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Abcd - Hey....

Business Analytics (Graphic Era Deemed to be University)

Studocu is not sponsored or endorsed by any college or university

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SUMMER TRAINING REPORT

On
<HUMAN RESOURCE PROCESS=
IN STEP UP ERA ORGANISATION
Submitted to the Uttaranchal University in partial fulfilment of the
requirements for the award of the Degree of

BACHELOR OF BUSINESS ADMINISTRATION

Submitted by
VARSHA
Under the Guidance of
Guide name with Designation
<Ms. Sanyukta Chhibber=
Assistant Professor
Industry guide name with Designation
<Mr. SHASHANK SHEKHAR=
CHIEF HUMAN RESOURCE OFFICER

(Batch: 2019-2022)

UTTARANCHAL UNIVERSITY, DEHRADUN

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Uttaranchal Institute of Management

Uttaranchal University
Dehradun

CANDIDATE’S DECLARATION
I, Varsha hereby declare that the Dissertation, entitled <HR MANAGEMENT IN AN
ORGANIZATION=, submitted to the Uttaranchal University, Dehradun in partial fulfilment of the

requirements for the award of the Degree of Master of Business Administration are a record of
original

research work undergone by me under the supervision and guidance of MS. Sanyukta Chhibber,
Uttaranchal Institute of Management, Uttaranchal University, and it has not formed the basis for the
award of any Degree/Fellowship or other similar title to any candidate of any University/Institution.

Date: Signature of the Student

Date:

Signature of faculty Guide

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ACKNOWLEDGEMENT

The joy of ingenuity!!! This is doubtlessly what this project is about. Before getting to bras
stacks of things. I would like to add a heartfelt word for the people who have helped me in
bringing out the creativeness of this project.

thanks to Mr. Shashank Shekhar (Chief Human Resource Officer) giving me the opportunity
to work in his reputed organization. I would also like to extend my thanks to all other staff at
STEP UP ERA who have co-operated and supported me towards the successful completion
of this project.
My sincere regards and gratitude to our faculty for giving me support throughout my B.B.A.
degree and thus made me capable of being worthy of recognition. I am extremely indebted
and too thankful to my project guide, Ms. Sanyukta Chhibber who has been most co-
operative and encouraging throughout this project. Without his initiative and constant
support this project wouldn9t have taken place. Last but not the least I am very grateful to
all the advisors who took out some invaluable time out of their busy schedule and they
responded to my questionnaire and queries and provided me with all the valuable
information.

My parents need special mentions here for their constant support and love in my life. I also
thank my friends and well-wishers, who have provided their whole hearted support to me in
this exercise. I believe that this Endeavor has prepared me for taking up new challenging
opportunities in future.
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Executive Summary

The project titled 'Human Resource Process' Undertaken in Unique consultancy and
management. The project report is about human resource planning that9s an important part
of any organization. Which is considered as a necessary asset of a company. Infect, human
resource planning gives a home ground to the organization a document that is needed for
proper functioning of the organization. It gives an organizational structure of the company.
It9s a methodology in which the particular organization works and how a new candidate
could be recruited in such a way that he/she would be fitted for the right kind of career.
There are two types of factors that affect the Recruitment of candidates for the company: -
1. Internal factors
2. External factors
The objective of selection decision is to choose the individual who can most successfully
perform the job from the pool of qualified candidates. Selection process or activities
typically follow a standard pattern beginning with an initial screening interview and
concluding with final employment decision.

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TABLE OF CONTENTS

TITLE PAGE NO.

COMPANY CERTIFICATE i
Candidate’s Declaration ii
Acknowledgement iii
Executive Summary iv
Table Of Contents v
Chapter 1: INTRODUCTION TO TOPIC 1-7
Chapter 2: COMPANY PROFILE 8-21
Chapter 3: RESEARCH OBJECTIVE AND METHODOLOGY 22-23
Chapter 4: DATA ANALYSIS AND INTERPRETATION 24-39
Chapter 5: FINDINGS, SUGGESTIONS AND 40-42
CONCLUSION
Annexure:
a) Questionnaire 43-45
b) Bibliography

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CHAPTER - 1

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INTRODUCTION
HUMAN RESOURCE PROCESS
Human Resource Process is concerned with the <people= dimension in
management. Getting and keeping good people is critical to the success of
every organization, whether profit or non-profit, public or private.
HRP is defined as a procedures, policies, and programmes designed to
recognize both individual and organization goal. It is the process of binding
peoples and organization together so that the objectives of each is achieved.
HRP is the process consisting of four functions-acquisition, development,
motivation, and maintenance-of human resources
1. ACQUISITION FUNCTION: It begins with planning. Relative to human
resource requirements, we need to know where we are going and how we are
going to get there. Acquisition includes the recruitment, selection and
socialization of employees.
2. DEVELOPMENT FUNCTION: This can be viewed along three dimensions. The
first is employee training, which emphasizes skill development and the
changing of attitude among workers. The second is management development,
which concerns itself primarily with knowledge acquisition and the
enhancement of an executive9s conceptual skills.
The third is career development.
3. MOTIVATION FUNCTION: It begins with recognition that individuals are
unique and that motivation technique must reflect the needs of each
individual. Within motivation function, alienation, job satisfaction,
performance appraisal, rewards, compensation and benefits administration
are reviewed.
4. MAINTENANCE FUNCTION: It is concerned with providing those working
conditions that employees believe are necessary in order to maintain their
commitment to the organization.

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HRP AND THE 3 Ps

• PEOPLE: It is now an established fact that the core strength of an
organization lies in its human resources and it would not be an exaggeration to
say that all other resources can be replaced except the human resources.
• PROCESSES: Organizational resources evolve over a period of time and often
these are treated as sanctimonious. The justification for doing so is the belief
that what has worked so well in the past would work in the future so well.
However, in the fast-changing world, much emphasis is laid on flexibility and
adaptability. Also, in the past, it would have been a Herculean task to re-
engineer the processes, but an IT-enabled environment re-engineering of the
processes at the server level would simultaneously and effortlessly lead to
reengineering across the organization.
• PERFORMANCE: The existence of an organization is primarily dependent on
its ability to create value and continuously increase the rate of return on
investment (ROI). The two pillars supporting the performance of an
organization are people and IT. The integration of these two factors plays the
pivotal role in improving the performance of an organization at both individual
and organizational levels.
FLOW OF ACTIVITIES IN HRP FUNCTION

Culture building
Corporate Strategy

Leadership & Competency

Team building Mapping

Business Plans

Performance Manpower
HRM Strategy
Management Planning

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IMPORTANCE OF HRP
HRP are the most important productive asset of an organization capital resources by
Their self cannot be productive it is through the combine effort of human resource they
become responsible.
IMPORTANCE OF HUMAN FACTOR FOR AN ORGANIZATION:

➢ Good HR practices can help in attracting and retaining the best people in the
organization.

