You are on page 1of 52

A SUMMER TRAINING PROJECT REPORT ON

HUMAN RESOURCES INFORMATION SYSTEM AT VIKRAM WOOLLENS

Submitted To: Jiwaji University Gwalior

In partial fulfillment of the award of degree of Master of Business Administration


(2012-14) SUPERVISED BY SUBMITTED TO MR SATY PAL HANS (DGM, P&A, HR) management) SUBMITTED BY AKANSHA SINGH FILE NO 2855 MBA 3RD SEM DR. SMRITI SINGH (HOD,

BVM COLLEGE OF MANAGEMENT EDUCATION

YAMUNA NAGAR, DARPAN COLONY THATIPUR, GWALIOR

DECLARATION
It is hereby declared that the Summer Training Report entitled HUMAN RESOURCES INFORMATION SYSTEM has been prepared as the part for the completion of the degree of masters of business administration from BVM College of Management Education and it is based on the original research work and will be used only for the academic purpose. It will not be produced in any condition as a source of information to an industry.

Date : Place: Gwalior

AKANSHA SINGH MBA 3rd Semester

ACKNOWLEDGEMENT

It is privilege to express my gratitude & sincere thanks to BVM College of Management Education; Gwalior has given us the opportunity to summer training report on the topic HUMAN RESOURCES INFORMATION SYSTEM . I am thankful to Mrs. Savita Singh (chair person), Mr. Manoj S. Kushwah (Director), Prof. A.K. Saxena (Director Academic), Dr. Smriti singh (HOD), Mr. Krishngopal sharma (Head Training & Placement) and faculty guide Dr. Smriti singh for her valuable guidance and support throughout report preparation. I would also like to thank MR SATY PAL HANS (DGM, P&A, and HR). I sincerely thank computer laboratory in-charge and library staff for their timely co-operation. I would also like to thank to all people who directly or indirectly helped to complete the report.

Date: Place: Gwalior

Name: - Akansha Singh MBA III SEM

PREFACE

As the part of my MBA curriculum I was required to go undergo Research Report in a business organization for six weeks. I approached Vikram woolens pvt. Ltd. Malanpur, for this purpose and got an opportunity to get training from Mr.

Satya Pal Hans (DGM, P&A, and HR) who readily agreed to extend his
cooperation. The project was assigned to me by the organization. The topic of my project was HUMAN RESOURCES INFORMATION SYSTEM. my views to the best of my judgment. In this record, I have put my best efforts to compile the data to the highest level of accuracy and give

CERTIFICATE OF FACULTY GUIDE


This is to certify that miss. Akansha singh student of mba 3rd semester programme has completed his/her summer training of 45 days prepared this report under my guidance. (human resources information system of vikram woolens).

Date: Place :-

DR. SMRITI SINGH (HOD MANAGEMENT)

TABLE OF CONTENTS
TOPIC Chapter 1. INTRODUCTION OF THE COMPANY 1.1 History of the organization & its objectives 1.2 Organization Structure 1.3 Financial Performance 1.4 Personnel Policies 1.5 Product and Operations 1.6 Layout and Quality Control 1.7 Marketing 1.8 Strength and Weakness 1.9 Special Points page no. 7-28

Chapter2. RESERCH METHODOLOGY


2.1 Introduction of the topic 2.2 The Study and Its Objectives 2.3 The Sample 2.4 The Tools:TABULATION AND GRAPHICAL REPRESENTATION

29-33

34-44

Chapter:-3 FINDINGS Chapter:-4 SUGGESTIONS Chapter: - 5 CONCLUSION REFRENCE ANNEXURE

45-46 47-48 49-52

CHAPTER: - 1 INTRODUCTION OF THE COMPANY

COMPANY PROFILE
A US$ 30 billion corporation, the Aditya Birla Group is in the League of Fortune 500. It is anchored by an extraordinary force of 130,600 employees, belonging to 40 different nationalities. In the year 2009, the Group was ranked among the top six great places for leaders in the Asia-Pacific region, in a study conducted by Hewitt Associates, RBL Group and Fortune magazine. In India, the Group has been adjudged the best employer in India and among the top 20 in Asia by the Hewitt-Economic Times and Wall Street Journal Study 2007. Over 60 per cent of the Group's revenues flow from its overseas operations. The Group operates in 27 countries Australia, Bahrain, Bangladesh, Brazil, Canada, China, Egypt, France, Germany, Hungary, India, Indonesia, Italy, Korea, Laos, Luxembourg, Malaysia, Myanmar, Philippines, Singapore, Sri Lanka, Switzerland, Thailand, UAE, UK, USA and Vietnam.

