CHAPTER 1 INTRODUCTION

People, not buildings, make a Company successful. -Anonymous In todays businesses, the right approach and management of the companys employees can greatly affect the companys overall performance. The greatest asset of any industry is the human resource. Frontline employees are the means by which an organization delivers its services to customers. Human resources may be defined as the total knowledge, abilities, talents, skills, creative and aptitudes of an organization's workforce, as well as the attitudes, values, approaches and beliefs of the individuals involved in the affairs of the organization. It is the sum total of inherent abilities, acquired knowledge and skills represented by the talents and aptitudes of the persons employed in the organization.

The success of a company largely depends upon the human resources. But the output cannot be one ways. There is a need of a management controlling employees in order to tap their commitment and enthusiasm in order to achieve desired results and delight customers. There has to be a medium by which companies and employees can come to a common goal, the means by which fullest potential of employees can be developed and can be used for the benefit of both themselves and the employers. Thus, a need arises for the management which manages the dynamic human resource, need for HRM. In the words of Miller, HRM is, those decisions and actions which concern the management of employees at all levels in the business and which are related to the implementation of strategies directed towards creating and sustaining competitive advantage. Thus, we can assume from the above definition of Miller that the employee is the epicenter of the entire decision making in the HR department. All the decision made and action taken centre on the employee and is pervasive at all the decision making process. Thus, the HR management never refrains from making any efforts to make its employee happy.

EVOLUTION OF HRM The need for an organized form of HRM emerged during the industrial revolution, as the manufacturing process evolved from a cottage system to factory production. When United States shifted from an agricultural economy to an industrial economy, companies were forced to develop and implement effective ways of recruiting skilled workers. In addition, industrialization helped in encouraging immigration, as the country opened its borders to fill vacancies. Filling these jobs with immigrants, however, created an even greater need for adequate management of employees. Earlier the century saw a concern for improved efficiency through careful design of work. During the middle of the century emphasis shifted to the employee's productivity. Current decades have focused on increased concern for the quality of working life, total quality management and worker's participation in management. These three phases may be termed as development, welfare and empowerment.

CHALLENGES FACED BY HUMAN RESOURCE The role of the Human Resource Manager is evolving with the change in competitive market environment and the realization that HRM must play a more strategic role in the success of an organization. Organizations that do not put their stress on retaining and attracting talents may find themselves in dire consequences, as their competitors may be outplaying them in the strategic employment of their human resources. The main challenges faced by the human resource department are follows: Globalization Employee Turn over Technological changes Workforce Diversity Continuous Improvement Initiatives Contingent Workforce Decentralized Worksites

Globalization It means expansion of the hotel chain in the country of abroad. When a hotel chain adds on properties to it name, the core values and business models may

change. This means that the employees must be made aware of the new rules and regulations so that they can achieve the new goals laid down by the company. Also, while diversifying companies need to see that the individual goals of the employees are met without hindering the companies goal. Taj FABR will be converted into Vivanta property, as now it will come under a different brand its policies, values might change. Which the staff will have to cope up with. Employee Turnover - An organization is as good as its people, and nobody can deny the fact that manpower is the greatest asset of a company. Moreover high attrition rates incur major costs to the company including recruiting unemployment insurance expenses, training expenses and guest service of a quality less than one has been striving for. Employees may leave due to many reasons. The reasons may be: bad working condition, no compatibility with coworkers, less salary, little family life etc. So it becomes important for the HRM to know the precise reason (s) why the employee is stepping down from the given job. Turnover strongly affects both an industrys and an organizations success. At the organization level, high levels of voluntary turnover interrupt the flow of business, damage the bottom line, and affect companies in three major ways: First, with the continuous change in front-line employees that high turnover brings, maintaining service quality becomes a challenge. A great deal of an association implicit service-based knowledge resides in its employees. Second, turnover is expensive. The cost of losing one line-level employee is estimated at between $1,300 and $7,600 while the cost of managerial-level turnover is argued to be equivalent to the individuals annual base salary. Finally, high turnover can harm employee morale. In a workplace that relies heavily on teamwork and commitment to service, high turnover and low morale can reduce employees emotional and cognitive investments in their organizations. The researcher will talk about this point in detail under the recommendation heading. Technological changes - are welcome in the hotel industry as they help the employees to match up with the pace of this fast moving world and help the hotel by providing their

services. Initially these changes may cause discomfort among the employees since they will have to spend some additional time in learning these new changes. If the employees are unable to adapt to the changes they might feel uncomfortable and may quit. Hence technological changes may contribute to turnover and are to be looked into with calm thinking.

Workforce Diversity - The future success of any organizations depends upon the ability to manage a people from different cultural background. The challenge and problems faced of workplace diversity can be turned into a strategic organizational asset if an organization is able to converts the areas where it lacks by capitalize on this melting pot of diverse talents. With the mixture of people from diverse cultural backgrounds, genders, ages and lifestyles, an organization can respond to business opportunities more rapidly and creatively, especially in the global arena which must be one of the important organizational goals to be attained.

Continuous Improvement initiatives - The total quality management practiced in a large number of organizations is a great example. Employees need to perform at all times since they are not given any scope for errors. If the employee is trained in such a manner that he can adapt to the changes easily they can service for a longer period of time. Eg: Brand standards and Phraseology in hotels may keep changing, for employee to unlearn the earlier and inculcate the new becomes tough and some end up treating it as an additional headache. Decentralizes worksites In a hotel flexibility of work hours and timings are the motivators. In hotels instead of having flexible work hours , the employees are asked to do over timing on a day of high house count. It is very difficult for an employee to get the compensation for the extra hours, in which ever form it may be. Hence, employees may resort to look for new jobs in other industries so as to cater to their work life balance.

GLOBAL HUMAN RESOURCE CHALLENGES Functions such as operations, sales, and marketing have generally made great progress in adapting to the global reality. However, the HR function has normally lagged behind in

developing structures policies and that support globalization. The general challenges for Global HR functions are as follows: Coordination of activities in many different locations. Understanding the continual change of the globally competitive environment Building a global awareness in all Human Resource departments Creating a multicultural Human Resource team.

