in the organization (see figure 1.1). The same forms the subject matter of
HRM. As the subsequent pages unfold, all these are discussed, in detail, in seriatim.

The National Institute of personnel Management, Calcutta has specified the

scope of HRM as follows:

1. The Labor or Personnel Aspect:

This is concerned with manpower planning, recruitment, selection, placement, transfer,

promotion, training and development, lay-off and retrenchment, remuneration,
incentives, productivity, etc.

2. Welfare Aspect:

It deals with working conditions, and amenities such as canteen, crèches, rest and
lunch rooms, housing, transport, medical assistance, education, health and safety,
recreation facilities, etc.

3. Industrial Relations Aspects:

This covers union-management relations, joint consultation, collective bargaining,

grievance and disciplinary actions, settlement of disputes, etc.
Significance of the study

In a broad definition, a human resource management system, or HRMS,

encompasses the highest level of human resource management activities. It is a
program of multiple human resource policies that are internally consistent in
relation to a human resource objective. HRMS also refers to the integration of
human resource management and information technology to automate and
facilitate human resource activities. The general notion of an HRMS helps small-
business managers craft suitable human resource systems based on their field of
business and business growth stage

Organizational Effectiveness

The human resource management system of a company has a significant impact

on individual and organizational effectiveness. A good HRMS brings consistency in
human resource management practices and improves human relations in the
company. An effective HRMS is focused on a strategic objective and works by
improving employee knowledge, skills, and motivation and contribution
opportunities. Based on their overarching goal, human resource management
systems contribute to organizational effectiveness in multiple ways

Employee Commitment

An HRMS focused on increasing employee commitment will recruit selectively,

provide employees with intensive training, and offer a high level of compensation.
For example, a small medical clinic serving local senior citizens may focus on
recruiting and retaining caring staff to provide quality service. Recruiting will require
conducting multiple interviews to make sure the personality of the applicant
matches the requirements of the position.
  What is Employee Relations in HRM :-
The term 'employee relations' refers to a company's efforts to
manage relationships between employers and employees. An
organization with a good employee relations program provides fair
and consistent treatment to all employees so they will be
committed to their jobs and loyal to the company.

The definition of employee relations refers to an organization's

efforts to create and maintain a positive relationship with
its employees. ... When it comes to employee relations, an HR
department has two primary functions. First, HR helps prevent and
resolve problems or disputes between employees and
management.
 What is Training process in HRM :-
Training is a systematic process in which skills,
experience and capabilities are transformed to the
employees. It increases the productivity and
profitability of organization.

The Training Process comprises of a series of steps

that needs to be followed systematically to have an
efficient training programme. The Training is a
systematic activity performed to modify the skills,
attitudes and the behavior of an employee to
perform a particular job.

Training is a systematic process in which skills,

experience and capabilities are transformed to the
employees. It increases the productivity and
profitability of organization.
  What is legal management in HRM :-

Indeed, regulations and laws govern all aspects

of human resource management—recruitment,
placement, development, and compensation. ... It
forces employers to follow—and often document—
fairness practices related to hiring, training, pay,
benefits, and virtually all other activities and
responsibilities related to HRM.

Learn about several laws, regulations, policies and

governing entities that human resource
management (HRM) must comply with, like the Civil
Rights Act of 1964, Title VII, the Equal Employment
Opportunity Commission (EEOC), sexual harassment
and affirmative action

 HR Management: Laws and Regulations

Laws and regulations at the federal, state, and local
levels regulate how companies conduct staffing.
Title VII of the 1964 Civil Rights Act banned most
discriminatory hiring practices.
 Three sensitive areas of legal concern that
managers must comply with are equal
 opportunity, affirmative action, and sexual
harassment, described in the following sections.
These areas, as well as other laws, impact all
human resource practices.
 Equal Employment Opportunity
 Individuals covered under Equal Employment
Opportunity (EEO) laws are protected from illegal
discrimination, which occurs when people who
share a certain characteristic, such as race, age,
or gender, are discriminated against because of
that characteristic. People who have the
designated characteristics are called
the protected class. Federal laws have identified
the following characteristics for protection:
 Race, ethnic origin, color (for example, African
American, Hispanic, Native American, Asian)
 Gender (women, including those who are
pregnant)
 Age (individuals over 40)
 Individuals with disabilities (physical and mental)
 Military experience (Vietnam‐ era veterans)
 Religion (special beliefs and practices)
 The main purpose of the EEO laws is to ensure
that everyone has an equal opportunity of getting
a job or being promoted at work.
 Affirmative action
 While EEO laws aim to ensure equal treatment at
work, affirmative action requires the employer to
make an extra effort to hire and promote people
who belong to a protected group. Affirmative
action includes taking specific actions designed to
eliminate the present effects of past
discriminations.
 Employees are also protected by the Equal
Employment Opportunity Commission
(EEOC), which was established through the 1964
Civil Rights Act, Title VII. The scope of authority of
the EEOC has been expanded so that today it
carries the major enforcement authority for the
following laws:
 Civil Rights Act of 1964. Prohibits discrimination
on the basis of race, color, religion, national
origin, or sex.
 Civil Rights Act of 1991. Reaffirms and tightens
prohibition of discrimination. Permits individuals to
sue for punitive damages in cases of intentional
discrimination and shifts the burden of proof to the
employer.
 Equal Pay Act of 1963. Prohibits pay differences
based on sex for equal work.
 Pregnancy Discrimination Act of
1978. Prohibits discrimination or dismissal of
women because of pregnancy alone, and protects
job security during maternity leaves.