➢ Appropriate recruitment and selection activities identifies the best people for available
job and make sure that they are placed in suitable position.

⮚ Good HR practices can motivate organizational members to do outstanding work.

⮚ HRP establishes mechanism for administration of welfare services like medical, housing
etc for the workers this creates a team of committed and loyal workers of the organization

⮚ Effective HR practices leads to healthy employer and employee relationship and

establishes industrial harmony.

⮚ Change is necessary for the organization; HR manager can prepare the people adopt to
changes by providing training and development.
IMPORTANCE OF HUMAN FACTOR FOR THE SOCIETY:

⮚ It provides sound personnel policies for socio-psychological satisfaction to people at

work.

⮚ It maintains a balance between the job available and the job seekers in terms of
numbers, qualification, needs, and skills.

⮚ It maintains the skills of HR through the conservation of physical and mental health of
people.
IMPORTANCE OF HUMAN FACTOR FOR THE NATION:
Efficient management of HR can play a vital role in the growth, development, and self-
sufficiency of a nation. Committed manpower is necessary for the effective and efficient
exploration and utilization of a nation9s physical, financial, and natural resources.
If people are educated, skilled, efficient the country will progress. Proper management
of people results in their development which in turn speed up the process of economic
growth of the nation.

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FUTURE OF HRP

Personnel Management has changed a lot in last 10 years the name has changed from
personnel management to Human Resource Process / Management. The owners are
replaced by professionals9 managers, the emphasis is on human dignity. The future trend of
HRP can be stated as follows:

⮚ The new work ethics is developing a great tendency of cooperative management the
HRP has to devote time towards group cohesiveness.

⮚ The new criteria of performance appraisal have to be developed.

⮚ Greater attention will be on human problem of adjustments towards change.

⮚ More emphasis is on training and development of employees.

⮚ There would be considerable advancement in the HR policy and the demand of better
educated workforce with the greater autonomy at the work place.

⮚ There would require the change in the manpower education level.

⮚ There would be increasing importance of occupational health and safety programmes

. ⮚ New forms of compensation would develop method of sharing the gain and profit.
HUMAN RESOURCE PLANNING

<Alice: Would you tell me, please, which way I ought to go from here?
Cheshire Cat: That depends a good deal on where you want to go.
Alice: I don9t care where&&
Cheshire Cat: Than it doesn9t matter which way you go.=
-Lewis Carroll
Before you depart on a journey, it is necessary to know your destination. The steps you take
before beginning any trip appear quite simple: determining where you are; determining
where you want to go; and, finally, suggesting a route that can take you from where you are
to where you want to be. In an elementary form this is what planning is all about- knowing
where you are going and how you are going to get there.

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DEFINITION OF HR PLANNING

HR Planning is one of the most important elements in the successful HRM program. A survey
of chief executives, for example, found that 85% listed HR planning as one of the most
critical management undertakings of this decade. But what does the term HR planning
mean?
Specifically, HR Planning is the process by which an organization ensures that it has
the right number and kinds of people, at the right places, at the right time, capable of
effectively and efficiently completing those tasks that will the organization achieve its
overall objectives. HR planning then translates the organization9s objectives and plans into
the number of workers needed to meet those objectives. Without clear-cut planning,
estimation of an organization9s human resource need is reduced to more guesswork.
To ensure that people are available to provide the continued smooth development
of the organization. Organizations engage in HR Planning. The purpose of HR Planning is to
assess where the organization is, where it is going, and what implications these assessments
have on future supplies of and demand for human resources. Attempts then must be made
to match supplies and demands, making them compatible with the achievement of the
organization9s future needs.
<HR Planning is the process of determining HR requirements and the means of
meeting those requirements in order to carry out the integrated plan of the organization.=
-Coleman
<HR Planning is the strategy for the acquisition, utilization, improvement, and
preservation of an enterprise9s human resources. It relates to establishing job specifications
or the quantitative requirements to the jobs determining the number of personnel required
and developing source of human resource.= -Stainer

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According to WICKSTROM, HR Planning consists of series of activities:

⮚ Forecasting future HR requirements either in terms of mathematical projections of trends

in the economic environment and development in industry or in terms of judgment
estimates based upon the specific future plans of a company,

⮚ Making an inventory of present human resources and assessing the extent to which these
resources are employed optimally,

⮚ Anticipating human resource problems by projecting present resources into the future
and comparing them with the forecasts of requirements to determine their adequacy, both
quantitatively and qualitatively, and

⮚ Planning the necessary programmes of requirements, selection, training, development,

utilization, transfer, promotion, motivation, and compensation to ensure that future human
resource requirements are properly met.
FACTORS AFFECTING HRP
Human Resource Planning is affected by following factors:

⮚ It is time consuming process so urgent need of inflow or outflow of human resource

cannot be dealt.

⮚ There is a conflict between quantitative and qualitative approach to human resource

planning. Some view it as skill-oriented game.

⮚ Non-involvement of operative manager hinders the successfulness of human resource

planning as operative manager knows the right skill and right number.

⮚ Its successfulness depends upon the availability of time.

⮚ There is lack n of appropriate skills, abilities, and capacities to execute the task is general
problem experienced by the manager.
IMPLEMENTATION OF HRP
Labour demand forecasts affect a firm9s progress in many different areas including
recruitment, selection, performance appraisal, training, transfer and other career
enhancement activities. These activities all constitute action programmes. Action
programmes help organizations adapt to changes in the environment. Some activities
included in the action programmes are:

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❖ Recruitment Plans: Recruitment plans indicate the number and type of people required
at the specified time period. The recruitment plan has a direct link with HR plan and the
management will develop strategies accordingly.

❖ Selection and Promotion Plans: Organization9s strategy will always be to select

employees who have already developed the skills necessary to perform competently.