To meet these obstacles organizations need to consider the HR function not as just an administrative service but as a strategic business partner. These are the issues which lead to framing the Strategic Management drivers of Human Resources.

Coordination of activities in many different locations - International companies face many challenges when trying to make HR practices reliable across all locations/offices. The top three challenges include: 1. Variations in economic, social and political circumstances. 2. Different locations/offices have their own way of doing things and are resistant to change. 3. The perceived value of the HR function varies across locations/offices.

Understanding the frequent change of the globally competitive market - Today, a global village, a concept in which telecommunication and transportation technologies have essentially reduced time and distance effects to produce a single worldwide community have increased the pulse of businesses thus implying pressure on the existing as well as new employees. To be effective in this environment organizations have to adapt to cultures, systems and techniques of their own. Owing to the increase in similar businesses catering to a general audience, the competitive edge that each hotel fights to reach is very high.

Human Resources greatest challenge is to equip and sustain employees with special skills who can adapt themselves quickly to changing technology, surroundings and diversify

with trends. Listed below are some of the global practices followed by HR to remain competitive in todays ever evolving market:

Managing Workplace Diversity Training and Development Performance and Productivity Employee Satisfaction Tracking System Reward Programs Strategic Development of Human Capital Resources Reducing Employee Turnover Vocationally Educated Staff

Building a global awareness in all Human Resources departments - Globalization particularly in the business is a fact of life in today's world. The technology outburst over the past two decades has caused barriers to global commerce to come crashing down. Even well-known products are losing their traditional national identity: BMWthe exemplar of German engineering and performance--is building cars in South Carolina; Chevrolets--as American as apple pie--are being assembled in Mexico; and the parts for these automobiles come from every corner of the world. These exemplify the global need for HR professionals toexpertise in a worldly aspect for providing the cutting edge.

Creating a multicultural Human Resources team Expertise in global HR will become a to contribute to a company's success. The need to keep abreast of key employment legislation in Europe, Asia or Latin America; track cultural issues, demographic trends and social policy developments in foreign regions; and, more than likely, become fluent in another language. The chaos in today's world has made travel more difficult and the safety of overseas employees a major concern. As an HR professional, one could be called on to balance business needs against security. Protecting emigrant employees and their families will be critical. Thus, managing such similar challenges in the employees in a Company is the bigger challenge.

CHAPTER 2 COMPANY PROFILE

ABOUT COMPANY PROFILE
CONDAT ROBOTIX is a leading high end industrial automations - also providing robot, robot solutions, peripheral equipment, and service for tasks such as welding, handling, assembly, painting and finishing, picking, packing, and machine tending. CONDAT ROBOTIX is an authorized channel partner of ABB.

Condat Robotix is a leader in power and automation technologies that enable utility and industry customers to improve performance while lowering environmental impact.

Industrial Automation Services that include design, fabrication, commisioning of solutions.Complete Automation Solutions for Rubber, Paper, Boiler and power Industry.CNC Retrofitting including mechanical Rework.Application Software

development for MIS/SCADA

Quality Policy CR Automations shall continuously work to improve our knowledge and manufacturing method to supply reliable products / systems to our customers so as to meet and exceed their stated and implied needs in industrial automation.

CR Automation endeavor shall be to provide total satisfaction to all customers through our professional services and product quality. We shall keep on building skill sets and vertical services on our existing knowledge base.

PRODUCTS
AC Drives

Machinery Drives

Industrial Drives

Standard Drives

PLC Process ( Industrial Robots )

AC 500 Series

AC 500 ECO (New) CL Logic Relays Read More Read More Read More

HMI

CP 400 Series

CP 500 Series

Industrial Robots

Robots Welding

Robots Painting

Service and Support

Service and Support

Panel Buildings

Panel Buildings Scada and DCS

Scada and DCS

SERVICES RENDERED BY CR AUTOMATION

Robotics Condat Robotix is a leading supplies robot, robot software, peripheral equipment, modular manufacturing cells and service for tasks such as welding, handling, assembly, painting and finishing, picking, packing, palletizing and machine tending. Key markets include automotive, plastics, metal fabrication, foundry, electronics, machine tools, pharmaceutical and food and beverage industries. A strong solutions focus helps manufacturers improve productivity, product quality and worker safety.

Automation Products This serves customers with energy efficient and reliable products to improve customers' productivity, including drives, motors and generators, low voltage products, instrumentation and analytical, and power electronics.

Process Automation The main focus of this Condat Robotix business is to provide customers with integrated solutions for control, plant optimization, and industry-specific application knowledge. The industries served include oil and gas, power, chemicals and pharmaceuticals, pulp and paper, metals.

Power Systems Power Systems offers turnkey systems and services for power transmission and distribution grids, and for power plants. Substations and substation automation systems are key areas. Additional highlights include flexible alternating current transmission systems (FACTS), high-voltage direct current (HVDC) systems and network management systems.

Power Products Power Products are the key components to transmit & distribute electricity. The division incorporates Condat Robotix's manufacturing network for transformers, switchgear, circuit breakers, cables & associated equipment.

TRAINING PROGRAM
Training at CONDAT ROBOTIX The Competitive Edge The inputs of training at CONDAT ROBOTIX viz. strong practical and educational values have long lasting effects on the participants, besides increasing their personal efficiency and satisfaction in PLC, AC/DC Drives, AC Servo Drives, AC Servo Motors and Robots The unique features of training at CONDAT ROBOTIX are:

Comprehensive product training, including training aids and documentation in print, and on CD-ROM or video.

Computer-based, workbench and hands-on training providing instant feedback and skills reinforcement.

Direct access to CONDAT ROBOTIX personnel. Effective instructor to trainee ratio. Value addition to the training, Confidence and team building skills. Trainee certification for advancement to higher learning. Training in product warranty, preventive maintenance, as well as service reporting.