 American with Disabilities Act. Prohibits

discrimination against individuals with physical or
mental disabilities or the chronically ill, and
requires that “reasonable accommodations” be
provided for the disabled.

 Vocational Rehabilitation Act. Prohibits

discrimination on the basis of physical or mental
disabilities and requires that employees be
informed about affirmative action plans.
 Most employers in the United States must comply
with the provisions of Title VII. Compliance is
required from all private employers of 15 or more
persons, all educational institutions, state and
local governments, public and private employment
agencies, labor unions with 15 or more members,
and joint (labor‐ management) committees for
apprenticeship and training.
 Sexual harassment
 Few workplace topics have received more
attention in recent years than that of sexual
harassment. Since professor Anita Hill confronted
Supreme Court nominee Clarence Thomas on
national television over a decade ago, the number
of sexual harassment claims filed annually in the
United States has more than doubled.
 Since 1980, U.S. courts generally have used
guidelines from the Equal Employment
Opportunity Commission to define sexual
harassment. Sexual harassment is defined as
“unwelcome sexual advances for sexual favors,
and other verbal or physical conduct of a sexual
nature.” Sexual harassment may include sexually
suggestive remarks, unwanted touching, sexual
advances, requests for sexual favors, and other
verbal and physical conduct of a sexual nature
 In a 1993 ruling, the Supreme Court widened the
test for sexual harassment under the civil rights
law to whether comments or behavior in a work
environment “would reasonably be perceived, and
is perceived as hostile or abusive.” As a result,
employees don't need to demonstrate that they
have been psychologically damaged to prove
sexual harassment in the workplace; they simply
must prove that they are working in a hostile or
abusive environment.
 Sexual harassment is not just a woman's
problem. Recently, a decision handed down by
the U.S. Supreme Court broadened the definition
of sexual harassment to include same‐ sex
harassment as well as harassment of males by
female coworkers. In the suit that prompted the
Court's decision, a male oil‐ rig worker claimed he
was singled out by other members of the all‐ male
crew for crude sex play, unwanted touching, and
threats.
 From management's standpoint, sexual
harassment is a growing concern because it
intimidates employees, interferes with job
performance, and exposes the organization to
liability. Organizations must respond to sexual
harassment complaints very quickly because
employers are held responsible for sexual
harassment if appropriate action is not taken. The
cost of inaction can be high. The Civil Rights Act
of 1991 permits victims of sexual harassment to
have jury trials and to collect compensatory
damages in cases where the employer acted with
“malice or reckless indifference” to the individual's
rights.
 Employers can take the following steps to help
minimize liability for sexual harassment suits:
 Offer a sexual harassment policy
statement. This statement should address where
employees can report complaints, assure
confidentiality, and promise that disciplinary action
will be taken against sexual harassers.
 Provide communication and training programs
for supervisors and managers. These programs
should emphasize that sexual harassment will not
be tolerated.
 Conduct fair, impartial investigations and base
actions on objectively gathered facts. The
complainant must be insulated from the kinds of
behavior that prompted the complaint.
 Other employment laws
 Several other laws impact staffing practices as
well. The Fair Labor Standards Act specifies the
minimum wage, overtime pay rules, and child
labor regulations. The Employee Polygraph
Protection Act outlaws almost all uses of the
polygraph machine for employment purposes.
Privacy laws provide legal rights regarding who
has access to information about work history and
job performance for employees in certain
jurisdictions. Under the Whistleblower Protection
Act, some employees who publicize dangerous
employer practices are entitled to legal protection.
What HR Managers Can Use to Motivate
Employees : -

Give them a purpose. By giving your employees a purpose, you'll be able

to motivate them, because they will understand the company's vision better and
try to execute it more strongly. ...

1.Recognize their performance. ...

2.Be transparent. ...