Globally the Aditya Birla Group is:

A metals powerhouse, among the worlds most cost-efficient aluminum and copper producers. Hindalco-Novelis is the largest aluminum rolling company. It is one of the 3 biggest producers of primary aluminum in Asia, with the largest single location copper smelter

No. 1 in viscose staple fiber The 4th largest producer of insulators The 4th largest producer of carbon black The 11th largest cement producer Among the worlds top 15 BPO companies and among Indias top 4 Among the best energy efficient fertilizer plantsIn India: A premier branded garments player The 2nd largest player in viscose filament yarn The 2nd largest in the Chlor-alkali sector Among the top 5 mobile telephony companies A leading player in Insurance and Asset Management Among the top 3 super-market chains in the Retail business

Rock solid in fundamentals, the Aditya Birla Group nurtures a culture where success does not come in the way of the need to keep learning afresh, to keep experimenting.

Beyond Business The Aditya Birla Group is:


Transcending business for over 50 years now, the Group has been and continues to be involved in meaningful welfare-driven initiatives that distinctly impact the quality of of the weaker sections of society in India, South-East Asia and Egypt. In India, the Group's social projects span 3,000 villages. It reaches out to seven million people annually through the Aditya Birla Centre for Community Initiatives and Rural Development, spearheaded by Mrs. Rajashree Birla. Its focus is healthcare, education, sustainable livelihood, infrastructure and espousing social causes. The Group runs 42 schools, which provide quality education to over 45,000 children in India's interiors. Of these, over 18,000 children receive free education. An additional 8,000 students receive merit scholarships. Likewise at its 18 hospitals in India, more than a million patients are given extremely subsidized medical care. To embed corporate social responsibility as a way of in organizations, the Group has set up the FICCI Aditya Birla CSR Centre for Excellence, in Delhi.The Group transcends the conventional barriers of business and reaches out to the marginalized because of its conviction of bringing in a more equitable society.

in Working 3700 villages Reaching out to 7 million people annually through the Aditya Birla Centre for Community Initiatives and Rural Development, spearheaded by Mrs. Rajashree Birla Focusing on : health care, education, sustainable livelihood, infrastructure and espousing social causes Running 41 Schools and 18 HospitalsTranscending the conventional barriers of
business to send out a message that We Care

Board of Directors

Mr. Kumar Mangalam Birla, Chairman Mrs. Rajashree Birla Mr. M. L. Apte Mr. B. V. Bhargava Mr. R. C. Bhargava Mr. A. K. Dasgupta Mr. Shailendra K. Jain Mr. D. D. Rathi Mr. Cyril Shroff Dr. Thomas M. Connelly Mr. Adesh Gupta (Whole-Time Director) Mr. K. K. Maheshwari (Whole-Time Director)

Business HeadsMr. K. K. Maheshwari, Viscose Staple Fibre Mr. O. P. Puranmalka, Cement Mr. Lalit Naik, Chemicals Mr. Pranab Barua, - Textiles Mr. Adesh Gupta Manager & Chief Financial Officer Mr. Ashok Malu Company Secretary

DEPARTMENT HEADMr. Satya Pal Hans (DGM, P&A, HR at VIKRAM WOOLLENS, MALANPUR Unit Grasim Inds Ltd) E-Mail ID- satya.hans@adityabirla.com

CONTACT DETAILSAddress Telephone No. : : Plot GH - I to IV Ghironghi, Malanpur 91-1681-3602, Fax No. 91-1681-3339
10

ABOUT UNIT
VIKRAM WOOLLENS (VW) is a unit of highly diversified industrial conglomerate, Grasim Industries Limited, which forms part of Asias major commercial & industrial empire The Aditya Birla Group. VW is worsted Spinning Plant set up with a State-of-the-Art Technology in the year 1995 with the production capacity of 1440 tons/annum. Unit is catering the demand of high end worsted consumers both internationally as well as in domestic market. Product quality is well accepted in international market and now unit is expanding its business with the clear vision TO BEAT THE BEST. The unit commenced production on November 1995. The unit has modern spinning and dyeing equipments with an installed capacity of 8832 spindles. The machines are imported from various countries like France, Germany, Switzerland etc. the unit is manufacturing and marketing 100.00tons yarn per month

Unit is accredited with


DIN EN ISO 9001:2000 (Quality Management System), DIN EN ISO 14001 (Environmental Management System)

OHSAS 18001:1999 (Occupational Health & Safety Management System

BEST PRACTICES IN VIKRAM WOOLLENSS


Work Environment (5s) JIT (just in Time)/ Supply Chain Management Customer Driven: Internal & External Equipment Effectiveness
Waste (MUDA) elimination

MANAGEMENT PROFILE

UNIT HEAD H.R. HEAD

: :
11

Mr. Kanval Gandhi Mr. S.P. Hans

COMMERCIAL HEAD DYE HOUSE HEAD SPINNING HOUSE ENGINEERING HEAD BANKERS

: : : : :

Mr. P.C. Kesharwani Mr. O.P. Ojha Mr. S. Aher Mr. H.K. Fandot Central Bank of India State Bank of India Axis Bank

REGISTERED OFFICE

Grasim Industries Ltd. Stable, Fiber, Division Birla Gram Nagda, (M.P.) 456331

OBJECTIVES OF THE COMPANY


VISION

To achieve and sustain the World Class Status in all areas.