Vocational Process has been initiatecd to get CONDAT ROBOTIX registered at Training Provider

WHAT IS HUMAN RESOURCE MANAGEMENT? Human Resource Management is that part of the management process that specializes in the management of people in work organizations. HRM emphasizes that employees are critical to achieving sustainable competitive advantage, that human resources practices need to be integrated with the corporate strategy, and that human resource specialists help organizational controllers to meet both efficiency and equity objective.

Human Resource Management is a vital function in organizations. It is becoming more important than ever. Line managers are getting involved in HRM, and human resource managers are becoming members of the management team. Also, everyone in the organization can make a contribution to the management of people and the success of the organization at the same time. Human resource management includes a variety of activities, such as the following:

What staffing needs to have and whether to use independent contractors or hire employees to fill these needs

Recruiting and training the best employees, ensuring they are high performers. Dealing with performance issues and ensuring its personnel and management practices conform to various regulations.

The effective use of people to achieve both organizational and individual goals. The effective recruitment, selection, development, compensation, and utilization of human resources by organizations

Before few years H.R manager was only black box Their role was more closely aligned with personnel and administration functions. Potent

New H R Role Recruiting Hiring Training Organization Development Communication

New H R Role Coaching Policy Recommendation Salary and Benefits Team Building Employee Relations Leadership

HRM HAS INCREASED IN IMPORTANCE SINCE THE 1980S. WHY? Globalization Government regulation Stronger knowledge/research base Changing role for labor unions Challenge of matching worker expectations with competitive demands

WHAT MOTIVATES EMPLOYEES? Feeling in on things Good wages Good working conditions Job security Full appreciation of work that is done

Tactful disciplining Employer loyalty to employees Interesting work Promotion and growth in the organization

Human resources is an increasingly broadening term with which an organization, or other human system describes the combination of traditionally administrative personnel functions with acquisition and application of skills, knowledge and experience, Employee Relations and resource planning at various levels. The field draws upon concepts developed in Industrial/Organizational Psychology and System Theory. Human resources has at least two related interpretations depending on context. The original usage derives from political economyand economics, where it was traditionally called labor, one of four factors of production although this perspective is changing as a function of new and ongoing research into more strategic approaches at national levels. This first usage is used more in terms of 'human resources development', and can go beyond just organizations to the level of nations . The more traditional usage within corporations and businesses refers to the individuals within a firm or agency, and to the portion of the organization that deals with hiring, firing, training, and other personnel issues, typically referred to as `human resources management'.

KEY FUNCTIONS
Human resource management serves these key functions: 1. Recruitment & Selection 2. Training and Development (People or Organization) 3. Performance Evaluation and Management 4. Promotions 5. Redundancy 6. Industrial and Employee Relations 7. Record keeping of all personal data. 8. Compensation, pensions, bonuses etc in liaison with Payroll 9. Confidential advice to internal 'customers' in relation to problems at work 10. Career development

Human Resource Development In organizations, in terms of selection it is important to consider carrying out a thorough job analysis to determine the level of skills/technical abilities, competencies, flexibility of the employee required etc. At this point it is important to consider both the internal and external factors that can have an effect on the recruitment of employees. The external factors are those out-with the powers of the organization and include issues such as current and future trends of the labor market e.g. skills, education level, government investment into industries etc. On the other hand internal influences are easier to control, predict and monitor, for example management styles or even the organizational culture.

MAJOR TRENDS In order to know the business environment in which any organization operates, three major trends should be considered:

Demographics the characteristics of a population/workforce, for example, age, gender or social class. This type of trend may have an effect in relation to pension offerings, insurance packages etc.

Diversity the variation within the population/workplace. Changes in society now mean that a larger proportion of organizations are made up of "baby-boomers" or

older employees in comparison to thirty years ago. Traditional advocates of "workplace diversity" simply advocate an employee base that is a mirror reflection of the make-up of society insofar as race, gender, sexual orientation, etc.

Skills and qualifications as industries move from manual to a more managerial professions so does the need for more highly skilled graduates. If the market is "tight" (i.e. not enough staff for the jobs), employers will have to compete for employees by offering financial rewards, community investment, etc.

INDIVIDUAL RESPONSES In regard to how individuals respond to the changes in a labour market the following should be understood:

Geographical spread how far is the job from the individual? The distance to travel to work should be in line with the pay offered by the organization and the transportation and infrastructure of the area will also be an influencing factor in deciding who will apply for a post.

Occupational structure the norms and values of the different careers within an organization. Mahoney 1989 developed 3 different types of occupational structure namely craft (loyalty to the profession), organization career (promotion through the firm) and unstructured (lower/unskilled workers who work when needed).

Generational difference different age categories of employees have certain characteristics, for example their behavior and their expectations of the organization.

RECRUITMENT METHODS While recruitment methods are wide and varied, it is important that the job is described correctly and that any personal specifications are stated. Job recruitment methods can be through job centres, employment agencies/consultants, headhunting, and local/national newspapers. It is important that the correct media is chosen to ensure an appropriate response to the advertised post.

Where organisations don't have the internal resource to be able to conduct an effective recruitment exercise this is where they may outsource this to a third party, typically a recruitment or hr consultancy that specializes in the area that the organisation requires.

FRAMEWORK Human Resources Development is a framework for the expansion of human capital within an organization or (in new approaches) a municipality, region, or nation. Human Resources Development is a combination of training and education, in a broad context of adequate health and employment policies, that ensures the continual improvement and growth of both the individual, the organisation, and the national human resourcefulnes. Adam Smith states, The capacities of individuals depended on their access to education. Human Resources Development is the medium that drives the process between training and learning in a broadly fostering environment. Human Resources Development is not a defined object, but a series of organised processes, with a specific learning objective Within a national context, it becoms a strategic approach to intersectoral linkages between health, education and employment.