3.Set smaller weekly goals. ...

4.Prioritize the work-life balance

5.Appreciation or recognition for a job well done

6.Being in the know about company matters

7.An understanding attitude from the management

8.Job security

9.Good wages

10.Interesting work

11.Career advancement opportunities

12.Loyalty from management

13.Good working conditions

14.Tactful discipline

15. Sports

16. Good job for a good person

 Research Methodology

HRM specialists and those studying for HR professional qualify cations may be involved
in conducting or taking part in research projects. Postgraduate students will almost
certainly do so. Qualified HR specialists should keep up to date as part of their
continuous professional development by studying publications such as those produced
by the CIPD, which present research if endings, or by reading articles in HR journals
such as People Management or academic journals based on research. Students must
extend their understanding of HRM through reading about research endings. The
purpose of this chapter is to explain what is involved in planning and conducting
research projects. This will be done against the background of a review of the nature
and philosophy of research. Descriptions will be given of the main approaches used by
researchers, including literature reviews, quantitative and qualitative methods and
collecting and analyzing data.

Information, hypothesis and conclusion. Quality of information is a criterion for good

research as is the use of critical evaluation techniques, which are described later in this
chapter. The production of narratives that depict events (case studies) or the collection
of data through surveys, are elements in research programmers but they can stand
alone as useful pieces of information that illustrate practice. Research methodology is
based on research philosophy and uses a number of approaches, as described later.
There is usually a choice about which philosophy or approach or which combination of
them should be used.

Research philosophy

Research can be based on a philosophy of positivism or phenomenology. Positivism is

the belief that researchers should focus on facts (observable reality), look for causality
and fundamental laws, reduce phenomena to their simplest elements (reductionism),
formulate hypotheses and then test them. Researchers are objective analysts. The
emphasis in positivism is on quantifying able observations that lend themselves to
statistical analysis. It tends to be deductive Phenomenology focuses more on the
meaning of phenomena than on the facts associated with them. Researchers adopting
this philosophy try to understand what is happening. Their approach is holistic, covering
the complete picture, rather than reductionist.
 References

Alphas, K., Slants, A. and Truss, C. (2012) ‘The link between perceived HRM practices,
performance and well‐ being: the moderating effect of trust in the employer’, Human
Resource Management Journal, vol. 22, no. 4, pp. 409−427.

Bakker, A. B., Albrecht, S. L. and Lester, M. P. (2011) ‘Key questions regarding work
engagement’, European Journal of Work and Organizational Psychology, vol. 20, no. 1,
pp. 4−28.

Bakker, A. B. and Demerit, E. (2008) ‘Towards a model of work engagement’, Career

Development International, vol. 13, no. 3, pp. 209−223.

Bailsman, K. and Koopmans, P. (2003) ‘Introduction: trust within

organizations’, Personnel Review, vol. 32, no. 5, pp. 543-55.

Brevard, K., Bakker, A., Hartland, J., Demerit, E., Olsen, O. K. and Espevik, R. (2014)
‘Daily transactional and transformational leadership and daily employee
engagement’, Journal of Occupational and Organizational Psychology, vol. 87, no. 1,
pp. 138−157.

Burns, B. (2014) Managing Change: A Strategic Approach to Organizational dynamics,

Harlow, Essex, Pearson Education.

CIPD (2012) Employee Outlook Survey: Autumn, CIPD, London.

CIPD (2014a) Factsheet on Employee Engagement, CIPD, London. Available

at http://www.cipd.co.uk/ hr-resources/ factsheets/ employee-
engagement.aspx (Accessed 22 January 2015).

Clarke, S. (2010) ‘An integrative model of safety climate: linking psychological climate
and work attitudes to individual safety outcomes using meta‐ analysis’, Journal of
Occupational and Organizational Psychology, vol. 83, no. 3, pp. 553−578.
 Conclusion

In conclusion, we all know that training and development programs

are important for an organization to develop the employee.
... Training aims at continued self-development of
the employees. Employees are expected to develop themselves
continuously in an organization.

On the other hand, some research gaps are worth to be

highlighted too. There is onemotivator that is not mentioned in this
study which is the growth of employees such as trainingprogram
provided by the company. Employees feel valued when the
company provides trainingprograms to strengthen their skills, they
will be motivated to exert effort in attainingorganisational goals
[Imp15]. Besides that, the work itself also can motivate employees
to work[Sha12]. Therefore, the employer should make the work
interesting and let them enjoy at theworkplace in order to motivate
them [Sha12].Finally, the contribution of this study is it will
definitely benefit employers,administrators and companies who
lack of well-motivated employees by guiding them to havebetter
ways to motivate their employees at the workplace in order to
have a successful business.