“A STUDY ON

IMPACT OF CAREER MANAGEMENT

PRACTICES ON ORGANIZATIONAL
PERFORMANCE AT RITTAL INDIA PVT LTD,
DODDABALLAPURA”
Project Report Submitted in Partial fulfilment of the requirement for
the award of Degree of
MASTER OF BUSINESS ADMINISTRATION (MBA)

Submitted by
BHANUSWAROOP N P
22BMBAD0

Under the guidance of

Dr.Durai Raju
Associate professor
Department of MBA

SCHOOL OF MANAGEMENT

BENGALURU

OCTOBER 2024
 DECLARATION BY THE STUDENT

I BHANUSWAROOP N P bearing Reg. No: 22BMBAD015

Hereby declare that this project report entitled “A Study on Impact of Career Management
Practices on Organizational Performance at Rittal India Pvt Ltd, Doddaballapura” Has been
prepared by me towards the partial fulfilment of the requirement for the award of the
Masters of Business Administration (MBA) Degree under the guidance of Dr Dorai Raju.

I also declare that this project report is my original work and has not been previously
submitted for the award of any Degree, Diploma, Fellowship, or other similar titles.

Signature
BHANUSWAROOP N P

Reg. No. : 22BMBAD015

Place: Bangalore
Date: 26-10-2024
 CERTIFICATE

Certified that this project report titled “A Study on Impact of Career Management Practices
on Organizational Performance at Rittal Inia Pvt Ltd, Doddaballapura” is the Bonafide work
of “BHANUSWAROOP N P” who carried out the project work under my supervision in the
partial fulfilment of the requirements for the award of the MBA degree.

Signature

Dr Durai Raju
 ACKNOWLEDGEMENT

This project could not have been completed without the encouragement, support & patience
of many people. Their contribution to my project is so much that my acknowledgement looks
major. But I wish to acknowledge that whole-heartedly & sincerely.

I acknowledge Dr Purna Prasad Arcot, Director, CMR University School of Management,

who encouraged me to work on this project.

I acknowledge to Dr J V Balasubramanian, HOD of Department, CMR University School of

Management, who encouraged me to work on this project.

My sincere regards to Dr Durai Raju, for their guidance & for encouraging me to work on this
Project.

I would like to place my sincere thanks to Somashekar H (HR manager) of RITTAL INDIA
PRIVATE LIMITED.,

I express my sincere regards to my faculty members, friends & parents without whom this
project would not have been a successful one.

Place: BENGALURU BHANUSWAROOP N P

Date: 26-10-2024 Register Number:22BMBAD015
CONTENTS

SL.NO CHAPTER NAME PAGE NO.

1 INTRODUCTION 1-20

2 REVIEW OF LITERATURE 21-25

3 RESEARCH DESIGN 26-29

4 COMPANY PROFILE 30-39

5 DATA ANALYSIS AND INTERPRETATION 40-89

6 90-92
SUMMARY OF FINDINGS, SUGGESTIONS

AND CONCLUSION

ANNEXURES

BIBLIOGRAPHY
 LIST OF TABLES

SL NO DESCRIPTION PAGE NO
5.1 Table showing the number of male and female workers 40

5.2 Table showing age group of the employees 42

5.3 Table showing qualification of the employees 44

5.4 Table showing the salary of the employees 46

5.5 Table showing the employees work experience 48

5.6 Table showing from how many years the employee 50

working in this organization.

5.7 Table showing aware of the employee development 52

5.8 Table shows promotion system yield the right kind of 54

the people at the right place

5.9 Table shows compensated by the organization. 56

5.10 Table shows the basis of career development in 58

organization.

5.11 Table shows career management is satisfactory in 60

organization.

5.12 Table showing employees are getting advices for their 62

career planning

5.13 Table showing advices relevant to 64

your career development
5.14 Table showing the employee comfortable with present 66
organization career development programs

5.15 Table shows about the employee’s promotions in the 68

organization

5.16 The table showing number of years an employee in the 70

organization been promoted

5.17 Table shows the career counselling is necessary for 72

career development

5.18 Table showing the organization preference for internal 74

promotion

5.19 Table shows women employees are considered for 76

promotion in organization

5.20 Table showing identifying the Employees talent in 78

organization

5.21 Table showing employee level of understanding of the 80

company’s quality management system

5.22 Table showing the rating of overall relationship between 82

the company and its employees

5.23 Table showing the rating of the company’s business 84

prospects for the next 5 years

5.24 Table showing the relationship with the staff in 86

organization

5.25 Table showing the organization fulfils corporate social 88

responsibility
 LIST OF GRAPHS

SL NO DESCRIPTION PAGE NO

5.1 Graph showing the number of male and female workers 41

5.2 Graph showing age of the employees 43

5.3 Graph showing qualification of the employees 45

5.4 Graph showing the salary of the employees 47

5.5 Graph showing the employees work experience 49

5.6 Graph showing from how many years the employee 51

working in this organization.

5.7 Graph showing aware of the employee development 53

5.8 Graph shows promotion system yield the right kind of 55

the people at the right place

5.9 Graph shows compensated by the organization. 57

5.10 Graph shows the basis of career development in 59

organization.

5.11 Graph shows career management is satisfactory in 61

organization.

5.12 Graph showing employees are getting advices for their 63

career planning

5.13 Table showing advices relevant to 65

your career development
5.14 Graph showing the employee comfortable with present 67
organization career development programs

5.15 Graph shows about the employee’s promotions in the 69

organization

5.16 Graph showing an employee in the organization being 71

promoted

5.17 Graph shows the career counselling is necessary for career 73

development

5.18 Graph showing the organization preference for internal 75

promotion

5.19 Graph shows women employees are considered for 77

promotion in organization

5.20 Graph showing identifying the Employees talent in 79

organization

5.21 Graph showing employee level of understanding of the 81

company’s quality management system

5.22 Graph showing the rating of overall relationship between 83

the company and its employees

5.23 Graph showing the rating of the company’s business 85

prospects for the next 5 years

5.24 Graph showing the relationship with the staff in 87

organization

5.25 Graph showing the organization fulfils corporate social 89

responsibility
 EXECUTIVE SUMMARY

TITLE OF THE PROJECT

“A Study on impact of Career Management Practices on organizational

performance at Rittal India Private Ltd., Doddaballapura ”

About the Study:

Career management is an aspect of talent management but deserves to be considered separately

as an important activity in its own right. This chapter starts with a definition of career
management and its aims. It then describes the framework of career planning – the stages that
careers can follow within an organization and the dynamics that govern career progression. The
next section of the chapter covers career management activities, and the chapter ends with a
discussion of how people can manage their own careers with help, as required, from the
organization.

OBJECT OF THE STUDY

• The objective of the career management process is to help in improving the

performances of the employees.
• It involves them in identifying strengths and weaknesses for setting desired goals.
• It also encourages employees to recognize the need for training and to provide ample
opportunities for its achievement if necessary.
CHAPTER-1
INTRODUCTION
 CHAPTER -1
INTRODUCTION HUMAN RESOURCE MANAGEMENT

INTRODUCTION:
Human resource management deals with the management of people in an organization. It is
assessed and accepted that human resource is the main component of an organization, and the
success or failure of the organization depends on how effectively this component is managed.
The organization's objectives and strategies are achieved, if the personnel policies and
procedures are well connected and mainly contribute to that direction. The organization excels
other competitors, if the organization climate, managerial behaviour and corporate culture have
an impact on the organization activities. The culture and organization values must be reinforced
and for that the continuous efforts on the part of human component of the organization from
top to bottom is required. That is, the concept of "integration"-involving the entire human force
of the organization to work together with a sense of common purpose, must be infused to the
organization. These are the norms on which human resource management (HRM) concept is
developed. HRM is a strategic activity which acquires, motivates, develops and manages the
human resources of an organization. It is an attempt of special nature to develop programs,
policies and activities to promote the satisfaction of both individual and organizational needs,
goals and objectives.

HRM is dedicated to developing a suitable corporate culture. Programs are designed and
implemented to reflect the core values of the enterprise. "HRM is proactive rather than reactive.
It always examines as to what is to be done rather than waiting to be told what to do about
recruiting, paying or training people." HRM is related to the "continuous process of manpower
planning, selection, performance appraisal, salary administration, and training and
management development. HRM always is a deep-rooted comprehensive activity taken up to
improve the quality of human beings who are the vital assets of the organization: Competence
and capability of the employees will be improved by adopting scientific methods which enable
them to play their assigned roles effectively. HRM satisfies those expectations which are not
satisfied by conventional personnel management.”
MEANING:

People are the main resource of all productive efforts in every organization. A detailed study of
people is the main function of HRM. HRM means the process of accomplishing organizational
objectives by acquiring, retaining, terminating, developing and properly using the human
resources in the organization.

DEFINITION:

"The management of human resources is viewed as a system in which participants seeks to

attain both individual and group goals."

"Its objective is to understand what has happened and is happening and to be prepared for what
will happen in the area of working relationships between the managers and the managed."

-D. Yoder and others.