STRUCTURE Human Resources Development is the structure that allows for individual development, potentially satisfying the organizations, or the nation's goals. The development of the individual will benefit both the individual, the organization, or the nation and its citizens. In the corporate vision, the Human Resources Development framework views employees, as an asset to the enterprise whose value will be enhanced by development, Its primary focus is on growth and employee developmentit emphasises developing individual potential and skills Human Resources Development in this treatment can be in-room group training, tertiary or vocational courses or mentoring and coaching by senior employees with the aim for a desired outcome that will develop the individuals performance. At the level of a national strategy, it can be a broad intersectoral approach to fostering creative contributions to national productivity

TRAINING

At the organizational level, a successful Human Resources Development program will prepare the individual to undertake a higher level of work, organized learning over a given period of time, to provide the possibility of performance change (Nadler 1984). In these settings, Human Resources Development is the framework that focuses on the organizations competencies at the first stage, training, and then developing the employee, through education, to satisfy the organizations long-term needs and the individuals career goals and employee value to their present and future employers. Human Resources Development can be defined simply as developing the most important section of any business its human resource by, attaining or upgrading the skills and attitudes of employees at all levels in order to maximise the effectiveness of the enterprise (Kelly 2001). The people within an organization are its human resource. Human Resources Development from a business perspective is not entirely focused on the individuals growth and development, development occurs to enhance the organization's value, not solely for individual improvement. Individual education and development is a tool and a means to an end, not the end goal itself. (Elwood F. Holton II, James W. Trott Jr)[14]. The broader concept of national and more strategic attention to the development of human resources is beginning to emerge as newly independent countries face strong competition for their skilled professionals and the accompanying brain-drain they experience.

In conversations with clients, sources, and candidates, one can see more and more companies seeking to change the role of their Human Resources organization from a passive compensation, benefits and compliance role to a human resources organization which is a highly proactive partner playing a leadership role in helping to frame the companys operating strategies to meet corporate objectives. This future role of Human Resources is currently seen in companies known for pursuing Best Practices.

In these companies, the Human Resource organization is an important strategic partner in developing the goals and implementing the tactics of the firm. Through a mixed model of centralized and decentralized functions, the corporate HR functions are viewed as Centers of Excellence, while each Strategic Business Unit (SBU) is assigned an HR generalist reporting to the business unit manager (with a dotted line to the head of corporate HR). The generalist supporting the SBU must have a strong understanding of the business or functional area to be effective.

In this new model of the HR organization, it is vital that members develop strong consulting skills. The HR generalists, who function as consultants, must understand and appreciate the mind-set of being a strategic partner with their SBU. In addition, as consultants, they must develop employee relations skills to not just define problems, but to work with teams to solve them. Corporate HR becomes a site for Centers of Excellence containing the shared services of Compensation, Benefits, and Organization Development (which has a much expanded role). Often the firm sets up a virtual HR area to handle interactive benefits administration (by dial-in, lobby kiosks, Intranet, or Internet) to save time and provide faster service. To be successful, proponents claim, it is vitally important to have a high-level commitment to change. Companies which have successfully implemented organizational change have avoided jumping on the bandwagon or using the current buzzword programs (which can seriously damage credibility), while executing plans that are authentic and sustainable, and which have the commitment from senior management.

With HR on board as a strategic partner, the HR department plays an important role in a Strategic Business Needs Assessment to determine the direction of the firm (Where are we going as a business?). A gap analysis is performed to determine the difference between the core competencies currently held and the skills needed to get the firm to where it wants to be.

The HR department is designed in keeping with the corporate strategy, and works closely with the SBUs to measure and develop the core competencies (which may require several iterations). Along with the SBUs, HR determines how to best provide competency training and how the Organization Development department (OD) can best provide a continuous education process, e.g., Just in Time Training, and mentoring. The OD function (a Center of Excellence) is broadened greatly, as this role becomes very important in training and facilitating during an organizational redesign. As part of the redesign, the core competencies for each affected position are developed and OD plays a vital role in helping employees obtain the tools and knowledge needed to meet or exceed these goals. The role of the HR Head is also greatly expanded. This executive serves on the firms Strategy Council and must be very strategic - seeing HRs role as an important strategic partner with the SBUs. This person either reports directly to one of the top executives, or is given frequent access to them (beyond membership on the Strategy Council). As a change agent, an important part of the HR heads compensation package becomes incentives - based upon meeting specific objectives of change.

The core competencies for the person in this role include:

The ability to lead the change effort in the organization, not just the change effort in HR A strong belief in empowering employees and decentralizing decision-making A commitment to organizational/people development The confidence to be a consultative business partner in HR issues (as opposed to an employee advocate on the one hand, or the people police on the other) The capacity to both recognize problems as they occur and work with others to solve them Proven experience in planning and implementing a strategic HR role Patience to continue with a change program and handle resistance to change The ability to obtain a commitment to a change program from the top executives, and with them, to develop a sense of urgency/importance for the change efforts.

No matter how well planned, explained and executed, any new program will meet strong resistance to change (at all levels), which should be expected and not allowed to deter the process of change. Further, any program of major changes will take several years to fully develop and implement across the firm. In undertaking change, the Human Resources Department has the opportunity to become an integral part of the corporation, a driver of change, and a valuable strategic resource.

CHAPTER 2 REVIEW OF LITERATURE

According to Flippo (2006), Human resources management is the plaaning, organizing, directing and controlling of the procurement, development, compensation, integration, maintenance and reproduction of human resources to the end that individual, organization and societal objectives are accomplished. According to Institute of personnel management (2005), Personnel management is an integral but distinctive part of management concerned with people at work and their relationships within the enterprise. It seeks to bring together into an effective organization the men and women who staff the enterprise enabling each to make his/her best contribution to its success, both as a member of a working group and as an individual. It seeks to provide relationships within the enterprise that are conducive both to effective work and human satisfaction. Human Resource Management, it is important to trace its origin and phases it passed through. The roots of this profession can be found in the nineteenth century when pressure for reform of working conditions from members of labour movement and work of social performers like Robert Owen and Rowntree, which had been called the movement towards industrial betterment made possible emergence of the earliest attempts at welfare policies. At the beginning responsibilities of the first welfare workers were mainly in dispensing benefits to the deserving and unfortunate employees

Terry Doyle, (2005) analysed that the intent of this paper is to inform the Ferris State academic community about the research findings on the use and value of teacher effectiveness evaluation tools and to make suggestions, based on research, as to what an effective evaluation process might look like at Ferris, including attempting to define in which areas of instruction students are qualified to give meaningful feedback to faculty and which they are not. This paper is the result of a request made by former Vice President for Academic Affairs Barbara Chapman. In her cover letter (dated October 30,

2002) addressing the revised Post-Tenure Review Policies and Procedures, Dr Chapman charged the Center for Teaching, Learning and Faculty Development (the Center) with offering training for faculty on how to meaningfully use and interpret the quantitative results of student evaluations of instruction and asked that the training program be instructive to both faculty and administration.