❖ Training Plans: It indicates the number of employees at all levels who will undergo
training and identify the need for training. This is directly linked to organizational growth
plans and future strategies.

❖ Retention Plans: It indicate the reasons for employee turnover and show strategies to
avoid wastage through compensation policies or change working conditions.

❖ Appraisal Plans: An appraisal system can be strengthened when the selection process
selects competent employees and the system of functioning motivates the employee for
enhanced performance.

❖ Redeployment Plans: It identify the employees who need to be transferred, trained, or

relocated because of technical obsolescence or overstaffing.

❖ Downsizing Plans: It is step taken by the management to offload overstaff by identifying

redundancies and resorting to voluntary retirement schemes, golden handshake, layoff, etc.
In essence, HR Planning is usually done for a short-term period and for a long-term
period. Short-term planning usually aims at meeting exigencies, arising out of sudden deaths
or resignations. Keeping the replacement charts ready is one way to handle the short-term
requirements. Little training at certain levels or times might take care of inadequacies in the
short-term planning process.
LIMITATIONS OF HRP
The planning process has some inherent limitations and problems:

❖ Problem of Accuracy: It may be ambitious venture to predict workforce demands for the
future, as it is linked to many uncontrollable factors. Changing trends, as we are witnessing
now, is a good example of such factors, which involves a complete shift in the nature of
work plans, etc.

❖ Emphasis on Quantitative Aspects: The forecasting methods are highly dependent on

quantitative methods, and the work-related human aspects such as motivation, morale,
career goals, etc. are ignored.

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CHAPTER - 2

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Company Profile

Step Up Era is a community of learners and educators who aim at instilling relevant skills in
the young generation that would help them in acquiring a decent Entry level jobs and also
for those who want upskilling. We also focus on all round development of students and
provide them with courses related to skill development.

Step Up Era is the 21st-century professional development initiator who provides a

community-based ecosystem for the full potential development of young minds. What is of
utmost importance when it comes to tier 2/3 cities, <With this, we are not trying to solve
any problem? We are instead trying to unearth the hidden talent within 60–65% of the
Indian population residing in tier-2/tier-3 and rural areas. These guys have such amazing
grasping power and learning ability that with sincere efforts can do miracles. And, in this
process, a by-product is the solution to a bigger problem we as a country face today, that is,
migration to metros, because most jobs there are converged in top 15–20 cities.

Our Tagline is-

START -> STRIVE -> SUCCESS

Why Choose us
<To make quality education accessible to the youth learners coming from different regions
and different strata of the Society and to provide the same to them as per their individual
choices and inclination at affordable prices.=
Our Mission

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<To provide global knowledge and skill development to the youth through a community-
driven ecosystem with individual, corporate, & social awareness, also to make them a part
of the global workforce to meet the present challenges of the industry.=
Our Visions
<Develop the digital learning platform to fulfil the growing needs across different sectors
within an opportune time to hone the skills of the youth of 8Real Bharat.=

OUR SERVICES

▪ Community Based Digital Ecosystem: -

Being a Step-Up Era Family Member means joining a network of impassioned
learners and instructor dedicated to creating a better world through skill
development. With discounts on certification courses, professional
development, events and exclusive access to our insights, research and
online community, you9ll have the tools you need to drive your career for
better growth and development.
▪ Career Counselling: -
Career Counselling is a process that focuses on helping one understand one9s
own self, as well as work trends so that one can take an informed decision
about career and education. Career Counselling helps manage a diverse
range of problems such as low concentration levels to poor time
management, trust issues with family to non-agreement between parents
and children on which career to choose.

▪ Social Development: -
Social development is about improving the well-being of every individual in
society so they can reach their full potential. The success of a society is linked
to the well-being of each and every citizen. Social development means
investing in people. It requires the removal of barriers so that all citizens can
journey toward their dreams with confidence and dignity. It is about refusing
to accept that people who live in poverty will always be poor. It is about
helping people so they can move forward on their path to self-sufficiency.

Every New Member of the Step-Up Era Family must have the opportunity to
grow, develop their own skills and contribute to their families and
communities in a meaningful way. If they are healthy, well educated, and
trained to enter the workforce and are able to make a decent wage they are
better equipped to meet their basic needs and be successful. Their families
will also do well and the whole of society will benefit.

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▪ Entrepreneurial Development: -
Entrepreneurship development is the means of enhancing the knowledge
and skill of entrepreneurs through several classroom coaching and programs,
and training. The main point of the development process is to strengthen and
increase the number of entrepreneurs. This entrepreneur development
process helps new firms or ventures get better in achieving their goals,
improve business and the nation9s economy. Another essential factor of this
process is to improve the capacity to manage, develop, and build a business
enterprise keeping in mind the risks related to it.

▪ Professional Development: -
The professional world is becoming increasingly competitive and is constantly
changing, so professional development and continual learning are more
important than ever in being successful and achieving career goals.
Technologies and best practices are evolving and progressing in every
industry, making it crucial for both new and experienced professionals to
continue developing their skills and honing their knowledge.

▪ Personal Development: -
Personal development is a push. It9s a struggle. It9s a challenge. There
wouldn9t be any winning without a challenge. That9s what life is all about. It9s
the struggle and the challenge to develop ourselves and our skills to see what
we can create in the way of value in the marketplace. It9s taking those skills
and value to the marketplace and seeing what it will return for us.

JOB ANALYSIS
<We analyse our jobs here once every ten years, whether we need to or not.=
-Anonymous

A Job Analysis is a systematic exploration of the activities within a job. It is a

basic technical procedure, one that is used to define the duties,
responsibilities, and accountabilities of a job. This analysis:

<Involves compiling a detailed description of task, determining the

relationship of the job to technology and other jobs and examining the
knowledge, qualifications or employment standards accountabilities and
other incumbent requirements.=

In fewer words, we can say that job analysis indicates what activities and
accountabilities job entails. There is no mystery to a job analysis; it is just an
accurate recording of the activities involved.
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In recording these activities, we are simply gathering information. And while

every job is multifaceted, we must confine our information gathering to
specific job attributes. What are these attributes?

Figure depicts the job analysis information hierarchy. We begin with the
smallest segment of information, which we call an element. A job element is
the smallest unit into which work can be divided. Putting a tomato on a
hamburger is an example of an element in the job of a fry cook at
McDonald9s.