12

MISSION

Establish ourselves as the first choice of our employees, customers and stakeholders.

GOALS

Zero Defects Zero Waste Zero Equipment Losses Zero Accidents Zero Pollution

ORGANISATION STRUCTURE Mr. Kanval Gandhi (UNIT HEAD)

13

Mr. S.P.Hans Fandot DGM (P&A) (ENGG.)

Mr.Shekhar Aher

Mr. O.P.Ojha

Mr.H.

G.M (tech)

Jt.G.M(Dyeing)

Mgr.

Asst.Mgr.Spinning Officer

Asst. Mgr Post Spinning

Dyeing Mgr

Dyeing

Deputy Mgr

Deputy Mgr.

Asst. D.M. Sr. Foreman

Foreman Shift Officer (elec.) Shift Officer Shift Officer (mech.)

Operator Electrician

Operator

Operator

Fitter Operator

D.G Operator

Boiler

FINANCIAL PERFORMANCE P&L A/C


Particulars INCOME Sales Less excise duty Other income 9 388,918,575.00 12,39,038.00 387,679,537.00 42,197,536.00 302,618,656.00 37,56,103.00 298,862,553.00 47,091,007.00 Schedule 31st march 2010 31st march 2009

14

Increase or decrease in stocks

10

65,69,056.00 423,308,017.00

19,747,129.00 365,700,689.00

EXPENDITURE Raw material consumed Purchase of finished goods Manufacturing expenses Payments provisions for employees Selling distribution Administration other expenses Interest Depreciation (schedule) 11,048,639.00 397,578,624 Profit before tax fringe benefit tax Profit/loss (carries to ) 25,729,393.00 25,729,393.00 10,522,013 372,555,209 6,854,520 192,000.00 71,051,520.00 15 1,755,415.00 4,916,278.00 12 13 14 93,549,406.00 40,195,588.00 19,854,610.00 11 231,174,966.00 194,766,261.00 18,879,638.00 86,315,130.00 37,318,138.00 19,837,751.00

BALANCE SHEET
Particulars SOURCES OF FUNDS Head office Loan funds Secured loan Total loans APPLICATIONS OF FUNDS FIXED ASSETS Gross block 3 585,473,249.00 15 582,074,417.00 1 2 68,73,559.00 254,793,287.00 55,037,054.00 236,660,530.00 247,919,728.00 181,623,476.00 Schedule 31st march 2010 31st march2009

Depreciation Net block Add; CWIP Current assets, loan and Inventories Sundry debtors 4 5 6 Loans and advances 7

456,520,487.00 128,952,762.00 0.00 128,952,762.00

446,113,976.00 135,960,441.00 0.00 135,960,441.00

93,060,131.00 44,825,509.00 111,301.00 18,497,893.00 156,494,834.00

86,770,380.00 39,771,874.00 182,015.00 16.194,938.00 142,919,207.00 125,840,525.00 254,793,287.00 42,219,118.00 100,700,089.00 236,660,530.00

Less current liabilities Total ACC. POLICIES & NOTES ON ACCONTS

30,654,309.00

16

RECRUITMENT PROCESS
Recruitment refers to the process of attracting, screening, and selecting qualified people for a job. For some components of the recruitment process, mid- and large-size organizations often retain professional recruiters or outsource some of the process to recruitment agencies. The stages in recruitment include sourcing candidates by advertising or other methods, screening potential candidates using tests and/or interviews, selecting candidates based on the results of the tests and/or interviews, and on-boarding to ensure the candidate is able to fulfill their new role effectively. The recruitment and selection is the major function of the human resource department and recruitment process is the first step towards creating the competitive strength and the strategic advantage for the organizations. Recruitment process involves a systematic procedure from sourcing the candidates to arranging and conducting the interviews and requires many resources and time. A general recruitment process is as follows:

16

1. Identifying the vacancy:


The recruitment process begins with the human resource department receiving requisitions for recruitment from any department of the company. These contain:

Posts to be filled
Number of persons Duties to be performed Qualifications required

2. Preparing the job description and person specification. 3. Locating and developing the sources of required number and type of employees
(Advertising etc).