S.S. Bhatia (2005) studied and analysed that those who deserved to be trained could not be spread and those who can be spread do not always deserve the training. Hence, it is suggested for consideration that only those officials who fulfill the requisite qualification/experience have aptitude for training and are senior enough in the line should be deputed and a well designed roster system should also be advised for giving weight age to the training programmers. To conclude, training cannot be considered in isolation from other aspects of personnel administration or from other aspects of performance improvement. In fact, training program can become a wasteful effort, if it is not harmonized with career development or with personnel activities or if it is not integrated with programmers of administrative improvement and reforms. Training can be effective only if the knowledge and skills acquired by the trainees can be and are actually used for performance improvement and also successful training is really helping the trainers in their career development. A well designed program can be a real weapon accommodate the philosophy and tools of organizational change to achieve optimum performance.

Sumati Reddy, (2004) examined that CD-ROM has carved its own niche in the training field. The abundant supply of pre-packaged training programmes, coupled with the option of developing and distributing customized training content via CD-ROMs, prepared by training consultants and vendors, make it possible for trainers to select from a variety of training solutions, form instructor-led courses, courses packed with highly interactive sessions and modules to relatively simple ones. The trainer as well as the Learner can select a training course in a number of different formats, including CDROMs. Along with the trainer and the learner, the organization is also benefited

tremendously by delivering training through this rich and cost effective medium.

CHAPTER 3 OBJECTIVE OF THE STUDY

To assess the human resource management practices being implemented in retail sector. To find out how practices affect employee performance and satisfaction To discuss the various HR policy commonly used in CR Automation.

CHAPTER 4 RESEARCH METHODOLOGY

INTRODUCTION
Research refers to a search for knowledge. It is a systematic method of collecting and recording the facts in the form of numerical data relevant to the formulated problem and arriving at certain conclusions over the problem based on collected data. Thus formulation of the problem is the first and foremost step in the research process followed by the collection, recording, tabulation and analysis and drawing the conclusions. The problem formulation starts with defining the problem or number of problems in the functional area. To detect the functional area and locate the exact problem is most important part of any research as the whole research is based on the problem.

According to Clifford Woody research comprises defining and redefining problems, formulating hypothesis or suggested solutions: collecting, organizing and evaluating data: making deductions and reaching conclusions: and at last carefully testing the conclusions to determine whether they fit the formulating hypothesis. Research can be defined as the manipulation of things, concepts or symbols for the purpose of generalizing to extend, correct or verify knowledge, whether that knowledge aids in construction of theory or in the practice of an art In short, the search for knowledge through objective and systematic method of finding solution to a problem is research.

DRAFTING QUESTIONNAIRE
The questionnaire is considered as the most important thing in a survey operation. Hence it should be carefully constructed. Structured questionnaire consist of only fixed

alternative questions. Such type of questionnaire is inexpensive to analysis and easy to administer. All questions are closed ended.

SAMPLING
It was divided into following parts:

SAMPLING UNIVERSE All the employees are the sampling universe for the research.

SAMPLING TECHNIQUE Judgmental sampling Sample was taken on judgmental basis. The advantage of sampling are that it is much less costly, quicker and analysis will become easier. Sample size taken was 100 employees.

DATA COLLECTION The task of data collection begins after the research problem has been defined and research design chalked out. While deciding the method of data collection to be used for the study, the researcher should keep in mind two types of data viz. Primary and secondary data.

Primary Data: The primary data are those, which are collected afresh and for the first time and thus happen to be original in character. The primary data were collected through well designed and structured questionnaires based on the objectives.

Secondary Data: The secondary data are those, which have already been collected by someone else and passed through statistical process. The secondary data required of the research was collected through various newspapers, and Internet etc.

LIMITATIONS:
1. Short span of time: Due to lack of time and busy schedule of the employees it is hard to interact properly with the employees. 2. 3. Biasness on the part of the respondents: Employees do not the reveal the truth True nature: Results of the study have been derived to be the parameters included in questionnaire, so the results may not exactly correspond to the true value of managing HR. 4. Misinterpretation: Although utmost care has been taken to get the accurate results yet because of risk of ambiguities and misinterpretation on the part of respondents.

CHAPTER 5 DATA ANALYSIS & INTERPRETATION

5.1 Are you aware of HR policies in CR Automation? Table No. 5.1 Option Yes No Total Respondents 100 0 100 Figure No. 5.1 Percentage 100% 0% 100%

100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Yes No

INTERPRETATION The above chart depicts that 100% employees are aware regarding HR policies in CR Automation.

5.2.

If yes, which of the following HR policies that you come across? Table No. 5.2 Option Man power planning Recruitment and training Induction program Compensation Welfare programs Promotions Career development program Performance appraisal Total Respondents 18 13 15 06 09 15 16 08 100 Figure No. 5.2 Percentage 0.18% 0.13% 0.15% 0.06% 0.09% 0.15% 0.16% 0.08% 100%

0.18% 0.16% 0.14% 0.12% 0.10% 0.08% 0.06% 0.04% 0.02% 0.00%

0.18% 0.16% 0.15% 0.13% 0.15%

0.09% 0.08% 0.06%

Manpower

Recruitment and training

Induction Program

Compensation

Welfare Programs

Promotions

Career Development

Performance Appraisal

INTERPRETATION The above chart depicts that 0.13% employees come across recruitment and training policy, where as 0.09% welfare program. 0.15% induction program, 0.15% promotion 0.18% manpower planning, 0.08% performance appraisal, 0.06% compensation and rest 0.16% respondents replied in the favour of career development policy. Recruitment and selection policies is come across in respondents mind followed by welfare program, promotion, induction programs & other policies.