IMPORTANCE OF HRM:

The available human resources are to be fully utilized by the organization. Organizations cannot
afford to have even one idle employee. Therefore, the importance of HRP lies in the effective
utilization of human resources in the organization. Considering the human resources as a very
vital factor, business houses have started humanization of work environment. The management
philosophy is changing in this direction. Every line manager is now concerned with HRM.
Human resource planning (HRP) has gained momentum as a vital activity of HRM. Forecasting
the future human resources needs and assessing current needs are the two vital future needs,
the HR planners decide the number, type and quality of people they require according to the
tasks to be completed. "They try to specify the range of responsibilities that will have to be met
and what skills and knowledge organization members will need."
OBJECTIVES OF HRM:

HRM has several objectives. Its main objective is to make the organization 'people oriented
'and to have number of "people programs." The objectives are as follows:

• To make the organization people to acquire power to perform the different types of
work that may come in their way at present or in future
• To develop the inner hidden talent of individual workers this can be used for the
development of the organization
• To develop teamwork among the workers and an organization culture which helps the
organization to grow and make the individual workers to be dynamic Human resources
should become the pride possession of the organization
• Generally, HRM provides opportunity to employees to grow and strengthen
management and professional teams in all the areas of the organization.
• Another objective is to develop employee capabilities according to the needs of the
organization and according to the areas of the organization.
• To train new employees to the level required by the organization to perform them task
effectively.
• The existing employees will also be trained to take up more responsibilities.
• The main objective of HRM is training and development of employees of an
organization.
• To increase co-operation and trust and to involve employees actively in the company’s
affairs.
• Another objective of HRM is to adopt problem-solving techniques of the problems
relating to disciplinary cases and grievances. Whether the organization has a trade union
or not, the management will have a bounden duty to maintain healthy economic, social
and psychological relationship. HRM's objective is to take care of human relationship.
• Other subsidiary objectives are
a. Manpower planning

b. Recruitment
 c. Promotion

d. Career planning

e. Job and salary administration

f. Training, counselling, performance feedback and organizational development.

g. Industrial relations and welfare of workers.

• To make the organization dynamic and vibrant s that it will adjust to competitive and
fast changing environment.

FUNCTIONS OF HRM:

1. Managerial functions:
a. Planning:
It relates to the determination of strategies, programs, policies, procedures relating to human
resources utilization in order to achieve organization objectives.

b. Organization:

It is a process of allocating the task among its members for achieving organizational objectives.
This is done by designing the structure (or) relationship among jobs personnel and physical
factor

c. Directing:

The basic function of personnel management at any level is motivating commanding handing
and activating people.

The willing and effective co-operation of employees for the attainment of organizational goals
is possible through proper direction.
d. Controlling:

The performance of persons is regularly reviewed to find out whether it is going according to
the standing or not and in case of low performance take necessary steps to improve its in future.

2. Operating functions:

The operative functions of human resource management are related to specific activities of
personnel management such as:

a. Procurement/employment:
This function relates to the procuring of sufficient and appropriate number of persons
possessing required skill and knowledge necessary to achieve organization goals. It covers
functions like.

• Job analysis.
• Human resource planning.
• Recruitment.
• Selection.
• Placement.
• Induction and orientation.

b. Human resource development:

It is concerned with improving, Moulding and changing the skills knowledge, creative ability
aptitude at based on present and future job and organizational requirement it includes:

• Performance appraisal, Training, Management development.

• Career planning and development.
• Retention management.

c. Compensation:

It is the process of providing adequate, equitable and fair remuneration to the employees.
It includes:

• Job evaluation.
• Wage and salary administration.
• Incentives and bonus.
• Fringe benefits, social security measures.

d. Human relations:

It is the process of protecting various human resource policies and programs that create a sense
of relationship between the individual workers and management. It is the integration of people
into situation in a way that motivates them to work together productively. Cooperatively and
with economic, psychological and social satisfaction.

e. Industrial relations:

It refers to the study of relations among employee's employer, government and trade unions.
This includes:

• Indian labour market

• Trade unionism
• Collective bargaining

PROCESS OF HRM:

"It is that phase of management which deals with the effective control and use of manpower as
distinguished from other sources of power"

The fullest contribution of personnel management psychology is the achievement of the

organization goal of long and short-term plans and of the operations of the organization in an
environment of high morale and vigoro consistent with profitability. To achieve these
objectives, an organization must have set policies, definite procedures and well-defined
principles relating to its personnel. These contribute to the effectiveness, continuity and
stability of the organization. First of all, it is very important to understand the process of
HRM

A process is "an identifiable flow of inter-related events moving towards some goal, purpose,
and end." It is analysed by "Wendell" in right words. "Flow, implies, movement through time
and in the direction of a resort interrelated, interactions within the process and between events.
Events are activities, happening and change goal and purpose which suggest a human objective.
End implies some conclusion and consequence that may not necessarily be sought and planned
by man". In personnel management the process itself consists of lot of linkage between one
activity to the other activity. For instance, employment process is facilitated by a unique linkage
of people, policies, devices and procedures for hiring employees, such as application blank, a
series of tests and interviews the system of employment and people involved etc.

HRM DEPARTMENT:

HR management is a staff function, and the HR department offers advice and service to all line
executives on personnel matters. The HR manager has ultimate responsibility for all personnel
and labour policies. A staff unit is expected to give advice, provide service, maintain control
and perform administrative the right person for the right job. In a service capacity, he supervises
cafeteria, recreational programs and offers counselling service to the employees. As a control
expert, he handles problems of wage and salary administration and as an administrator, he must
keep all personnel records, look after safety matters and problems of employee discipline.
Following figures gives the organization chart of a HR department.

1. EMPLOYMENT SECTION:

It oversees human resources planning, recruitment, selection, placement, induction, transfers

and separation of employees. It keeps all employment records.

2. TRAINING AND DEVELOPMENT:

It oversees planning and organization training programs and activities relating to both operating
staff as well as executive personnel (management development) and offering advice to
management on promotion of deserving employees. It also looks after problems of retraining.
3. HEALTH AND SAFETY:

It looks after maintenance of employee's physical and mental health and organizes a sound
safety program which educates employees to act safely, conducts safely contents and enforces
safely rules. There may be a safety engineer in charge of safety campaign in the plant.

4. WAGES AND SALARIES ADMINISTRATION:

It is responsible for job analysis, job evaluation, job classification, work standards pay scale,
incentive wages, bonus and fringe benefits. It evolves a sound plan of total compensation
assuring equity and justice to all employees.

5. LABOUR RELATIONS:

It negotiates collective bargaining contracts with union leaders and thereafter it has also to
administer the labour-management agreement. In addition to this, it has to attend to grievance,
receive suggestion plans, conducts morale surveys and ensures workers participation in
management. The personnel manager has also to build up and maintain harmonious industrial
relations.

6. PERSONNEL RESEARCH:

The HR manager must have an up-to-date research section to secure the latest information on
any personnel problems and supply the same too concerned executives for solving those
problems. Psychologists and sociologists are the specialists in conducting continuous research
in human relations problems. It should be noted that personnel management is considered as
an applied industrial psychology. Research also is a means to bring about improved
performance.

7. EMPLOYEE BENEFITS AND SERVICES:

It manages to look after employee services, egg, counselling, recreation, cafeteria, insurance,
retirement, etc.
8. ORGANIZATION DEVELOPMENT:

Under the systems approach, this is an additional function of personnel management since

1960. Organization development is a new field of activity under personnel management. It has

the following objectives:

a. To manage change effectively.

b. To resolve conflicts.

c. To foster collaboration and team spirit among groups and individuals.

d. To emphasize accomplishment of organization goals. Organization development draws

freely on the behavioural sciences dealing with organization behaviour. It includes employee
development and training.

9. HUMAN RESOURCES PLANNING:

Another new function is that of planning human resources. It is a process to ensure that the
right number of people possessing needed skills at the right time is available to perform the
jobs.
 CAREER MANAGEMENT SYSTEM

INTRODUCTION ABOUT CAREER MANAGEMENT:

Career management is the combination of structured planning and the active management
choice of one's own professional career. The outcome of successful career management should
include personal fulfilment, work/life balance, goal achievement and financial assured.

Effective human resource management encompasses career planning career development and
succession planning. An organization without career planning and career development
initiatives is likely to encounter highest rate of attrition, causing much harm to their plans and
program. Similarly, without succession planning, manning of vacancies, particularly at higher
levels, become difficult. With the increase scope for job mobility and corporate race for global
headhunting of good performers, it is now a well-established fact that normal employment span
for key performers remains awfully short. At times it is even shorter than 3 years. This again
strengthens the needs for effective career planning, career development and succession
planning.

MEANING AND DEFINITION OF CAREER:

Career is a sequence of attitude and behaviour associated with the series of Job and Work
Related activities over a person's lifetime. As the literal definition of career focuses on
individually perceived sequence, to be more accurate, career may be individual cantered
organization centred. The word career covers all types of employment ranging from semiskilled
through skilled, and semi-professional to professional. The term careers have often been
restricted to suggest an employment commitment to a single trade skill, Profession or business
firm for the entire working life of a person. In recent years, however, career now refers to
changes or modification in employment during the foreseeable future.
There are many definitions by management scholars of the stages in the managerial process.

The following classification system with minor variations is widely used:

• Development of overall goals and objectives.

• Development of a strategy (a general means to accomplish the selected goals/objective

• Development of the specific means (policies, rules, Procedures and activities) to implement
the strategy, and systematic evaluation of the progress toward the achievement of the selected
goals/objectives to modify the strategy, if necessary.