A task is a distinct work activity carried out for a distinct purpose. Examples
would include typing a letter, preparing a lecture, or unloading a mail truck.

A duty is a number of tasks. Counselling students is the duty of a college

instructor. A general accounting clerk9s duty might include preparing the monthly income
statement and distributing the payroll check.

A position refers to one or more duties performed by one person in an

organization. There are at least as many positions as there are workers in the
organization; vacancies may create more positions than employees. Examples
of positions include Supervisor-Grade 4; Accounts Payable
Clerk 1; and Assistant Professor, level 2.

A job is a type of position within the organization. If a large insurance

company employs sixty life insurance actuaries, then there are sixty positions,
but just one life insurance actuary job.

A job family is a group of two or more jobs that either call for similar worker
characteristics or contain parallel work tasks as determined by job analysis.
At the previously mentioned insurance company, service clerks and policy
correspondents represent two jobs that frequently are placed in a common
job family because they have similar worker characteristics.
An occupation is a group of similar jobs found across organizations.
Electrician, accountant, and service maintenance engineer are examples of
occupation
A career represents a sequence of positions, jobs, or occupations that a
person has over his or her working life.
Why it is important to know the terms defined above? As we will show, job
analysis begins at the level of the element and attempt to build
understanding of jobs, occupations, and careers as components are combine.
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In other words, the previous definitions should help you to see how jobs
evolve and develop.

PROCESS OF JOB ANALYSIS

The process of job analysis is an elaborate one involving job descriptions,
specifications, and evaluations. Each of these steps involves a meticulous way
of collecting information and preparing job descriptions so that there can be
clear idea of the job and duties to be performed. The job specification
identifies the types of skills, knowledge, and qualification the candidates
need to possess in order to execute the task efficiently.

According to Boston Consulting Group, job analysis is undertaken to collect or

obtain one or more of the following types of information regarding the job:

❖ Work Activities: This includes the information about the actual work
activities performed such as cleaning, selling, teaching, or painting. Such a list
may also indicate how, why, and when the worker performs each activity.
❖ Human Behaviours: Information about human behaviour such as sensing,
communicating, deciding, and writing may also be collected.
❖ Performance Standards: Information regarding the performance
standards is collected keeping in view the quantity of work done or quality of
each duty performed.
❖ Machines, tools, equipment’s, and work aids: The kinds of products
made, material processed, knowledge dealt with or applied, and services
offered come under this category of information.
❖ Job Context: The information regarding work conditions, work schedule,
incentives for doing work come under this category.
❖ Human Requirements: Finally, information is compiled regarding human
requirements of the job, such as job-related knowledge or skills, and required
personal attributes.

STEPS IN THE PROCESS OF JOB ANALYSIS:

Work analysis follows a system approach. It involves the following steps:

● Identify the work process of concern

● Select and train a team to conduct the analysis.
● Identify the main results required.
● Identify the participants in the work process.
● Track the work process using the documents, trails or information.
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● Subsequent, to identify the overall work process, add to the work analysis
the documents or information added or created and results produced for
each activity.
● Then use the work analysis form to assess beneficial actions such as:

✔Whether activities and functions could be effectively combined;

✔How interfaces might be simplified;
✔How documents might be combined;
✔Where critical delays or possible quality problems might arise; and
✔Where skills may be needed.

PURPOSE OF JOB ANALYSIS

The purpose of Job Analysis is to establish and document the 'job
relatedness' of employment procedures such as training, selection,
compensation, and performance appraisal.

Determining Training Needs

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

develop:

● training content
● assessment tests to measure effectiveness of training
● equipment to be used in delivering the training
● methods of training (i.e., small group, computer-based, video, classroom...)

Compensation

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

● skill levels
● compensable job factors
● work environment (e.g., hazards; attention; physical effort)
● responsibilities (e.g., fiscal; supervisory)
● required level of education (indirectly related to salary level)

Selection Procedures

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

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● job duties that should be included in advertisements of vacant positions;

● appropriate salary level for the position to help determine what salary
should be offered to a candidate;
● minimum requirements (education and/or experience) for screening
applicants;
● interview questions;
● selection tests/instruments (e.g., written tests; oral tests; job
simulations);
● applicant appraisal/evaluation forms;
● orientation materials for applicants/new hires

Performance Review

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

● goals and objectives

● performance standards
● evaluation criteria
● length of probationary periods
● duties to be evaluated

METHODS OF JOB ANALYSIS

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

include:

❖ Observation Method: Using this method job analyst watches employees

directly or reviews films of workers on the job. While the observation method
provides first-hand information, workers in many cases do not function most
efficiently when they are being watched. Thus, distortion in the job analysis
may occur. This method also requires that the entire range of activities be
observable; possible with some jobs, but impossible for many e.g.,
managerial jobs.

❖ Individual Interview Method: Using this method job incumbents are

selected and extensively interviewed. The results of these interviews are
combined into a single job analysis. This method is effective for assessing
what a job entails, but is very time consuming.

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❖ Group Interview Method: This method is similar to the individual

interview method except that the number of job incumbents are interviewed
simultaneously. Accuracy is increased in assessing jobs, but group dynamics
may hinder its effectiveness.

❖ Structured Questionnaire Method: Using this method workers are sent a

structured questionnaire on which they check or rate the items they perform
on their job from a long list of people task items. This technique is excellent
for gathering information about jobs. However, exception to the job may be
overlooked and feedback is often lacking.

❖ Technical Conference Method: this method utilizes supervisors with

extensive knowledge of the job. Here, specific characteristics of the job are
obtained from the <experts=. Although a good data gathering method, it
often overlooks the incumbent workers9 perception about what they do on
their jobs.
❖ Diary Method: This method requires job incumbents to record their daily
activities. It provides much information but is seldom applicable to job
activities. The diary method is the most intrusive of the job analysis methods,
requiring much work on the part of the incumbent
and accordingly requiring much time. To capture the entire range of work
activities, this method may have to continue for long periods of time-all
adding to its cost.

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

questionnaire to identify job duties, responsibilities, equipment used, work
relationships, and work environment. The completed questionnaire would
then be used to assist the Job Analyst who would then conduct an
interview of the incumbent(s). A draft of the identified job duties,
responsibilities, equipment, relationships, and work environment would be
reviewed with the supervisor for accuracy. The Job Analyst
would then prepare a job description and/or job specifications.