5.3

What is the source of recruitment in CR Automation? Table No. 5.3 Option Internal sources External sources Total Respondents 64 36 100 Figure No. 5.3
70% 64% 60%

Percentage 64% 36% 100%

50%

40%

36%

30%

20%

10%

0% Internal Source External Source

INTERPRETATION The above chart depicts that 64% employees respond that company used internal source of recruitment, while 36% replied that external source is used by company to recruit the candidate.

5.4

Through which mode you entered the organization? Table No. 5.4 Option Campus Interview Walk in Interview Employee Reference Total Respondents 24 40 36 100 Figure No. 5.4
40% 40% 36% 35% 30% 25% 20% 15% 10% 5% 0% Campus Interview Walk in Interview Employee /Reference 24%

Percentage 24% 40% 36% 100%

INTERPRETATION The above chart depicts that 40% employees are entered in organistion through walk in interview, while 36% through employees reference and rest 24% employees entered in organization from campus interview. Mostly companies used walk in interview method to select a candidate for Job.

5.5

Which kind of training practices organized in CR Automation? Table No. 5.5 Option Technical Non technical Both Total Respondents 28 30 42 100 Figure No. 5.5
45% 42% 40% 35% 30% 30% 25% 20% 15% 10% 5% 0% Technical Non technical Both 28%

Percentage 28% 30% 42% 100%

INTERPRETATION The above chart depicts that 42% employees replied that both types of training practices organised in CR Automation, while 30% non-technical and rest 28% employees that their company organised only technical training.

5.6

What is the duration of training practices in CR Automation? Table No. 5.6 Option One week Two weeks Three weeks > three weeks Total Respondents 43 17 15 15 100 Figure No. 5.6 Percentage 53% 17% 15% 15% 100%

60%

53%

50%

40%

30% 17% 20% 15% 10% 15%

0% Once week Two weeks Three weeks More than three weeks

INTERPRETATION The above chart depicts that 53% employees respond that duration of training practices in CR Automation is once week, where 17% says two weeks, 15% three weeks and rest 15% employees says duration of training practices in CR Automation is more than three weeks.

5.7

How frequently training practices are organized in CR Automation? Table No. 5.7 Option Once in a year Twice in a year Thrice in a year Four or more times in a year Total Respondents 43 20 25 12 100 Figure No.5.7 Percentage 43% 20% 25% 12% 100%

45% 40% 35% 30% 25% 20% 15%

43%

25% 20%

12% 10% 5% 0% Once in a year Twice in a year Thrice in a year Four or more times in year

INTERPRETATION The above chart depicts that 43% employees respond that their CR Automation organised training once in a year, while 25% thrice in a year, 20% twice in a year and rest 12% employees replied that four or more times in year.

5.8

What are the various methods of performance appraisal? Table No. 5.8 Option Straight ranking Paired comparison Behaviour anchored rating scale 360o degree Total Respondents 38 21 25 16 100 Figure No. 5.8 Percentage 38% 21% 25% 16% 100%

40% 35% 30% 25%

38%

25% 21%

20% 16% 15% 10% 5% 0% Straight ranking Paired compaison Behaviour anchored rating scale 360o degree

INTERPRETATION The above chart depicts that 38% employees replied that their CR Automation used straight ranking methods as compared to other methods, where as 25% behaviour anchored rating scale, 21% paried comparison and rest 16% employees replied that their CR Automation using 360O degree method. Straight ranking method is adopted by CR Automation.

5.9

How often performance appraisal is been conducted? Table No. 5.9 Option Twice in a year Once in a year Once in a two year Once in a three year Total Respondents 57 14 23 6 100 Figure No. 5.9 Percentage 57% 14% 23% 6% 100%

60%

57%

50%

40%

30% 23% 20% 14% 10% 6% 0% Twice in a year Once in a year Once in a two year Once in a three year

INTERPRETATION The above chart depicts that 57% employees replied that performance appraisal is twice times in a year conducted by their Company, while 23% once in a two year, 14% once in a year and rest 6% employees that performance appraisal is once time in a three year conducted by CR Automation.

5.10

In what way performance appraisal methods motivates you to work hard? Table No. 5.10 Option Comparison Promotion Increment Additional responsibility Total Respondents 33 57 8 2 100 Figure No. 5.10 Percentage 22% 57% 8% 2% 100%

60%

57%

50%

40% 33% 30%

20%

10%

8% 2%

0% Comparison Promotion Increment Additional responsibility

INTERPRETATION According to 57% employees, Promotion motivates to work hard in CR Automation, while 33% comparison, 8% increment and rest 2% employees think that additional responsibility motivates to work hard.

5.11

Rate the level of various performance appraisal methods? Table No. 5.11 Option Excellent Good Average Poor Total Score Straight ranking Paired comparison Behaviour anchored rating scale 360o degree 6 4 10 15 12 9 2 11 8 12 1 9 0 0 0 1 26 25 35 14

Figure No. 5.11

40 35 30 25 20 15 10 5 0 Straight ranking Paired comparison Behaviour anchored rating scale 360o degree

INTERPRETATION Majority of employees give most rates to straight ranking performance appraisal method as compared to other methods.

5.12

Do the HR organise induction program for the employees? Table No. 5.12 Option Yes No Total Respondents 92 8 100 Figure No. 5.12
100% 92% 90% 80% 70% 60% 50% 40% 30% 20% 8% 10% 0% Yes No

Percentage 92% 8% 100%

INTERPRETATION According 92% employees, their CR Automation organised induction program for employees, while 8% replied in the favour of no. Most of the times CR Automation organised induction program to check the employees performance.