AIMS OF CAREER MANAGEMENT

For the organization the aim of career management is to meet the objectives of its talent
management policies, which are to ensure that there is a talent flow that creates and maintains
the required talent pool. For employees the aims of career management policies are:

1) to give them the guidance, support and encouragement they need to fulfil their potential
and achieve a successful career with the organization in tune with their talents and
ambitions, 2) to provide those with promise a sequence of experience and learning activities
that will equip them for whatever level of responsibility they have the ability to reach.
Career management calls for an approach that explicitly takes into account both
organizational needs and employee interests. It calls for creativity in identifying ways to
provide development opportunities. Career management policies and practices are best
based on an understanding of the stages through which careers progress in organizations
COMPONENTS OF A CAREER MANAGEMENT SYSTEM

The key components of a career management system are as follows

1. Support from top management

2. Periodic assessment of skills and know-how
3. Open enrolment

4. Full involvement of supervisors and managers in the process

5. Coordination with activities related to human resource
6. Using managers from the human resource as consultants
7. Periodic assessment of programs
8. Onus on success
9. Realistic feedback related to career progress

CAREER MANAGEMENT PROCESS

The career management process is about investing resources to accomplish your goals and
objectives. It includes several concepts that are described below

1. Self-awareness

This is the first step in the career management system and provides self-introspection. What
are your interests, what is essential for you, what are the things you value, what are the things
you like, what are your unique skills etc. are some questions that need to be answered in this
phase for discovering specific things about yourself.

All these questions are the means to find your values, traits, interests, and skills so that a person
can set his goals for the future.
2. Career exploration/career development planning

The career development planning or career exploration is a recurring process that includes the
following steps:

Career values

It is essential to integrate work values with overall life values to know what is necessary for
you in life. It is the work values that acts as a guiding force and helps to focus on the essential
things. An individual who is happy and satisfied in personal life will quickly achieve better
productivity. Remember, work values keep on changing at intervals, and it becomes essential
to keep on reassessing them regularly for overall job success.

Work preferences

Work preferences play a significant role in career development planning. It is a personal choice,
and it is quite natural for two people to have different work preferences in life. Dig deeper to
assess and identify work preferences and, if necessary, take the help of assessment tools for
your purpose.

Strengths

Understand your strengths if you are interested in career exploration/career development

planning. Look for positive qualities like hard-working, detail-oriented, excellent
communication skills, and also specific traits like good at decision making, soft skills, etc. to
develop your full potential. The more specific your abilities and qualities are, the more you will
be successful in the job interviews.

Weakness

Just like strengths, it is also essential to identify your weakness if you are interested in career
exploration/career development planning. Hiring managers pay special attention to the
weakness of the applicants, and often one of the job interview questions is what do you consider
your weakness. An honest understanding of your weakness will help you in overcoming them
in time so that you are not embarrassed by it at any moment. Do not be overly self-critical as
this step is designed so that a person can call attention to perceived weaknesses and take matters
in hand to eliminate them.

Lifelong Learning

Technology is reigning supreme in all the spheres of our life. All the technical devices like
tablets, phones, and computers have become necessary in the workplace and often determine
how we are managing our work life.

Adapt to the ongoing innovations and devices by updating your skills and know-how regularly.

4. Networking
One of the most critical aspects of career exploration/career development planning is effective
networking. It is an essential asset that can take your career a step further. Develop and hone
your ability to connect and interact with important people.

Building a good and strong relationship will have a direct impact on career opportunities in the
future.

CAREER STAGES

The stages of a career within an organization can be described as a career lifecycle. Hall (1984)
set this out as follows.

1. Entry to the organization when the individual can begin the process of self-directed
career planning.

2. Progress within particular areas of work where skills and potential are developed
through experience, training, coaching, mentoring and performance management.
3. Mid-career when some people will still have good career prospects while others may
have got as far as they are going to get, or at least feel that they have. It is necessary to ensure
that these „plateaued‟ people do not lose interest at this stage by taking such steps as providing
them with cross-functional moves, job rotation, special assignments, recognition and rewards
for effective performance, etc.

4. Later career when individuals may have settled down at whatever level they have
reached but are beginning to be concerned about the future. They need to be treated with respect
as people who are still making a contribution and given opportunities to take on new challenges
wherever this is possible. They may also need reassurance about their future with the
organization and what is to happen to them when they leave.

5. End of career with the organization – the possibility of phasing disengagement by being
given the chance to work part time for a period before they finally have to go should be
considered at this stage

CAREER DYNAMICS

Career management should be based on an understanding of career dynamics. This is concerned

with how careers progress – the ways in which people move through their careers either
upwards when they are promoted, or by enlarging or enriching their roles to take on greater
responsibilities or make more use of their skills and abilities. The three stages of career
progression –

1. expanding,
2. establishing

3. maturing.
CAREER DEVELOPMENT STRATEGY

A career development strategy might include the following activities:

• a policy of promoting from within wherever possible;

• career routes enabling talented people to move from bottom to top of the organization, or
laterally in the firm, as their development and job opportunities take them;

• personal development planning as a major part of the performance management process, in

order to develop each individual’s knowledge and skills;

• systems and processes to achieve sharing and development of knowledge (especially tacit)
across the firm;

• multi-disciplinary project teams with a shifting membership in order to offer developmental

opportunities for as wide a range of employees as possible.

CAREER MANAGEMENT PRACTICES

1. Postings regarding internal job openings.

2. Formal education as part of career development.
3. Performance appraisal as a basis for career planning.
4. Career counselling by manager.
5. Lateral moves to create cross-functional experience.
6. Career counselling by HR department.
7. Retirement preparation programmes.
8. Succession planning.
9. Formal mentoring.
10. Common career paths.
 11. Dual ladder career paths (parallel hierarchy for professional staff).
12. Books and/or pamphlets on career issues
13. Written personal career planning (as done by the organization or personally).
14. Assessment centres.
15. Peer appraisal.
16. Career workshops.
17. Upward (subordinate) appraisal

CAREER MANAGEMENT POLICIES

The organization needs to decide on the extent to which it „makes or buys‟ talented people.
Should it grow its own talent (a promotion from within policy) or should it rely on external
recruitment (bringing „fresh blood‟ into the organization)? The policy may be to recruit

potentially high performers who will be good at their present job and are rewarded accordingly.
If they are really good, they will be promoted and the enterprise will get what it wants.
Deliberately to train managers for a future that may never happen is a waste of time. In contrast
and less frequently, employers who believe in long-term career planning develop structured
approaches to career management. These include elaborate reviews of performance and
potential, assessment centres to identify talent or confirm that it is there, high flyer schemes
and planned job moves in line with a predetermined programme. There may also be policies
for dealing with the „plateaued‟ manager who has got so far but will get no further. Some
managers in this position may be reconciled to reaching that level but continue to work
effectively. Others will become bored, frustrated and unproductive, especially rising stars on
the wane.

The steps that can be taken to deal with this problem include:

• lateral moves into different functional areas or specialized subsidiaries, in order to provide
new challenges and career breadth;
• temporary assignments and secondments outside the organization; 596 People Resourcing

• appointments as leaders of project teams set up to deal with performance barriers inside the
organization such as the slowness of responses to customer complaints.

TALENT AUDITS

These review the stocks of talent available and the flows required by reference to demand and
supply forecasts and performance and potential assessments. They provide the basis for
succession planning and career planning, as covered later in this section.

PERFORMANCE AND POTENTIAL ASSESSMENTS

The aim of performance and potential assessments is to identify learning and development
needs, provide guidance on possible directions in which an individual’s career might go, and
indicate who has potential for promotion. This information can be obtained from performance
management processes, as described in Part VII. Assessment of potential can be carried out
formally by managers following a performance review. They may be asked to identify people
who have very high potential, some potential or no potential at all. They may also be asked to
indicate when individuals will be ready for promotion and how far they are likely to get. The
problem with this sort of assessment is that managers find it difficult to forecast the future for
the people they are reviewing – good performance in the current job does not guarantee that
individuals will be able to cope with wider responsibilities, especially if this involves moving
into management, and managers may not necessarily be aware of the qualities required for
longer-term promotion. But the organization does need information on those with potential and
assessors should be encouraged at least to indicate that this is someone who is not only
performing well in the present job but may well perform well in higher-level jobs. This
information can identify those who may be nominated to attend development centres (see
Chapter 45), which can be used to establish potential and discuss career plans.

CAREER PLANNING

Career planning involves the definition of career paths – the routes people can take to advance
their careers within an organization. It uses all the information provided by the organization’s
assessments of requirements, the assessments of performance and potential and management
succession plans, and translates it into the form of individual career development programmes
and general arrangements for management development, career counselling and mentoring. It
is possible to defi ne career progression in terms of what people are required to know and be

able to do to carry out work to progress up the „career ladder‟ (the sequence of jobs at
increasing levels of responsibility, which constitute a career).

SELF-MANAGED CAREERS

The organization may need to manage careers as part of its talent management and management
succession programmes and can provide support and guidance to people with potential.
Ultimately, however, it is up to individuals to manage their own careers within and beyond their
present organization. Handy (1984) used the term „portfolio career‟ to describe his forecast
that people will increasingly change the direction of their careers during the course of their
working life. Hall (1996) coined the phrase the „protean career‟ in which individuals take
responsibility for transforming their career path (the name comes from the Greek god Proteus
who could change his shape at will). Schein (1978) originated the notion of career anchors. He
defi ned them as the self-concept of people consisting of self-perceived talents and abilities,
basic values and a sense of motives and needs relating to their careers. As people gain work
experience, career anchors evolve and function as stabilizing forces, hence the metaphor of
„anchor‟. His original research in the 1970s Career Management 599 showed that most
people’s self-concept revolved round the following categories reflecting their needs.

OBJECTIVES

The objectives of the career management system are as follows-

• The objective of the career management process is to help in improving the

performances of the employees.
• It involves them in identifying strengths and weaknesses for setting desired goals.
• It also encourages employees to recognize the need for training and to provide ample
opportunities for its achievement if necessary.

• The objective of the career management process is to integrate and align the goals of
the employees with those of the organization.