The method that you may use in Job Analysis will depend on practical
concerns such as type of job, number of jobs, number of incumbents, and
location of jobs.

WHAT ASPECTS OF JOB ANALYSIS ARE ANALYSED?

Job Analysis should collect information on the following areas:

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● Duties and Tasks - The basic unit of a job is the performance of specific
tasks and duties. Information to be collected about these items may include:
frequency, duration, effort, skill,
complexity, equipment, standards, etc.
● Environment - This may have a significant impact on the physical
requirements to be able to perform a job. The work environment may include
unpleasant conditions such as offensive odours and temperature extremes.
There may also be definite risks to the incumbent such as noxious fumes,
radioactive substances, hostile and aggressive people, and dangerous
explosives.
● Tools and Equipment - Some duties and tasks are performed using specific
equipment and tools. Equipment may include protective clothing. These
items need to be specified in a Job Analysis.
● Relationships - Supervision given and received. Relationships with internal
or external people.
● Requirements - The knowledges, skills, and abilities (KSA's) required to
perform the job. While an incumbent may have higher KSA's than those
required for the job, a Job Analysis typically only states the minimum
requirements to perform the job.

FUNCTIONAL JOB ANALYSIS

Functional Job Analysis was developed by the Department of Labour (DOL).
This procedure describes what a worker does by having someone observe
and interview the employee. This information is then catalogued into three
general functions that exists in all jobs-data, people, and
things (see figure). An office receptionist clerk, for example might be found to
copy the data, speak with people and handle things. The job would be coded
as 5,6,7. This type of coding of key elements has already been done for over
thirty thousand jobs titles in the Dictionary of Occupational Titles, readily
available from the U.S. government. Use of this publication can
significantly reduce the management9s burden of gathering information on
jobs for its organization. Additionally, the DOL job codes are supplemented
with a detailed narrative. So, the data on the office receptionist clerk job,
described above, would also tell us exactly what data are copied,
with whom the job holders speak, and which things are handled.

The DOL technique allows managers to group jobs into job families
that require similar kinds of worker behaviour.

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PURPOSES OF JOB ANALYSIS

We have developed above a schematic diagram of the purpose of the job
analysis. Each of these categories-job descriptions, job specifications, and job
evaluation-serves a distinct purpose in the job analysis process. The
misconception about the job analysis is that it is a tangible product. It
is not. The job analysis is the conceptual, analytical process or action from
which we develop our tangible outcomes: job descriptions, job specifications,
job evaluations. Now let us explore each of these:

Job Descriptions

It is a written statement of what the jobholder does, how it is done, and why
it is done. It should accurately portray job contents, environment, and
conditions of employment. A common format for job description includes the
job title, the duties to be performed, the distinguishing
characteristics of the job, and the authority and responsibilities of the job
holder. An example of a job description for a record clerk at the Western
Electric Company is provided in the figure.

A job description is a written statement of the duties, responsibilities,

required qualifications, and reporting relationships of a particular job. Job
description set clear expectations for what you
expect from people.
Ferdinand Fournies in Why Employees Don9t Do What They9re Supposed
to Do and What to Do About It (1999) says you need to ensure that they
clearly understand your expectations. This understanding starts with the job
descriptions. Job descriptions helps you clarify all your
legal bases.

Job Specifications

It states the minimum acceptable qualifications that the incumbent possesses

to perform the job successfully. Based on the information acquired through
analysis, job specification identifies the knowledge, skills, and abilities
needed to do the job effectively. Individuals possessing the personal
characteristics identified in the job specification should perform the job more
effectively than individuals lacking these personal characteristics. The job
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specification, therefore, is an important tool in the selection process, for it

keeps the selector9s attention on the list of qualifications necessary for an
incumbent to perform the job and assists in determining whether candidates
are qualified.

Job Evaluation

Job analysis is also valuable in providing the information that makes

comparison of jobs possible. If an organization is to have an equitable
compensation program, jobs that have similar demands in terms of skills,
education, and other personal characteristics should be placed in common
compensation groups. Job evaluation, t contributes towards that end by
specifying the relative value of each job in the organization.

RECRUITMENT

<Is your advertising getting results?= <It sure is! Last week we advertised for a
night watchman and the next night we were robbed.= -Anonymous

Successful human resource planning should identify our human

resource needs. Once we know these needs, we will want to do something
about meeting them. The next step in acquisition function, therefore, is
recruitment. This activity makes it possible for us to acquire the number
and types of people necessary to ensure the continued operation of the
organization. Recruiting is the discovering of potential candidates for actual
or anticipated organizational vacancies. Or, from another perspective, it is a
linking activity-bringing together those with jobs to fill and those seeking
jobs.

The ideal recruitment effort will attract a large number of qualified

applicants who will take the job if it is offered. It should also provide
information so that unqualified applicants can self-select themselves out of
job candidacy; that is, a good recruiting program should attract the qualified
and not attract the unqualified. This dual objective will minimize the cost of
processing unqualified candidates.

CONSTRAINTS ON RECRUITING SOURCES

Before we discuss the sources of recruitment, the pragmatics is attempting to
attract qualified applicants should be recognized. While the ideal recruitment
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will bring in a large number of qualified applicants who will take the job if it
is offered, the realities cannot be ignored. We can narrow our focus by
suggesting five specific constraints:

❖ Image of the Organization: It is well known fact that candidates will be

attracted to a reputed organization only. This has been proved particularly in
younger age group and college students who are interested in building their
careers and employees who are already working in reputed firms would like
to continue in such organization.
❖ Attractiveness of the Job: If the position to be filled is unattractive,
recruiting a large and qualified pool of candidates will be difficult. In the
recent past it has been observed that employers find it difficult to get
suitable candidates for jobs that are considered as routine, boring, physically
hazardous, wrongly scheduled, anxiety creating, low paying, lacking in
promotional potential, etc.
❖ Organizational Policies: Certain organizational policies like promotions
from within may attract applicants at the initial level but not at higher
positions. Although this is promising, once one is hired, it may reduce the
number of applications for higher positions.
❖ Legislation: An organization has to comply with the existing rules
governing the recruitment process and cannot make any discrimination on
the basis of physical appearance, gender, religious background, etc.
❖ Costs of Recruitment: Recruiting efforts by an organization always
expensive. This continuing search for best applicants may be limited by
budgetary constraints.
❖ Keeping in view the above constraints and challenges, it would be better
for an organization to have a recruitment policy of its own. Such a policy
asserts the objectives of the recruitment and provides a framework of
procedures for implementation of the recruitment programme in the form of
procedures