5.13

What is duration of induction period in CR Automation? Table No. 5.13 Option One week Two weeks Three weeks More than three weeks Total Respondents 62 18 8 12 100 Figure No. 5.13
70% 62% 60%

Percentage 62% 18% 8% 12% 100%

50%

40%

30%

20%

18% 12%

10%

8%

0% One week Two weeks Three weeks More than three weeks

INTERPRETATION According 62% employees, duration of induction period is one week, while 18% employees replied it is two weeks, 8% three weeks and rest 12% employees says that duration of induction program is more than three weeks.

5.14

In what way the induction program is useful for employees? Table No. 5.14 Option Losing fear Cultivating confidence In performance level Any other Total Respondents 0 6 15 79 100 Figure No. 5.14
90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 0% Losing fear Cultivating confidence In performance level Any other 79%

Percentage 0% 6% 15% 79% 100%

15% 6%

INTERPRETATION According 79% employees, any other way i.e. induction program is useful for them, while 15% in performance level way and rest 6% employees says that cultivating confidence way.

5.15

What are the various welfare measures implemented by HR in CR Automation?

Table No. 5.15

Option Allowances Leaves related rules Review structure All the above Total

Respondents 7 8 3 82 100 Figure No. 5.15

Percentage 7% 8% 3% 81% 100%

90% 82% 80% 70% 60% 50% 40% 30% 20% 10% 0% Allowance Leaves related rules Review Structure All the above 7% 8% 3%

INTERPRETATION According 82% employees, all the above welfare measures implemented by HR in CR Automation, while 8% leaves related rules, 7% allowance and rest 3% employees says that review structure welfare measures implemented by HR in CR Automation.

5.16

Do the organization follows any method for promoting employees?

Table No. 5.16

Option Yes No Total

Respondents 87 13 100 Figure No. 5.16

Percentage 87% 13% 100%

100% 90% 80% 70% 60% 50% 40% 30% 20% 13% 10% 0% Yes No 87%

INTERPRETATION Out of 100 employees, 87% employees are agree that their organisation followed various methods for promoting them, while 13% employees says that their organisation not follow any methods.

5.17

If yes, what are the methods are following in CR Automation? Table No. 5.17 Option Time bound Performance Qualification All the above Total Respondents 0 67 9 11 87 Figure No. 5.17
90% 80% 70% 60% 50% 40% 30% 20% 12.64% 10% 0.00% 0% Time bound Performance Qualification All the above 10.34% 77.02%

Percentage 0.00% 77.02% 10.34% 12.64% 100%

INTERPRETATION According to 77.02% employees, performance is main method to promoting them, while 12.64% employees replied that all the above method and rest 10.34% replied in the favour of qualification.

5.18

On what basis the promotions are given to employees in CR Automation? Table No. 5.18 Option Seniority Performance Total Respondents 6 81 87 Figure No. 5.18
100% 93.10% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Seniority Performance 6.90%

Percentage 6.90% 93.10% 100%

INTERPRETATION According to 93.10% employees replied that on performance basis promotion given to them in CR Automation and rest 6.90% replied in the favour of seniority basis.

5.19

Do you feel there are any many opportunities for your career advancement at CR Automation? Table No. 5.19 Option Yes No Total Respondents 3 97 100 Figure No. 5.19
120%

Percentage 3% 97% 100%

100%

97%

80%

60%

40%

20% 3% 0% Yes No

INTERPRETATION The above chart depicts that 97% employees are not agree that there are many

opportunities for our career advancement at CR Automation, while 3% are agree.

5.20

Whether there is any grievance cell in CR Automation? Table No. 5.20 Option Yes No Total Respondents 96 4 100 Figure No. 5.20
120%

Percentage 96% 4% 100%

100%

96%

80%

60%

40%

20% 4% 0% Yes No

INTERPRETATION According 96% employees, their organisation have grievance cell in their CR Automation, while 4% employees says that there have no grievance cell.

5.21

Are you satisfied with the following? Table No. 5.11 Figure No. 5.21

Option

Highly satisfied 5

Satisfied Neutral Dissatisfied

Highly Dissatisfied

Total

4 6

3 79

2 10

1 0 20.4

Recruitment Procedure Training Practices Welfare measures Promotion Career Development program Grievance

82

10

19.86

10

81

20.06

0 0

23 16

77 62

0 18

0 4

21.54 19.34

65

30

25.00

30 25 25 20.4 20 15 10 5 0
Recruitment procedure Training practicies Welfare measures Promotion Career development program Grievance

19.86

20.06

21.54 19.34

INTERPRETATION Majority of employees are satisfied with grievance handling procedure of CR Automation compared to other policies like recruitment procedure, training practices, welfare measures, promotion and career development program.

5.22

What is your overall opinion about following? Table No. 5.22 Option Good 3 Team work Working conditions Fair evaluation 25 27 20 Satisfied 2 75 57 73 Figure No. 5.22
38 37 36 35 34 33 32 31
Team work Working conditions Fair evaluaition

Not Satisfied 1 0 6 7

Total

37.50 33.50 35.50

INTERPRETATION Majority of employees are satisfied with team work followed by fair evaluation and working conditions.

CHAPTER 6 FINDINGS, RECOMMENDATIONS & CONCLUSION

All the employees are aware regarding HR policies in CR Automation. Recruitment and selection policies are come across in respondents mind followed by welfare program, promotion, induction programs & other policies. Majority of employees respond that CR Automation used internal source of recruitment followed by other sources. Majority of employees are entered in organization through walk in interview. Mostly companies used walk in interview method to select a candidate for Job. Majority of employees replied that both types of training practices organised in the company. High numbers of employees respond that duration of training practices in CR Automation is once week. Majority of employees respond that their CR Automation organized training once in a year. Straight ranking method is adopted by CR Automation. Employees replied that performance appraisal is twice times in a year conducted by their organisation. Promotion motivates to employees to do work hard. Majority of employees give most rated to straight ranking performance appraisal method as compared to other methods. Mostly retail companies organised induction program to check the employees performance

Duration of induction period is one week. All the above welfare measures implemented by HR in CR Automation. Employees agree that company followed various methods for promoting them, while 13% employees say that company not follows any methods. Performance is main method to promoting them.