• It helps to find the right fit in the organization by matching the right person with the
right job profile.
• It encourages several practices like rotation and transfers to different departments
within the organization to boost efficiency and productivity.
• It improves the capabilities of its existing employees so that there is very little need to
hire employees from outside.
• The objective of the career management process is to inform the employees about the
available career options in the organization.
• It also helps the employees to identify the skills and know-how needed for jobs in the
present scenario and the future.
• Career management helps to develop and enhance the career path of the employees.
 • The objective of the career management process from the employer’s viewpoint is that
it ensures the availability of a pool of skilled and competent employees in the
organization

The advantages of career management are as follows-

• The career management program ensures a regular supply of professional talent to

fulfil the goals and objectives of a company.
• Staffing inventories is one of its significant advantages
• The advantage of implementing a career management program in an organization
is that it encourages staffing from within the company.
• One of the essential advantages of the career management process is that it helps an
employee to set realistic goals.
• An effective career management program is a remedy to solve staffing issues.

• The advantage of implementing a career management program in an organization

is that it minimizes the rate of employee turnover and boosts employee retention.
• The career management process provides better opportunities for career growth to
the employees in an organization.
• Career management is a step in the right direction as it improves employee
engagement and employee satisfaction in an organization. This leads to enhanced
employee motivation.
CHAPTER-2
REVIEW OF LITERATURE
 CHAPTER- 2
REVIEW OF LITERATURE

1. Mo Wang, Connie R Wanberg (1920): Journal of Applied Psychology

This article surveys 100 years of research on career management and retirement, with a primary
focus on work published in the Journal of Applied Psychology. Research on career management
took off in the 1920s, with most attention devoted to the development and validation of career
interest inventories. Over time, research expanded to attend to broader issues such as the
predictors and outcomes of career interests and choice; the nature of career success and who
achieves it; career transitions and adaptability to change: retirement decision making and
adjustment, and bridge employment. In this article we provide a timeline for the evolution of
the career management and retirement literature, review major theoretical perspectives and
findings on career management and retirement, and discuss important future research
directions.

2. Ruth Bridgestock (2009): Higher Education Research & Development 28 (1), 31-44, 2009.
Recent shifts in education and labour market policy have resulted in universities being placed
under increasing pressure to produce employable graduates. However, contention exists
regarding exactly what constitutes employability and which graduate attributes are required
to foster employability in tertiary students. This paper argues that in the context of a rapidly
changing information- and knowledge-intensive economy, employability involves far more
than possession of the generic skills listed by graduate employers as attractive. Rather, for
optimal economic and social outcomes, graduates must be able to proactively navigate the
world of work and Self Manage the career building process. A model of desirable graduate
at tribes that acknowledges the importance of Self -Management and career building skills
to lifelong career management and enhanced employability is presented. Some important
considerations for the implementation of effective university career management programs
are then outlined.

3. Jeffrey H Greenhaus, Gerard A Callanan, Veronica M Godshalk (2010): Sage, 2010

career Management, Fourth Edition blends theory, practical recommendations, and case
studies to help students develop the necessary skills to manage their own careers or to ant as
a human resource manager assisting others as they develop their careers. Offering a useful
 combination of both individual and organizational actions relevant in career management,
the authors introduce students to basic concepts underlying theory and then illustrate their
practical applications, either with regard to an individual's career or within firms. Now in a
two-colour design, the Fourth Edition retains the authors' well-established career
management model, providing a helpful framework for establishing career goals and for
making appropriate career choices. This thoroughly revised edition provides new ways of
conceptualizing careers along with an understanding of modern trends in the business world
and the broader environment that influence career decision making.

4. Winsome Olwen Greenwood University of Phoenix (2012): The purpose of this

quantitative correlational study was to determine if a correlation existed between career
management, organizational leadership, and organization performance in Jamaican financial
institutions. The problem concerns low productivity in Jamaican service organizations. The
explorative study used Pearson product-moment correlation to investigate the relationship
between origination. career management and leadership as independent variables and
organization productivity as the dependent variable. The study included executives, human
resource managers and managers in four financial organizations-a large commercial bank,
two investment banks and a major building society with head offices in the Kingston
Metropolitan Area. The findings reveal that there is a relationship between organization
career management and productivity in Jamaican financial organizations although leadership
in. was not a determinant factor. Organizational leadership tend not to be involved in the
provision of organization career management.

5. Veronica M Godshalk (2018): Routledge, 2018 Career Management for Life provides
students and employees with an integrative approach to managing their careers on an
ongoing basis to achieve a satisfying balance between their work and their family
responsibilities, community involvement, and personal interests. The career management
model guides individuals through the different phases of their career from figuring out what
their first Job should be right to navigating the road to retirement. Expert authors Greenhaus,
Callanan and Godshalk bring their wealth of research experience to the book and
demonstrate the individual and organizational sides of career management, allowing an
appreciation of both. This material is well balanced by a set of practical tools, including self-
assessments, case studies, and recommended interviews. The new edition also includes: An
 emphasis on attaining work-life balance, a topic that is of growing concern to workers at all
stages of their careers.

6. Pamukkale Journal of Sport Sciences (2019): The purpose of this study was to investigate
the effects of organizational learning on organizational career management. Purposive
sampling method was used to collect data. Sample of this study consisted total of 120
academic staff from different faculty of sport sciences of public universities in Turkey. A
questionnaire form created to assess organizational learning (Jerez-Gomez et al., 2005) and
organizational career management (Sturges et al., 2002) perceptions of participants.
Descriptive statistics (percentage and frequency) values were analysed to evaluate
demographical properties of participants. To determine normal distribution of data, skewness
and kurtosis values were evaluated. Factor analysis was applied to evaluate factor structures
for scan determine whether structures obtained after factor analysis showed difference for
demographical properties of participants, t-test and ANOVA test were applied. This analysis
indicated no difference. After this analysis, regression analysis was applied to determine the
effect of organizational learning on organizational career management.

7. Maike Andrese (2019): The Routledge Companion to Career Studies. This chapter presents
a critical analysis of career by investigating its more problematic or overlooked sides. It
discusses career from a critical sociohistorical perspective, and highlights the contingent
nature of the term and the multifarious ways in which it was deployed as a vehicle for power
and domination. The chapter looks at organizational careers from people management and
human resource lenses. The depiction and analysis of organizational life in management,
career and organization studies literature has traditionally been positively and normatively
biased. Without doubt, career systems and those managing such systems subsume a positive
dependence between advancement and organizationally accepted and condoned behaviour.
Organizational misbehaviour refers to those discretionary Acts by members of organizations
that your care organizational and or societal norms as conduct. Boundaries are an inherent
attribute of organizational and professional systems, and crossing boundaries is an integral
part of careers.
8. Nevra Baker (2019): This research aimed to find out if individual or organizational career
management practices have an effect on employee development and organizational
commitment and in what way possible ways do these affect employee development and
organizational commitment. As a result of this study, it was observed that individual and
organizational career management activities surely lead to employee development. What
was unexpected was that employee development would lead to organizational commitment
and relatedly, both individual and organizational career management activities would again
lead to a greater organizational commitment.

9. Wenxia Zhou, Qinglin Zhao, Nan Jiang, Puxin Lin (2021): Asia Pacific Journal of Human
Resources, despite the widely recognized change of career management in the new career in
little to known about whether current organizational career management practices differ from
previous ones. Using an open-ended survey and literature review, this study develops a scale
of organizational career management that shows some features of the new career era (e.g.
boundaryless career, protean career, kaleidoscope career, etc.) in China. We conducted two
independent studies (N = 320; N=216) to examine the reliability and validity of the scale.
The final organizational career management scale includes four dimensions: boundaryless
work, work-life balance policies, training and development and diversification. Further, we
tested both the possible bright side and dark side of organizational career management in
contemporary organizations using 179 employees over a two-month interval. We found that
both a bright side (i.e. higher organizational commitment and less turnover intention) and a
dark side (1.e. higher career competency and more likely to leave organizations) exist. This
article discusses the contributions, practical complications.

10. Dr Salau Adeyemi Nurudee (2022): Career management is the process by which
individuals collect information about values, interests, skill strengths and weaknesses,
identify a career goal, and engage in career strategies that increase the probability that career
goals to be achieved. Good organizations see career management as a goal to provide their
employees superior opportunities to grow and develop as professionals. This study therefore
examined the effect of career management SMES performance. One hundred and eighty-
five questionnaires were completed and returned. The principal tools for analysis of data are
carried out with the help of regression analysis. The results reveal that that career
management variables (experience and personal growth) had positive influence on SMES
performance by indication, it enhances SMEs performance. Also, the joint predictors of
career management variables had positive influence on SMEs performance which indicated
that they jointly contributed to the increase in SMEs performance.
CHAPTER-3
RESEARCH DESIGN
 CHAPTER- 3
RESEARCH DESIGN

TITLE OF THE STUDY

“A STUDY ON IMPACT OF CAREER MANAGEMENT PRACTICES ON
ORGANIZATIONAL PERFORMANCE AT RITTAL INDIA PVT LTD,
DODDABALLAPURA’’

STATEMENT OF THE PROBLEM

Career management is the lifelong process of increasing resources to achieve career goals for
everyone. Career management is not a singular event but a continuing process that is a necessity
for adopting to the changing demands of the 21st century economy.

It is noted that career management problems are theoretical issues which relate to human
behaviour and mentality models.

Many organizations make huge investment on HR resources to translate overall corporate

performance objectives into reality. The centre of modern HR management lies at the head of
corporate organizational strategy translated into acceptable standard of organizational
performance objectives as profit and growth.

Recent studies reveal many organizations both in the financial and non-financial sectors are
facing the critical situation.

SCOPE OF THE STUDY

The scope of this study is confined to Rittal India Pvt ltd in Doddaballapura.