SOURCES OF RECRUITMENT

There are two general sources of recruitment-internal and external

Internal Source: It seeks candidates from among the ranks of those currently
employed. Many large organizations will attempt to develop their own
employees for positions higher than the entry level. According to Jack Stack
(1998), the advantage of internal recruitment policy is:
● It is good public relation.
● It builds employee morale.
● It encourages good individuals who are ambitious.
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● It improves the probability of good selection, since information on the

individual9s performance are readily available.
● It involves less cost than going outside to recruit.
● Those chosen internally already know the organization.
● When carefully planned, promoting from within can also act as a training
device for developing middle- top-level managers.
However, certain disadvantages also exist in the internal recruitment process:
● When the organization contemplates change, the existing employees may
not act as change masters.
● A monotonous kind of environment prevails in the organization.
● Internals candidates may make some irrational move from one department
to another for the simple reason that would pay well.

SOME INTERNAL SOURCES

❖ Employee Reference: It is an excellent means of locating potential

employees for those hard-to-fill positions. A recommendation from a current
employee regarding the job applicant is considered the best source because
an employee will recommend someone only when he believes that the
individual can perform efficiently. While recommending, the reputation of
the person who recommends is at stake and, hence, a careful judgement
is ensured. It gives the applicant a more realistic view and information about
the job than what is conveyed through advertisement. This information
reduces realistic job anxieties and increases job survival.
❖ Present Employees: It recruits currently recruited workers. Present
employees can be also be recruited this can take the form of transfer,
promotion. This is an efficient method of recruitment as it helps in motivating
employees to work hard efficiently and effectively. It increases work
performance and helps in increasing productivity.
❖ Previous Applicants: Applications or applicants who have been rejected
earlier can also be called upon in case if there is vacancy. Instead of inviting
new applications and wasting lot of money again it will be much better to
process the previously received applications.

External Source: It concerns recruitment from outside the organization. Researchers agree
that this process facilitates entry of new people and ideas into the organization. However,
the acceptance and reaction to a new entrant is sometimes sceptical and may have a
negative impact on group cohesive and morale. The advantage of external recruitment is:

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● It is open process.
● It makes the availability of talented candidate.
● It gives the opportunity to select the best candidate.
● It provides a healthy competition.
● The pool of candidates available are everlasting and never dried up.

Some of the disadvantages of external source of recruitment are:

● It is usually a costly process.

● It takes lot of time and therefore it is time consuming.
● Employees who have been selected may be unfamiliar with the
organization.

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CHAPTER - 3

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RESEARCH METHODOLOGY

OBJECTIVE OF THE STUDY

The objective behind studying this topic is:
● To understand the main responsibilities and objectives of human resource function and
how these policy areas and roles have evolved overtime.

• To develop an understanding of the main HR roles and to be aware of the

competencies needed for HR functional expertise and to explain the major issues
involved in recruiting and selecting applicants.
Research Design
Definition: Research Design is a plan for collecting and utilizing data so that desired
information can be obtained with sufficient precision or so that a hypothesis can be tested
properly
Descriptive research is a research design in which the major emphasis is on determining the
frequency with which something occurs
This is a descriptive survey research using the case study method.
<A descriptive survey involves asking the same set of question=.
<Descriptive study describes a given state of affairs as fully and carefully as possible.=
As only one organization was considered for this study, the case study method was used.

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Population and sample

Population
The population for this study included all organization which were registered companies.
Sample
Since this research is a case study, the researcher selected a single organization. The sample
for this study was Step up Era organisation. The Organisation was selected on the basis of its
proximity: and the approval of the management.
Sample Size
The sample size selected for this study is 100. 100 employees were interviewed to know the
status of HR Process conducted at Step Up Era organisation.
Data Collection
The process of research includes the data collection as the most significant part. The
primary data are those which are collected afresh for the first time and in the original
character. These are the different
method of collecting data. Such as: -
a. Observation Method
b. Interview Method
c. Questionnaire (structured and unstructured)
d. Schedule

Sampling Method
The data for this study was collected using the following methods: -
1. Interview method
The researcher personally interviewed the Regional Manager.
2. Structured Questionnaire
A structured questionnaire constructed by the researcher was administered to the Regional
Manager.
For the purpose of carrying out the said objective, the questionnaire was given to 100
employees and the data were collected and proper feedback was taken by them. The data
so collected were properly recorded in such a way that, it is convenient to analyse and find
results of the study.
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CHAPTER - 4

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DATA ANALYSIS AND INTERPRETAITON

Sample
The sample of 100 employees for the study was on the organization -Step Up Era
Data for Analysis
The data for analysis was collected using a questionnaire and also interviews. The
management and employees of the organization was considered for the study, these
include the Regional Manager.
Since the sample size within the organization was restricted to 100 employees a survey
regarding awareness and satisfaction about the Human Resource Process practiced in the
organization was conducted.
Interpretation of Data
Data were analysed on the basis of the feedback collected from the employees regarding
the awareness and satisfaction of the Human Resource Process of Step-Up Era.
Questionnaire and Pictorial representation of Data Collected From 100 Employees

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1. Is there a proper Human Resource Process followed in your organization?

(a) Yes (b) No

RESPONSES FREQUENCY PERCENTAGE

YES 85 85%
NO 15 15%
TOTAL 100 100

Column1

yes no

INTERPRETATION
From the above chart it is quite clear that 85% of the employees thinks that the human
resource process is properly being followed in step up era organization and the rest 15%
don9t think so.

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2. Are you aware of the method of Human Resource Process followed in your organization?
(a) Yes (b) Partially (c) No

RESPONSES FREQUENCY PERCENTAGE

YES 60 60%
PARTIALLY 35 35%
NO 5 5%
TOTAL 100 100

Column1

YES PARTIALLY NO

INTERPRETATION
From the above chart it is quite clear that 60% of the employees are fully awared about the
human resource process that is being followed in their organization and 35% of the
employees partially knows about the human resource process that is being followed in their
organization and rest of the 5% don9t know much about the HR processes that is being
followed in their organization.

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3. Do you think the method of Human Resource Process followed is transparent?