Employees replied that on performance basis promotion given to them in CR Automation. Employees are not agree that there are many opportunities for our career advancement at CR Automation. Majority of employees are satisfied with grievance handling procedure of CR Automation compared to other policies like recruitment procedure, training practices, welfare measures, promotion and career development program.

RECOMMENDATIONS
The company should gives the compensation as per to the skills, so that the employees could do the efficient work. Organizations must enhance work force motivation to improve productivity. Workers must be encouraged and motivated to develop a customer satisfaction mind set. Organizations need to empower their workers by allowing them greater autonomy and control and to design jobs that are more stimulating. This will enhance the personal productivity. Interdependency of different departments should be well studied, co-ordinated for effective output. Training schedule is worked out well here with proper planning schedule. Recruitment proper planned, structured according to openings in plant, new vacancies. Goal setting programs undertaken with schedule to find potential prospective employees for higher posts, giving training, discussing the on job responsibilities. The employee goals are well studied and structured. The Key Related Areas are properly designed & clearly mentioned to employees.

CONCLUSION
HR management is concerned with formal systems in organizations to ensure the effective and efficient use of human talent to accomplish organizational goals. Management provides a framework to people in which they can look things going around them. Humans are constantly looking for answers, making plans, and pursuing goals that bring desired results. Each day presents new challenge, new question about how life should be and can be. Individuals are continually confronted with decisions to be made given scarce resources. The Hr department should attract talented employees who are committed to their work, will achieve high level of performance and deliver excellent results. The success comes to an organization whose people are able to adapt to changes quickly. The main problem of Hr all around the world is the attrition rate , so they must deal with situation very carefully. It is important for the organization to come up with long term planning and strategies to retain staff and establish credible relationship with their employees. Organizations have to focus continuously on investing in human capital. They have to walk the talk and practice what they preach. The performance of HR is always thankless as most of the employees do not appreciate their efforts. Yet the HR department has to go on and on and on and act as a mentor to all employees. No matter what, the HR department will strive to achieve excellence in what they are supposed do in spite of higher attrition rate. It is important to keep in mind that the best solution for turnover may take place before the employee is even hired. Selection procedures and characteristics of the employee have been identified to affect both turnover and absenteeism. Therefore, HR managers should determine the characteristics that they are seeking prior to selection process, and hire only those individuals that meet the criteria.

Effective and Efficient HR practices are very much important for every organization. So, CR Automation have also its HR Practices, which helps it a lot to achieve the targets. Human Resource Management initiatives in any Organization endeavor to change, redefine, revisit, renew, reinvent, revitalize & restructure the Organization architecture. This is effectively done with the help of alignment & integration of HR policies & strategies with business goal & objectives.

CR Automation can get success within its competitors by applying best, effective HR Practices. The best practices in the management of human resources are the ones which optimize a workforce so that it can not only get work done, but also ensure a greater level of efficiency, timeliness and quality as it accomplishes increases productivity overall.

Hence the job of the best practices human resources firm is to make sure that these benefits and pay scales meet the companys budget while remaining attractive and competitive enough to pull in the very best talent possible. We should know that these figures put the companies in a good light while also presenting themselves as engaging and competitive for companies recruitment efforts.

Transparent HR practices ensure continuous business growth in every organization. It gives the suitable working environment to the employees. The success of companies motivates the employees of organization to continue relationship with it.

BIBLIOGRAPHY
Human Resource Management by Ashwathapa. Human Resource Management by Michael Armstrong. Human Resource Policy Analysis: Organizational Applications by Richard J. Niehaus.

ANNEXURE
QUESTIONNAIRE
1. Are you aware of HR policies in CR Automation? a. yes b. no 2. If yes, which of the following HR policies that you come across? a. Man power planning [ ] b. Recruitment and training [ ] c. Induction program [ ] d. compensation [ ] e. welfare programs [ ] f. promotions [ ] g. career development program [ ] h. performance appraisal [ ] 3. What is the source of recruitment in CR Automation? a. internal source b. external source 4. Through which mode you entered the organization. a. campus recruitment b. walk in interviews c. employee reference 5. Which kind of training practices organized in CR Automation? a. Technical b. Non technical c. Both 6. What is the duration of training practices in CR Automation? a. one week b. two weeks c. three weeks d. > three weeks 7. How frequently training practices are organized in CR Automation? a. once in a year b. twice in a year c. thrice in a year d. four or more times in a year

8. What are the various methods of performance appraisal? a. Straight ranking b. Paired comparison c. Behavior anchored rating scales d. 360* method 9. How often Performance appraisal is been conducted? a. Twice a year b. Once in a year c. Once in two year d. Once in three year

10. In what way Performance appraisal methods motivates you to work hard? a. Comparison b. Promotion c. Increment d. Additional responsibility 11. Rate the level of various performance appraisal methods? Type Straight ranking method Paired comparison method Behavior anchored rating scales 360* appraisal method 12. Do the HR organize induction program for the employees? a. yes b. no 13. What is duration of induction period in CR Automation? a. one week b. two weeks c. three weeks d. more than three weeks 14. In what way the induction program is useful for employees. a. losing fear b. cultivating confidence c. in performance level d. any other Excellent Good Average Bad

15. What are the various welfare measures implemented by HR in CR Automation? a. allowances b. leaves related rules c. review structure d. all the above 16. Do the organization follow any method for promoting employees? a. yes b. no 17. If yes what are all the methods are following in CR Automation? a. Time bound b. Performance c. Qualification d. All the above 18. On what basis the promotions are given to employees in CR Automation. a. seniority b. performance

19. Do you feel there are many opportunities for your career advancement at CR Automation? a. Yes b. No If yes, mention the kind of career program carried at CR Automation? .....
20. Whether there is any grievance cell in CR Automation? a. yes b. no 21. Are you satisfied with the following? Highly satisfied Recruitment Procedure Training Practices Welfare Measures Promotion Career development program Grievance Satisfied Neutral Dissatisfied Highly dissatisfied

22. What is your overall opinion about the following? Good Satisfied Not satisfied Team work Working Conditions Fair evaluation system 23. Your expectation and suggestion .

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