It provides complete detail of various branches of management like production management. It

futures the scope of management is continuously growing.
This report is useful to the management of the company to their level of management in the
organization.

OBJECTIVE OF THE STUDY

• To study career management practices at Rittal India Pvt ltd.

• To study the relationship between career management and organizational performance.
• To study the nature of career management at Rittal India Pvt ltd.
• Increasing employee’s morale by helping them visualize their career within an
organization.

RESEARCH METHODOLOGY

Research Design

A research design is a plan of action to be carried out in connection with a research project as
guidelines for the researchers to keep track of the action and to know whether the researchers
is moving in right direction in order to achieve their goal.

Sources of Data

o Primary Data
o Secondary Data
• Primary Data

The study is based on the primary data where data is collected through structured questionaries.

• Secondary Data

The study Use secondary data also. It has been collected from the website, journal, newspapers,
book etc.
SAMPLING

Sampling method
Respondent are selected by random sampling method which means random sample gives every
unit of population a known and non-zero probability of being selected. Since random sampling
implies equal probability to every unit in the population, it is necessary that the selection of the
sample must be free from human judgement. If no unit can be included more than once it is
known as random sampling

Sample Size

Sample size is restricted to 50.

Method of analysis.

Bar graph and Tables.

Tools for Data Analysis

All the data will be collected through interacting with employees and manager in the company,
after collecting the information will be processed through percentage, tables, charts and graphs
to provide a meaning to the collected data.

LIMITATIONS OF THE STUDY

• This study is based only on the data given by the report of the Rittal India Pvt ltd.
• The major limitation is that it is representative study and not an exhaustive one.
• The duration of the study is confined to only the two months which is inadequate for
detailed study.

36
CHAPTER SCHEME

The report has been presented in the following chapters.

Chapter 1: Introduction

Chapter 2: Review of Literature

Chapter 3: Research Design

Chapter 4: Company Profile

Chapter 5: Data Analysis and Interpretation

Chapter 6: Summary of Findings, Conclusion and Suggestion

Annexure and Bibliography

37
 CHAPTER-4
COMPANY PROFILE

RITTAL INDIA PVT LTD DODDABALLAPUR

Rittal India Pvt Ltd is 100% subsidiary of Rittal-GmbH & co. KG, Germany. Rittal is the
world’s largest manufacturer of enclosure systems. It belongs to the Friedhelm Loh group of
companies in Germany. Founded in 1961 the company rapidly developed to become the world’s
number one enclosure manufacturer.

The Friedhelm Loh group of companies now has number of employees world–wide with
Number of production plants. Rittal has world-wide presence with subsidiaries and agencies in
over 100 countries.

Rittal today is the world’s leading supplier of enclosures and housing systems with

• 11,000 employees world-wide

• 49 subsidiaries
• 70 international agencies

38
 • 19 production sites

Production sites in Germany:

• Rittershausen – Rittal’s birth place

• Herborn – Rittal’s head quarters
• Burbach
• Rennerod – Rittal’s Centre for modern climate control technology
• Wissenbach – Stain less professionals
• Haiger
• Bad kostritz
• Eckental – Escheneu

India started its operation in India in the month of June 1995. In the initial phase, Rittal
products were imported from Germany and introduced to the Indian customers. The plant
in India started its operations in November 1997. The market development phase met
with a great success. Known for their world class quality, customers welcomed Rittal
products as their first choice.

The Indian users sensed and adapted quickly to the advantages of latest technology,
modular construction, product variety and a wide range of accessories. The quality and
aesthetics of Rittal products was clearly distinguishable to the Indian users.

Established in 1997, RITTAL INDIA PVT LTD. is well known as Exporter and
manufacturer of electrical goods, equipment and supplies etc. RITTAL INDIA PVT LTD
is well known for the best quality products and services from DODDABALLAPUR

Headquarters in India:

Rittal India Pvt Ltd, #23 & 24, KIADB

Industrial area,

Veera pura, Doddaballapura-561203 Bangalore rural district, Karnataka

Company Private Company

39
Sector Manufacturing sector
Founded 1996
Product Enclosures
Parent company Friedhelm Loh

Rittal plant is 15,000 sq. meters in size, situated on a 12 Acres plot equipped with the latest of
art machinery and plant from Germany. The plant also has a stocking facility of over 2,200 sq.
meters area to ensure immediate / ex-stock delivery / service to our customers. About 500
highly motivated employees are working in Rittal India. The plant has sufficient capacity to
cater to the Indian as well as to the Asia- pacific market.

It currently operates in three shifts and produce approximately 1, 00,000 small boxes and
50,000 free standing large enclosures per year.

COMPANY OBJECTIVES:

• To meet the customer requirements.

• To improve the productivity in efficiency of the workmen.
• Use the modern manufacturing and computerization.
• To prevention of accidents and take the safety precautions, To improve the quality and
build the goodwill
•
ORGANIZATIONAL STRUCTURE

40
 Prof. Dr -Ing E H FRIEDHELM LOH

International headquarters HERBORN, HESSE

Owner Prof. Dr-Ing E H FRIEDHELM LOH
Founder RUDOLF LOH
Founded 1961
Group FRIEDHELM LOH GROUP
Industries Electrical Engineering, Information technology,
Automotive Machines
Revenue $2.5 billion
Website http://www.rittal.com
No. of employees 11000(worldwide)
Production sites 19
Subsidiaries 49

There are some other facilities Available:

• Canteen facility: RITTAL has a canteen facility for employees, company provide
good and healthy food to their employees with a less cost. The canteen charge will be
deducted from the salary in every month and also company arranges water facility to
their employees.

41
 • Travelling facility: The company provides travelling facilities to their employees,
RITTAL Company provides medical claim policy to their Workers i.e. medical scheme.
RITTAL Company also provides an overall insurance coverage as insurance scheme.
Uniform and shoes: The Company provides one pair of uniform and one pair of shoes
to their employees in each year.

Rittal has long since made the transition from housing and enclosure solutions to sophisticated
complete systems. Enclosure, mechanical and electrical components installations, climate
control and computer assisted monitoring are now interacting elements of integrated products.
The company has also come up with new products. Some of them are: IP 54 fan and filter units
Immersible cooling systems Top-Thermal cooling units of enclosures ISV power distribution
components for installation up to 630 A and 1600 Applications Maxi
PLS for installations up to 3200 Ance. Some of the customers of Rittal India include ABB,
SIEMENS, Rockwell automation, TATA Honeywell, BFW, HMT, TAL, MICO,
Maruthi Udyog, Hyundai, TELCO, PAL, Mahindra, Reliance industries and Motorola

PRODUCTION PLANTS

Location Plants
Germany 9
USA 2
France 2
Italy 2
UK 2
India 1
China 1

42
MILESTONES:
Innovative made in Germany:

1961 Foundation of RITTAL: standard enclosure invention: first model is AE

1964 Started in Netherland, first RITTAL agency board
1969 Enclosures RS began with a large production

First Internationalization –the 1970s:

1971 Sweden is the first RITTAL subsidiary

1974 Friedhelm Loh appointed as CEO
1977 Relocated to Herborn: Company headquarters
1979 In Europe other subsidiaries established

Overseas of Expansion-1980s:

1982 Power distribution division was introduced

1982 A RITTAL subsidiary with its own production site in the USA was
established

1983 Introduction of climate control division

1984 In England started own production site
1985 Launch of new PS 4000 enclosure in market-becomes a global standard in
just three years

1988 Future market of IT with a new product line should be tapped

1991 Start of involvement in the new German state, delivery centre in bad
Kostritz
1993 Start of expansion to Eastern Europe and Asia
1994 Certification to ISO 9001 and 1997: ISO 14001
1997 Modern forwarding warehouse in Haiger
1999 Introduction of the TS 8 enclosure plat forms.
Global standards –the new millennium

43
2004 Data centres in new RimatriX5 system solution
2007 RITTAL service International should be launched
2008 TS 8 system platform in consulting, products and services Combined into
“RITTAL-The system”
2011 The company’s 50th birthday, TS 8 is a global standard, with over 7.7
million units in use

STRATEGIES BUSINESS UNITS (SBU’S)

• Enclosure- the new variety of the enclosure product variety should Compromises
economical and perfect solutions for every procedure.

• Power distribution- RITTAL offers a comprehensive range of solution for

distribution of low voltage.

• Climate control- Climate control components of RITTAL are predetermined for

the clarification of assimilated tasks.

• IT infrastructure-The needs of the IT market should meet comprehensive system

solutions

44
 • Software and Services- the present new ideas of RITTAL should continue to with
one of the best inclusive container varieties in the world.

CORPORATE PRINCIPLES:

The company’s owners, management and work force are united by shared values. This is
reflected in our successful cooperation and social commitments.

• The capability and cooperation of our staff harnessed to their goal focused
motivation is a key asset of our company.
• We recognize the correlation between skills and knowledge development,
motivation and company success. To that end, we encourage and sponsor our staff
in training and further education and to share in the overall company success.
• We view our customers as partners who determine the success of the company.
 We must satisfy our customer wishes and help to solve their problems for they
are the guarantors of our future.
 Our products and services must offer clear benefit to our customers in particular
with regard to quality, technical capability, range and availability.
• We must be quicker and better than the competition, and we must prove this to our
customers on a daily basis.

45
 • Our inspiration and creativity result in our competitive advantage. We must,
therefore, continually strive to generate ideas and initiatives that can translate into
effective implementation

• Perfect mastery of our daily business secures our existence and positions us to meet
the challenges of the future.
• Our goal is to develop long term and meaning full relationships on a partnership
basis with our suppliers. This requires a strategic outlook based on competitive
focused quality, delivery service, price and cooperative problem solving.
• We focus of all our energies on cost effective designing, developing and delivery of
products and services in a professional and timely manner.
• We are aware of our responsibility to the environment and the world in which we
live. We want, therefore, to take part in shaping and improving it.
• We power the system Faster– better– everywhere.