(a) Yes (b) Partially (c) No

RESPONSES FREQUENCY PERCENTAGE

YES 85 85%
PARTIALLY 5 5%
NO 10 10%
TOTAL 100 100

Column1

YES PARTIALLY NO

INTERPRETATION
From the above the chart it is quite clear that 85% of the employees thinks that the process
followed in the organization is transparent and is known to almost every employees and 5%
of the employees partially thinks that the HR process followed in their organization is
transparent and the rest of the 10% don9t think that the HR process followed in their
organization is transparent.

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4. How often is Human Resource Planning carried out?

(a) Quarterly (b) Half Yearly (c) Yearly

RESONSES FREQUENCY PERCENTAGE

QUARTERLY 2 2%
HALF 80 80%
YEARLY
YEARLY 18 18%
TOTAL 100 100

Column1

quarterly half yearly yearly

INTERPRETATION
From the above chart it is clear that about 80% of the employees thinks that the HRP is
carried out on half yearly basis and 18% of the employees thinks that the HRP is carried out
on yearly basis and rest of the 2% of the employees thinks that the HRP is carried out on
quarterly basis.

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5. Are you satisfied with the Human Resource Process followed in your organization?
(a) Yes (b)No

RESPONSES FREQUENCY PERCENTAGE

YES 80 80%
NO 20 20%
TOTAL 100 100

Column1

YES NO

INTERPRETATION
From the above chart it is clear that about 80% of the employees that are working in Step
Up Era are satisfied with the human resource process followed in their organization and the
rest of the 20% of the employees are not satisfied by the HRP followed in Step Up Era.

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6. Is there clear communication between the employer and employee regarding Human
Resource Process followed in the organization?
(a)Yes (b)No

RESPONSES FREQUENCY PERCENTAGE

YES 75 75%
NO 25 25%
TOTAL 100 100

Column1

YES NO

INTERPRETATION
From the above chart its clear that about 75% of the employees thinks that there is clear
communication between the employer and employee regarding Human Resource Process in
the organization and about 25% of the employees thinks that there is no clear
communication between the employer and the employee regarding HRP in their
organization

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7. Do you feel the staff evaluation process is fair?

(a) yes (b) no

RESPONSES FREQUENCY PERCENTAGE

YES 95 95%
NO 5 5%
TOTAL 100 100

Column1

YES NO

INTERPRETATION
From the above chart it is clear that about 95% of the employees thinks that the staff
evaluation process is fair in their organization and rest of the 5% thinks that the evaluation
of the staff is not fair in their organization.

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8. Do you feel your team members are receptive to your suggestions?

(a) Yes (b) Partially (c) No

RESPONSES FREQUENCY PERCENTAGE

YES 75 75%
PARTIALLY 15 15%
NO 10 10%
TOTAL 100 100

Column1

YES PARTIALLY NO

INTERPRETATION
From the above chart it is clear that about 75% of the employees thinks that the team
members are receptive to their suggestions and 15% of the employees thinks that the team
members are partially receptive to their suggestions and rest of the 10% of the employees
thinks that the team members are not receptive to their suggestions.

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9. Do your organization ask your views in doing expansion or diversification planning?

(a) yes (b) no

RESPONSES FREQUENCY PERCENTAGE

YES 98 98%
NO 2 2%
TOTAL 100 100

Column1

YES NO

INTERPRETATION
From the above chart its clear that about 98% of the employees thinks that their
organization asks their views during expansion or diversification planning and rest of the 2%
of the employees don9t think so.

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10.Are you able to strike a work-life balance with the organization?

(a) yes (b) partially (c) no

RESPONSES FREQUENCY PERCENTAGE

YES 55 55%
PARTIALLY 35 35%
NO 10 10%
TOTAL 100 100

YES PARTIALLY NO

INTERPRETATION
From the above chart its clear that about 55% of the employees are able to strike a work-life
balance with the organization and 35% of the employees thinks that work-life balance
partially strike with the organization and rest of the 10% of the employees thinks that the
work-life balance don9t strike with the organization.

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11. Were you given same job description as discussed in the interview?
(a) yes (b) no

RESPONSES FREQUENCY PERCENTAGE

YES 80 80%
NO 20 20%
TOTAL 100 100

Column1

YES NO

INTERPRETATION
From the above chart its clear that almost 80% of the employees got the same job
description as discussed in the interview and rest of the 20% of the employees didn9t got the
same as discussed in the interview.

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12. Do you think physical examination should be included in selection process?

(a )yes (b) no

RESPONSES FREQUENCY PERCENTAGE

YES 75 75%
NO 25 25%
TOTAL 100 100

Column1

YES NO

INTERPRETATIONFrom the above chart its clear that about75% of the employees think that
physical examination should be included in selection process and rest of the 25% of the
employees think so that physical examination should not be included in selection process.

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13 Are you satisfied with the overall recruitment and selection process of your company?
(a) Satisfied (b) neutral (c) dissatisfied
Responses frequency Percentage
Satisfied 60 60%
Neutral 30 30%
dissatisfied 10 10%

Column1

satisfied neutral dissatisfied

INTERPRETATION
From the above chart its clear that about 60% of the employees are satisfied with
the overall recruitment and selection process in their company and 30% of the
employees are neutrally satisfied with the overall recruitment and selection process
in their company and rest of the 10% of the employees are dissatisfied with the
overall recruitment and selecion process in their company

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14 According to you on what basis candidates should be evaluted for selection?

(a) Family background (b) experience (c) academic qualification (d) all three

RESPONSES FREQUENCY PERCENTAGE

FAMILY BACKGROUND 10 10%
EXPERIENCE 36 36%
ACADEMIC QUALIFICATION 32 32%
ALL THREE 22 22%
TOTAL 100 100

Column1

FAMILY BACKGROUND EXPERIENCE ACADEMIC QUALIFICATION ALL THREE

INTERPRETATION
The above diagram clearly depicts that the employees prefer Experience as a criteria to
select the candidate. Next they consider academic qualification should be given importance
while selecting a candidate. Only 10% are in favor of family background to be used as a
selection criteria by the company.22% of sample size is in favour of all the three factors that
are experience, academic qualification and family background.
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15.Do human resource planning helps the organization in achieveing the goals?
(a) Yes (b) No

RESPONSES FREQUENCY PERCENTAGE

YES 98 98%
NO 2 2%
TOTAL 100 100

Column1

YES NO

INTERPRETATION
From the above diagram its clear that the human resource planning helps the organization
in achieving the goals as 98% of the employees are in favour of it.