SWOT ANALYSIS OF COMPANY:

STRENGTHS:

• There is an increase in global distribution and their service strategies.

• There is an immediate global accessibility of standard products.

46
 • Comprehensive customer advice.
• Verified highest quality standards.
• Excellent brand image.
• International sales service is the quality of organization.
• Cost effective product diversity.
• Comprehensive support infrastructure and training facilities

WEAKNESSES:

• The cost involved in completion of the product is high.

• Huge investment on plant and machinery, which may become out-dated with
changing technology.

OPPORTUNITIES:

• The capacity to meet higher demand and attain optimum utilization of existing
resources
• Due to change in technology, there is a scope for recruiting and retaining right
people in the right job.
• Scope in expansion of exports on a wider network of countries around the globe.
• Utilize the opportunity of developing USP (Unique Selling Proposition) for its
products to generate and retain customers.

THREATS:

• Changing government policies towards MNC‟s.

• New labour laws and demands from employee Union, Unavailability of raw
materials due to transport strikes etc

47
CHAPTER-5
DATA ANALYSIS
AND INTERPRETATION
 CHAPTER-5

DATA ANALYSIS AND INTERPRETATION

Table 5.1

The number of male and female workers

Particulars No. of respondents Percentage

Male 26 52%

Female 24 48%

Total 50 100%

Analysis:

The above table showing the number of male and female employees. The table shows that
out of 50, 26 respondents are male which compromises of 52% while the remaining 24
respondents are female which compromises of 48%.
Graph-5.1

Graph showing the sex profile of employees

100%

80%

60%

40%

20%

0%
Men WomenTotal

• Men - 52%
• Women - 48%
• Total = 100

Inference:

From this analysis, it is inferred that more male employees are present than female
employees at the managerial level.
Table-5.2

The table showing age group of the employees in the organization.

(The age group of employees in the organization.)

Age of the employees Employee respondents Percentage [%]

18-23 2 4%

23-28 18 36%

28-35 16 32%

35& above 14 28%

Total 50 100%

Analysis:

From the above data reveals that 4% of the respondents are 18 to 23 years, 36% of the
respondents are 23 to 28 years, 32% of the respondents are 28 to 35 years and 28% of few
respondents are 35 years and above.
Graph-5.2

The graph showing age group of employees in the organization.

120%

100%
100%

80%

60%

40% 36%
32%
28%
20%
4%
0%
18-23 23-28 28-35 35& above Total

Inference:

From the above analysis it is evident that majority of the respondents are of the age group of
23 above. Majority of the people have good experience.
Table-5.3

The table showing qualification of the employees in the organization.

Qualification of the Respondents Percentage [%]

employees
SSLC 0 0%

PUC 0 0%

Graduation 11 22%

Post Graduation 39 78%

Total 50 100%

Analysis:

The graph showing the employees education. 0% of respondents says SSLC, 0% of employees
says PUC, 22% of respondents says Graduation and 78% of respondents says Post Graduation.
Graph-5.3

The graph showing the qualification of the employees.

120%

100%
100%

80%
78%

60%

40%

22%
20%

0% 0%
0%
SSLC PUC Gradua on Post Gradua on Total

Inference:

From the above analysis, it is clear that majority of the respondents are of the minimum
degree qualification. This shows that the company demands basic school education for its
workers.
Table-5.4

The table showing satisfaction of salary by the employees.

Employee working in Respondents Percentage of

this organization Respondents (%)
Highly Satisfied 0 0%

Satisfied 5 10%

Moderate 14 28%

Not Satisfied 31 62%

Total 50 100%

Analysis:

The table shows the salary satisfaction of the respondents, 0% of respondents are highly
satisfied, 10% of respondents are satisfied, 28% of respondents says it is moderate and 62%
respondents are not satisfied.
Graph-5.4

The graph showing satisfaction of salary by the employees.

120%

100%

80%

60%

100%
40%

62%
20%
28%
10%
0% 0%
Sa sfied Sa sfied Moderate Not Sa sfied Total

Inference:

From the above analysis it is clear that majority of the respondents not satisfied with their salary.
Table-5.5

The table showing employees work experience

Employee working in Respondents Percentage of

this organization Respondents (%)
Below 1year 3 6%

1 to 5 Year 12 24%

5 to 10 Year 18 36%

More than 10 Year 17 34%

Total 50 100%

Analysis:

From the above table we absorb the employees work experience so that, 6% of employees says
below 1 year, 24% of respondents say 1 to 5 years, 36% of respondents say 5 to 10years and
34% of employees says mare than ten years.
Graph-5.5

The graph showing employees work experience

120%

100%

80%

60%

100%
40%

20%
36% 34%
24%
0% 6%
Below 1 yr 1 to 5 yr 5 to 10 yr More than 10 yr Total

Inference:

It is observed from the above graph that the work experience of majority of the employees is
between 5 to 10 years.
Table-5.6

The table showing from how many years the employee working in this
organization.

Employee working in Respondents Percentage of

this organization Respondents (%)
Below 1 Year 3 6%

1 to 5 Year 13 26%

5 to 10 Year 19 38%

More than 10 Year 15 30%

Total 50 100%

Analysis:

The table shows 6% of respondents is working in this organization below 1 year, 26% of
Respondent's from 1 to 5yrs, and 38% of employees is from 5 to 10yrs, 30% of respondents are
more than 10yrs.
Graph-5.6

The graph showing the experience of employees in the Rittal India Pvt ltd.

120%

100%

80%

60%

100%
40%

20%
38%
26% 30%
0% 6%
Below 1 yr 1 to 5 yr 5 to 10 yr More than 10 yr Total

Inference:

The graph showing the employees work experience in the organization because work
experience is important of employees.
Table-5.7

The table shows aware of the employee development programs.

(Do you aware of the employee development programs)

Aware of employee Employee response Percentage of

development programs Respondents (%)
Yes 42 84%

No 8 16%

Total 50 100%

Analysis:

From the data it reveals that 84% of respondents are aware of employee development programs,
while the remaining16% are not.
Graph-5.7

The graph showing aware of the employee Development Programs

(In organization the development programs are conducting)

120%

100%

80%

60%

100%
40% 84%

20%

16%
0%
Yes No Total

Inference:

About 83% of employees said that they were much aware of the development programs. It is
because of by conducting meetings and Counselling to all the employees in the organization.
16% of employees said that they Don't know much about their development programs, it may
be due to lack of knowledge about the programs.
Table-5.8

The table showing promotion system yields the right kind of the people at
the right place.
(Do you feel the promotional system yield the right kind of the people at the right
places?)

Promotion system to Employee response Percentage of

right people at right Respondents (%)
place
Yes 32 64%

No 12 24%

Can’t say 6 12%

Total 50 100%

Analysis:

From the data it reveals that 32% of the respondents agrees with the promotion system, 12%
Doesn’t and the remaining 6% respondents Couldn't tell.
Graph-5.8

The graph showing the respondents feeling of the promotion system yields
the right kind of the people at the right places.

120%

100%

80%

60%

100%
40%
64%
20%
24%
12%
0%
Yes No Can't say Total

Inference:

About 64% of employees accepts that they Yields right place in the promotion by considering
the work done by them and their performance in the organization and 24% of employees did
not agree with the promotion system in their organization. It may be because a raised with the
head of the department, only 11% of employees couldn't answer because they might not Been
aware of this promotion system. Depending on the attitudes of the employees and the work
done by them they yield promotions at right place.
Table-5.9

The table showing compensated by the organization

(How you are compensated by the organization)

Compensation to Employee response Percentage of

employees Respondents (%)
Yearly 26 52%

Weekly 6 12%

Monthly 18 36%

Total 50 100%

Analysis:

From the above data it reveals that 52% of the respondents are compensated yearly, 12% of
respondents weekly and 18% of employees monthly.
Graph-5.9

The graph showing compensated by the organization

120%

100%

80%

60%

100%
40%

52%
20%
32%
16%
0%
Yearly Weekly Monthly Total

Inference:

We can clearly say that the employees in the organization are mostly compensated yearly i.e.
52% because many of the employees are employed on contract basis and remaining employees
are compensated monthly i.e. 36% for their Work done in the organization and weekly basis
12% of employees.
Table-5.10

The table showing the basis of career development in organization. (What

is the bias of career development in your organization)

Basis of career Employee response Percentage of

development Respondents
Based on skill 26 52%

Favouritism 8 16%

Relation with 16 16%

management

Total 50 100%

Analysis:

From the above table we observed that the data reveals 26% of the employees says career
development is based on skills, 8% of respondents says favouritism and 16% of employees
says relation with management.
Graph-5.10

The graph showing the basis of career development in organization

120%

100%

80%

60%

100%
40%

52%
20%
32%
16%
0%
Based on skill Favouri sm Rela on with Total
management

Inference:

About 52% said that the career development is based on their skills and talent. 16% of
employee’s career development is based on the relationship with management in the
organization and Remaining 32% is based on employee’s favouritism.
Table-5.11

The table showing career development is satisfactory in organization.

(Do you think development in your organization is satisfactory?)

Career development Employee response Percentage of

Program is satisfactory Respondents (%)
Yes 14 28%

No 24 48%

Can’t say 12 24%

Total 50 100%

Analysis:

From the data reveals that 28% of the respondents is satisfied with career development
program, 48% of the respondents say no while the other 24% couldn’t tell.
Graph-5.11

The graph showing the career development is satisfactory in organization

120%

100%

80%

60%

100%
40%

20% 48%
28% 24%
0%
Yes No Can't say Total

Inference:

Here we can say that 48% of employees were not satisfied with their career development
activities in the organization, it may be because of lack of activities given to them. 28% of
employees were somewhat satisfied with present career development Programs and remaining
24% of employees could not say anything about their organization development activities.
Table- 5.12

The table showing employees are getting advices for their career planning.
(By whom you are getting advices for your career planning)

Whom you are getting Employee response Percentage of

advices for your career respondents [%]
planning
HR Manager 16 32%

Colleagues 8 16%

Your immediate superior 16 32%

Others 10 20%

Total 50 100%

Analysis:

From the observation, 16% of respondents are getting advice for their career planning from HR
Manager and 8% of respondents from colleagues and 16% of respondents from immediate
superior & 10% of respondents say others.
Graph- 5.12

The graph showing how many employees is response of getting advice of

their career planning.

120%

100%

80%

60%

100%
40%

20%
32% 32%
16% 20%
0%
HR Manager Colleagues Your immediate Others Total
superior

Inference:

About 32% of employees get the advices from their HR Manager by giving suggestions and
guidance, 16% employees said that they get the advices from their colleagues in which they
help each other in improving their career.
Table-5.13

The table showing advices relevant to your career development

(Are the advices relevant to your career development)

Advices relevant to Employee response Percentages of

Career development Respondents [%]

Yes 30 60%

No 8 16%

Can’t say 12 24%

Total 50 100%

Analysis:

From the data reveals that 30% of respondents agreed that advices are relevant to their career
development and 8% of respondents says no and 12% of employees couldn’t tell.
Graph-5.13

The graph showings are the advices relevant to your career development.

120%

100%

80%

60%

100%
40%

60%
20%
24%
16%
0%
Yes No Can't say Total

Inference:

About 60% of said that they relevant advices from their superiors and colleagues which helps
them for their career development programs and 16% did not agree that the ideas they get are
not relevant to their career development and Remaining 24% of employees could not tell
anything about it because the advices might not fulfil their development activities. The advices
given to them should always be helpful in their career planning.
Table-5.14

The table showing the employee comfortable with present organization

career development programs.
(Do you think you comfortable with the present Organization career development
programs?)

Comfortable with Employees response Percentages of

Present development Respondents [%]
programs
Yes 20 40%

No 22 44%

Can’t say 8 16%

Total 50 100%

Analysis:

From the above table the data reveals that 40% of the respondents agree yes in organization,
the employees feel comfortable of developing programs and 44% respondents says no, 16%
says couldn’t tell.
Graph-5.14

The graph showing the percentage of respondents on the comfortable with

the Respondents organization career development programs.

120%

100%

80%

60%

100%
40%

20% 40% 44%

16%
0%
Yes No Can't say Total

Inference:

About 40% of employees were comfortable with the present organization career development
programs. They might few all the facilities given to the employees in the organization are
comfortable to them. But, 44% of employees were not comfortable with present organizational
career development programs and remaining 16% of employees were either comfortable or not
but, they did not support their answer.
Table-5.15

Table shows about the individual employee promotion in the organization.

(How many times you got the promotions in your organization.)

Number of times Employee response Percentage of

Promotions in Respondents [%]
Organization.
Only 1 time 25 50%

2 times 16 32%

3 times 6 12%

Not been promoted so 3 6%

Far
Total 50 100%

Analysis:

From the data reveals that 50% of respondents say only 1 time and 32% respondents 2 times
and 12% of respondents 3 times above and 6% of respondents say not been promoted so far.
Graph-5.15

The graph showing the employees promotions in organization.

120%

100%

80%

60%

100%
40%

20%
50%
32%
0%
12% 6%
Only 1 me 2 mes 3 mes above Not been promoted Total
so far

Inference:

About 50% of respondents got promotion only once in the organization. 32% of employees got
promotions twice in the organization. 12% of employees got promotion more than three times
because the organization was happy with their skills and talent used in the organization and has
been promoted number of times. Remaining 6% of employees have not been promoted due to
lack of their skills and the work done by them in the organization.
Table-5.16

The table showing number of years an employee in the organization been

promoted.
(How many years an employee in the organization been promoted?)

Number of years Employee response Percentages Of

Employees Promoted Respondents [%]
in organization
5-10 12 24%

10-15 yrs 14 28%

15 yrs above 24 48%

Total 50 100%

Analysis:

From the data reveals that 24% of the respondents agree 5-11yrs and 28% of the respondents
agree 10-15 yrs and 48% of respondents says 15 yrs above.
Graph-5.16

The graph showing the employee gets promotion during the timing in
organization.

120%

100%

80%

60%

100%
40%

20% 48%
24% 28%
0%
5-10 yrs 10-15 yrs 15 yrs above Total

Inference:

Many of employees in the organization are promoted in 5-10 yrs and 24% of respondents is
promoted and response from the employees 28% of employees in the organization has been
promoted for 10-15 yrs and remaining 24% of employees in the organization been promoted
more than 15 yrs.
Table – 5.17

The table shows the career counselling is necessary for career development.
(Do you feel career counselling is necessary for career development.)

Is career counselling Employee response Percentage of

necessary Respondents [%]

Yes 36 72%

No 14 28%

Total 50 100%

Analysis:

From the data reveals that the career counselling is necessary for career development so that
the respondents say 72% yes and 28% no.
Graph-5.17

The graph showing the career counselling is necessary for career

development Rittal India Pvt ltd.

120%

100%

80%

60%

40% 100%

20% 72%

0%
Yes 28%
NoTotal

Column1

Inference:

About 72% of respondents agree that they need career counselling for their development. It
helps them to improve their skills and will know the purpose of the career development. They
should have perfect planning in their career, but 28% of respondents disagrees that counselling
is not necessary for the employees. They feel that they should learn themselves by doing the
work in the organization.
Table-5.18

The table showing the organization preference for internal promotions. (Is
your organization gives preference for internal promotions?)

Internal preference for Employee response Percentage of

promotional are Respondents [%]
given
Yes 18 36%

No 32 64%

Total 50 100%

Analysis:

From the data reveals that internal preference for the promotional are given so the 36%
respondents say yes and 64% respondents say yes 64% respondents say no.
Graph-5.18

The graph showing internal preference for promotional is given.

120%

100%

80%

60%

100%
40%
64%
20%
36%
0%
Yes No Total

Series 1

Inference:

Here we can clearly observe that 36% of employees agreed for the internal preference for
promotions in the organization because they will be given preference based upon their work or
written exam conducted by the organization, 64% of employees disagree that there will be no
internal preference for promotion in the organization by not observing their talent and also due
to partial disputes in the organization.
Table -5.19

The table shows women employees are considered for promotion in

organization.
(Is women employees are considered for promotion in your organization)

Women employees are Employee response Percentages of

considered for promotion Respondents

Yes 36 72%

No 14 28%

Total 50 100%

Analysis:

From the data reveals that women employees are considered for promotion, 72% of the
respondents agree yes and 28% respondents say no.
Graph-5.19

The graph showing the women employees are considered for promotion. (Is
women employees are considered for promotion in your organization)

120%

100%
100%

80% 72%

60%

40%
28%
20%

0%
Yes No Total

Interpretation:

About 72% said that there will be equal preference given to women employees in the
organization for promotions. 28% of employees did not agree that women employees were not
considered for the promotion in the organization.
Table-5.20

The table showing identifying the employee’s talent in organization. (How

does your organization identify your talent?)

Identifying employees Employee response Percentage of

Talent in organization Respondents
By competencies 12 24%

By results 12 24%

By trust 26 52%

Total 50 100%

Analysis:

From the data reveals that 24% of respondents says by competencies and 24% of respondents
says by results and 52% of respondents says by trust, they identify the talent of employees.
Graph-5.20

The graph showing identifying the Employees talent in organization.

120%

100%
100%

80%

60% 52%

40%
24% 24%
20%

0%
By competencies By results By trust Total

Inference:

From the above graph, 52% of employees said that their talent is recognized by trust (i.e, by
Employees attitude, personality, perception). 24% of employees were identified with the help
of results given by the organization and remaining 24% of Employees talents were identified
by their competencies. There will be a competition among them in the officials in recognizing
their talent.
Table-5.21

The table showing employee level of understanding of the company’s

quality management system.

(What is your level of understanding of the company’s quality management

system?)

Level of Employee Percentage of

Understanding Response Respondents [%]
company’s quality
management
Too much 16 32%

Just right 22 44%

Too little 12 24%

Total 50 100%

Analysis:

From the data reveals that 32% of the respondents understand the company’s quality
management, 44% of respondents says just right and Remaining 24% of respondents says too
little.
Graph-5.21

The graph showing the level of understanding of the company’s quality

management system.

120%

100%
100%

80%

60%
44%
40% 32%
24%
20%

0%
Too much Just right Too li le Total

Inference:

About 44% of respondents were just right in understanding their company’s quality
management system. 32% of respondents were too much in level of Understanding this system
and remaining 24% of respondents were too little in understanding this quality system.
Table-5.22

The table showing the rating of overall relationship between the company

and its employees.

(How do you rate overall relationship between the company and its employees?)

Relationship Employee response Percentage of

between company Respondents [%]
and employees
Excellent 4 8%

Very Good 26 52%

Fair 14 28%

Poor 6 12%

Total 50 100%

Analysis:

From the above table we absorb that 8% of respondents agree excellent on relationship between
company and employees and 52% of respondents says very good and 28% of respondents agree
its fair and remaining 12% of respondents says it's poor.
Graph-5.22

The graph showing rating of the overall relationship between the company
and its employees.