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CHAPTER - 5

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FINDINGS
As per the facts and Findings, of the study of the Human Resource Process at the Step Up
Organisation,we can say that the organization has got an informal yet established Human
Resource Process programme.
The method being used for appraising the employees is the checklist method,
containing.The simple checklist method as well as the weighted check listed method.
It has a periodic system of Human Resource Process system. The counseling procedure is
followed effectively in the organization for the employee performance development and
improvement .Positive actions are taken by the organization regarding the problems of the
employees of the organization. The industry also arranges for the training programmes for
the employees from time to time, especially for the new employees.

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SUGGESTIONS

Following are the recommendations concerning the Human Resource Process system of the
organization –
● Firstly, as the company follows a checklist method for the performance appraisal of the
employees, careful evaluation should be done as the statements may appear to be virtually
identical in describing the employee. The statements may have different meaning to
different raters. Secondly, in the weighted checklist method, the evaluator may have the
problem of not knowing the items which contribute mostly of successful performance.
So, the company should be very careful, as per kind of the person it appoints for the rating
purpose, the purpose should be very learned, skillful, knowledgeable and expert and
experienced in the job of rating of the employees being assigned under him.
● Step Up Era is following a good HR Process at their organization and adopting to
the changing environment but I recommend that company must improve further in order
to improve organizations overall productivity.
● Organization must try to develop high morale of the employees so that they can
contribute efficiently and effectively towards the organization.

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CONCLUSION
At last I would like to conclude my project on HUMAN RESOURCE PROCESS. This project has
examined the importance of Human Resource in the organization. Increasingly organization
are realizing that they need modern human resource requirements just to stay in business.
To some extent, this is driven by the increasing globalization, which is a strategic choice.
Success of every organization depends upon proper availability of human resource and its
maintenance. Organization must try its hard to properly follow the HR planning and must try
to keep the worker satisfied so that they can contribute their best and work effectively and
efficiently.
Recruitment and selection are key to HR activities in every organization. You cannot have an
organization until you hire some employees. Furthermore, you cannot sustain an
organization unless you replenish your human resources when they are depleted.
HR leaders need to make informed decision about the selection, design, and delivery of
training. HR also has the responsibilities of assuring that training is explicitly linked with the
organization9s strategy.
Thus, through this project report one can:
● have a reasonable understanding of the Human Resource Process;
● understand what needs to be done for its effective implementation;
● know the key areas of indicators;
● understand the benefits of the system;
● know how it helps in planning of career of employees;
● know how it helps in the future requirement of the organization as it grows

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BIBLIOGRAPHY

BIBLOGRAPHY
● Human Resource Planning Society:
http://www.hrps.org
● The Society for Human Resource Management:
http://www.shrm.org
● sMichael J. Jucius, Ph.D. (University of Arizona) – Personnel Management, Richard D.
Irwin, INC. Homewood, lllinois 60430, 1979 (Ninth Edition).
● Gary Dessler (Florida International University) – Essentials of Human Resource
Management, Prentice Hall, INC., 1999.
● David A. DeCenzo (Associate Professor of Management Towson State University) &
Stephen P. Robbins (Professor of Management San Diego State University),
Personnel/Human Resource Management, Prentice Hall of India Private Limited,
1989 (Third Edition).

● Ellen Ernst Kossek (School of Labor and Industrial Relations Michigan State
University) & Richard N. B9lock (School of Labor and Industrial Relations Michigan State
University), Managing Human Resources in the 21st Century, South-Western College
Publishing.
● P. Jyothi (School of Management Studies University of Hyderabad Hyderabad) & D.N.
Venkatesh (Manager, HR and Administration Institute for Development and Research in
Banking Techonology Hyderabad) Foreward by T.V. Rao(Chairman T.V. Rao Learning Systems
Pvt. Ltd Ahmedabad), Human Resource Management, Oxford University Press.
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ANNEXURE-I
QUESTIONNAIRE
1. Do you have an employee handbook?
(a) Yes [ ] (b) No [ ]

2. Do you have a job description for each employee?

(a) Yes [ ] (b) No [ ]

3. Were the employees selected on the basis of –

(a) Qualifications [ ]
(b) Experience [ ]
(c) Ability [ ]
(d) Others [ ]

4. How often are employees9 salaries revised?

(a) Once a year [ ]
(b) Once in 6 months [ ]
(c) Once in Two years [ ]
(d) On Promotion [ ]

5. How often is employee performance evaluated?

(a) Monthly [ ] (b) Quarterly [ ]
(c) Half Yearly [ ] (d) Yearly [ ]

6. Is performance evaluated on the basis of --

(a) Quality of job
(b) Ability to work with others
(c) Technical Skills
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7. Are employees informed about the standards they have to maintain?

(a) Yes [ ] (b) No [ ]
8. Is performance evaluated on the basis of ----?
(a) Observations [ ]
(b) Interviews [ ]
(c) Records [ ]
(d) Reports [ ]
9. Is performance evaluated on the basis of ----
(a) Comparison with other employees [ ]
(b) By comparing with their past performance [ ]
10. Are employees informed about their performance and advised?
(a) Yes [ ] (b) No [ ]
11. How often do you call an employee for counseling and advising?
(a) Monthly [ ] (b) Yearly [ ]
(c) When needed [ ] (d) Never [ ]
12. Do you have a performance profile for each employee, for each job?
(a) Yes [ ] (b) No [ ]
13. What is the promotion criteria ?
(a) Fixed procedure [ ]
(b) Random [ ]
14. Do you have a disciplinary or dismissal procedure for the employees not performing up
to the mark ? (a) Yes [ ] (b) No [ ]
15. What do you do with an employee with bad performance ?
(a) Dismissal/ Release [ ]
(b) Transfer [ ]
(c) Withhold increment [ ]
(d) Issue of letters or warning [ ]
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Downloaded by Shudershan pratap singh ([email protected])

 lOMoARcPSD|34943388

Downloaded by Shudershan pratap singh ([email protected])

 lOMoARcPSD|34943388

Downloaded by Shudershan pratap singh ([email protected])

 lOMoARcPSD|34943388

Downloaded by Shudershan pratap singh ([email protected])

 lOMoARcPSD|34943388

Downloaded by Shudershan pratap singh ([email protected])