120%

100%
100%

80%

60% 52%

40%
28%
20% 12%
8%
0%
Excellent Very good Fair Poor Total

Inference:

From the above diagram, it is said that 52% of respondents agree that they have strong
relationship between the company and employees. It is because of mutual understanding
between themselves in reaching their targets, 28% of respondents agree that they have a fair
relationship between the company and employees because they might Felt that company Won't
be co-operative with them. 12% of respondents rate their relationship very poor, only 8% of
respondents agree that they have an excellent rating relationship.
Table-5.23

Table showing the rating of company’s business prospects for the next 5
years.

(How do you rate the company’s business prospects for the next 5 years?)

Number of times Employee response Percentage of

Promotions in Respondents [%]
Organization.
Excellent 8 16%

Very Good 22 44%

Fair 12 24%

Poor 8 16%

Total 50 100%

Analysis:

From the data reveals that 16% of respondents says the rating of company's business prospects
is excellent and 44% of respondents says Its very good and 24% of employees says It's fair and
remaining 16% of respondents agree it's poor.
Graph-5.23

The graph showing the rating of the company’s business prospects for the
next 5 years.

120%

100%
100%

80%

60%
44%
40%
24%
20% 16% 16%

0%
Excellent Very good Fair Poor Total

Inference:

From the above graph, 44% of employees agreed that they will have a very good improvement
in their organization for the next five years by fulfilling their targets and achieving them and
only 16% of employees said that they will have excellent results for the next 5 years. 24% of
employees said that it is fair in rating their business prospects and 16% said that it is very poor
in rating their business prospects for the next five years.
Table-5.24

The table showing the relationship with the staff in organization

(How would you describe your relationship with the staff?)

Relationship with staff Employee Percentage of

Response Respondents [%]
Fully satisfied 14 28%

Satisfied 32 64%

Not satisfied 4 8%

Total 50 100%

Analysis:

From the data reveals that 28% of respondents are fully satisfied with the relationship of staff
and 64% of respondents agree it is satisfied and remaining 8% respondents says not satisfied.
Graph-5.24

The graph showing the relationship with the staff

120%

100%
100%

80%
64%
60%

40%
28%
20%
8%
0%
Fully sa sfied Sa sfied Not sa sfied Total

Inference:

From the above graph, it is clearly shown that 64% of employees in the organization themselves
were satisfied with their staff and colleagues because they feel the organization as their and feel
responsible working in it and 28% of employees are fully satisfied with their staff. They help
each other in sharing their work and to reach their targets. 8% of employees were not satisfied
with their staff because of competition among themselves.
Table-5.25

Table showing the organization fulfils corporate social responsibility.

(Do you feel your organization fulfil corporate social responsibility?)

Fulfilling corporate Employee Percentage Of

social responsibility Response Respondents [%]
Yes 36 72%

No 14 28%

Total 50 100%

Analysis:

From the data reveals that 72% of employee’s response is yes in organization fulfilling
corporate social responsibility and 28% of employees Response is no.
Graph-5.25

The graph showing fulfilling corporate social responsibility

120%

100%
100%

80% 72%

60%

40%
28%
20%

0%
Yes No Total

Inference:

From the above graph, 72% said that they are satisfied in fulfilling corporate social
responsibility because every organization will follow the ethical values and cultural values,
28% of employees were not satisfied with the corporate social responsibility in their
organization.
CHAPTER-6
SUMMARY OF FINDINGS,
SUGGESTION AND
CONCLUSION
 CHAPTER NO-6

SUMMARY OF FINDINGS, SUGGESTION AND CONCLUSION:

FINDINGS:

• Most of the employees expressed that career development program in the organization
is not satisfactory.
• Promotional activities are not taking place properly.
• Some of the employees disagree that there will be no internal preference for promotion
in the organization by not observing their talent and also due to partial disputes.
• Talent is recognized in the form of trust, not by the employee's competencies and
results.
• Most of the Employees opinion that career counselling is very much essential.
• In this organization all recruitments are taken place by the career management section
only in order to recruit technical and non-technical.
• They follow rating system in order to evaluate the performance of an employee which
is useful for their career growth.
• Career management is a combination of structural planning and active management
choice of one's own professional career.
• It is a continuous process that is necessary for adapting to the changing demands by
investing the resources.
• Based on their, personality and perception there will be promotions to the employees in
the organization.
• Ethical values and cultural values are followed by them.

90
SUGGESTIONS:

• The company should provide the training facility for new al venting technologies, also
for other activities which help to build their career equalizing with competent
employees.

• Promotion is the crucial stage of motivation for any Employee in order to maintain
peace and harmony, the organization have to encourage the employees through
promotions at regular intervals.
• The organization need to recognize and encourage the competent & result oriented
individuals to create a competitive atmosphere.
• Career counselling should be given to them for developing their career and proper and
planning is also considered.
• If the organization can really look after the suggestions given by the employees and
implement some best ideas the dissatisfaction levels in the employees can be reduced.
• They should improve the succession planning to fulfil their responsibilities.
• The management has to maintain good co-operation with all the levels of employees
and then it will lead to the organization development.
• They have to look after the employee authority of employees which is given under
perfect. If the authority is same for all the Employees then there will be difference
between them.
• They have to spend more time with the employees to enhance their performance in
work and also should help in their career path.

91
CONCLUSION:

From the above it can be concluded that:

Every organization has to achieve development from time to time, the development acts
as a protection towards conditions as well as competition.
If there is a proper leader to guide the organization it can avoid the problem arising in
the organization up to a limit. Organizations have to face internal as well as external
problems.

These don't just affect the employee, there are organizational problems which affect the
whole organization. In order to realize and achieve company's goals effective leadership
is necessary.

An effective career management may change the overall environment of on

organization effectively skills.

Quality of career management in an organization is evaluated by considering each Areas

of development made by the leader.

The main change should take place within the work group of the organization. We can
conclude the quality of career management system was very good and satisfactory.

92
ANNEXURES

93
 ANNEXURE

Dear sir/madam,
I am BHANUSWAROOP N P Master of Business Administration [MBA]
student of CMR UNIVERSITY, SCHOOL OF MANAGEMENT Batch
2022-24, conducting this study To, evaluate “A STUDY ON IMPACT OF
CAREER MANAGEMENT PRACTICES ON ORGANISATIONAL
PERFORMANCE” for the management at the “RITTAL INDIA PRIVATE
LIMITED”
I request you to kindly spare few minutes to answer the following;

QUESTIONNAIRE
“IMPACT OF CAREER MANAGEMENT PRACTICES ON
ORGANIZATIONAL PERFORMANCE”

BIOGRAPHICAL DATA:

1.Name

2.Gender:

 Male
 Female

3. Age group
a) 18 to 23 b)23 to 28
c) 28 to 35 d) above 35

4. Qualification:
a) SSLC b) PUC
c) Graduation d) Post Graduation

94
5. Salary of the employees
a) Highly Satisfied b) Satisfied
c) Moderate d) Not satisfied.

6. How many years of work experience does the employee is having before working in
this organisation?
a) below 1 year b) 1 – 5 years
c) 5 – 10 years d) more than 10 years
7. From how many years you are working in this organisation?
a) Below 1 year b) 1 to 5 years
c) 5 to 10 years d) more than 10 years

8. Do you aware of the employee development programs?

a) Yes b) No

9. Do you feel the promotion system yield the right kind of the people at the right
places?
a) Yes b) No
c) Can't say

10. How you are compensated by the organization?

a) Yearly b) Weekly
c) Monthly

11. What is the basis of career management in your organization?

a) Based on skills b) Favouritism
c) Relation with management

95
12. Do you think career management in your organization is satisfactory?
a) Yes b) No
c) Can't say

13.By whom you are getting advices for your career planning?
a) HR manager b) Colleagues
c) Your Immediate superior d) Others

14. Are the advices relevant to your career development?

a) Yes b) No
c) Can't say

15. Do you think you are comfortable with the present organization career development
programs?
a) Yes b) No
c) Can't say

16. How many times you got promotions in your organization?

a) Only 1 time b) 2 times
c) 3 times above d) Not been promoted so far

17. How many years an employee in the organization been promoted?

a) 5-10 Years b) 10-15 Years
c) 15 Years above

18. Do you feel career counselling is necessary for career development?

a) Yes b) No

19. Is your organization gives preference for internal performance?

a) Yes b) No

96
20. Are women employees considered for promotion in your organization?
a) Yes b) No

21. How does your organization identify your talent?

a) By competency b) By results c)
By trust

22. What is your level of understanding of the company’s quality management system?
a) Too much b) Just right
c) Too little

23. How do you rate overall relationship between the company and its employee?
a) Excellent b) Very good
c) Fair d) Poor

24. How does you rate the company's business prospects for the next 5 years?
a) Excellent b) Very good
c) Fair d) Poor

25. How would you describe your relationship with the staff?
a) Fully satisfied b) Satisfied
c) Not satisfied

26. Do you feel your organisation fulfil corporate social responsibility?

a) Yes b) No

97
BIBILIOGRAPHY

98
 BIBILIOGRAPHY

SL No. Author Paper/Book Publisher/Magazine Vol. No. Year

1. P. Subba Rao Human Himalaya III 1986

resources
management

2. K. Personnel Tata Mc graw hill I 1991

Ashwathappa management
and Human
resource

3. Patrick forsyth Career III 2002

management

4. Peter Herriot Career 1992

management
challenge

5. Mondy Human
resources

WEBSITES www.hr.com
www.encyclopediabritinnica.com

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100