4. Short-listing and identifying the prospective employee with required characteristics. 5. Arranging the interviews with the selected candidates. 6. Conducting the interview and decision making
The recruitment process is immediately followed by the selection process i.e. the final interviews and the decision making, conveying the decision and the appointment formalities.

RECENT TREND IN RECRUITMENTOUTSOURCINGIn India, the HR processes are being outsourced from more than a decade now. A company may draw required personnel from outsourcing firms. The outsourcing firms help the organization by the initial screening of the candidates according to the needs of the organization and creating a suitable pool of talent for the final selection by the organization. Outsourcing firms develop their human resource pool by employing people for them and make available personnel to various companies as per their needs. In turn, the outsourcing firms or the intermediaries charge the organizations for their services. Advantages of outsourcing are: 1. Company need not plan for human resources much in advance. 2. Value creation, operational flexibility and competitive advantage
17

3. Turning the management's focus to strategic level processes of HRM 4. Company is free from salary negotiations, weeding the unsuitable resumes/candidates. 5. Company can save a lot of its resources and time Therefore, Vikram Woollens done recruitment and selection through refrences.

PERSONNEL POLICIES
Personnel policies define the treatment, rights, obligations, and relations of people in an organization. They are the blueprints by which the organization runs--the rules and procedures that protect workers (and the organization) from being abused, put them in control of their jobs, and keep them from making errors that will hurt the organization or one another. A policy then mayi. ii. iii. iv. Be specific or general in its institution Deal with one or many, aspect of a problem Place limits within which action is to be taken Specify the stops to be taken

There are essentially three types of personnel policies that our organization have General Policies have to do with the basic structure, philosophy, and rules of the organization. They deal with issues ranging from equal opportunity in hiring and
18

advancement to conflicts of interest, sexual harassment, alcohol in the workplace, and Internet usage. Hiring and Employment Status Policies involve the worker's employment relationship with the organization -- hiring, firing, and everything in between. Here is where pay scale, title, promotions, and performance reviews are laid out. These policies also cover benefits, employees' rights, and reasons for termination. Everyday Procedural Policies deal with issues that affect the everyday of the

worker (or volunteer), and the day to day operation of the organization. They generally include the hours employees are required to be at work, how workers should dress, when they get paid, and issues of security, as well as guidelines for how things are done in the organization.

Personnel policies may include Introductory Materials Personnel policies often begin with a welcome, a brief history of the business, a statement of the company's values and a description of its organizational structure. Policies The policies should include comprehensive information about workplace rules; for example, hours, attendance, pay, benefits, supervision and discipline. Legal Issues Personnel policies should also include discussion of sensitive legal issues like sexual harassment and employee safety regulations. Effectiveness To be effective, the policies must be distributed to every employee. The policies should be reviewed during employee orientation and during periodic INFORMATION sessions. Warning Employers should avoid making unconditional promises in their personnel policies. Implying that an employee who follows the rules will never is fired.

Vikram Woollens follows following policies Ensure availability of skilled manpower

19

Continuous harness human resources and develop their potential for organization and self development

Ensure cordial relation among employees Add value to society. Timely statutory compliance.

WELFARE ACTIVITIES
Employee or labour welfare is comprehensive term including various services, benefits and facilities offered to employee by the employer. Through such fringe benefits the employer makes worth living for employees. The welfare amenities are extended in addition to normal wages and other economic rewards available to employees as per the legal provisions.

CANTEEN-

20

A canteen has contracted for the convenience of the employees. Its the common canteen for all the employees (at subsidized rates). It works in all the three shifts as per the timings. The canteen services are available for those employees who need to take meals on staggered basis due to continuous run of some departments/equipments.

VIKRAM STAFF CLUBIn order to have a recreation time to time, they have formed a Vikram Woollens staff club which organizes number of activities on different number of occasions. The activities include both cultural and sports and a picnic is arranged once in a year.

CONVEYANCEA staff bus is provided for all the employees and workers as this unit are far away from the city, this facility is available for all the shifts.

PRODUCTION/OPERATIONS PRODUCTS AND SERVICES OFFERED IN VIKRAM WOOLLENS


VIKRAM WOOLLENS offer wide variety of Dyed Spun Yarn in pure Wool and its Blends with Polyester, Angora, Kid Mohair, Camel Hair and other specialty Fiber

21

A) BLENDS

Wool 100% Wool / Polyester Wool / Silk Wool / Alpaca Wool 100% Alpaca Wool / Cashmere Wool / Fine Animal Hairs

B) RANGE

Conventional Dyed solids, Mlange & Vigro Printed Single and Multifold Crepe (High Twist) Siro Spun

C) COUNT RANGE

Conventional Spun Yarn : NM 16 to 120 Siro Spun: NM 2/48 to 2/76 Siro Lycra: NM 2/40 to 2/76 Wool Nylon: NM 2/28 to 2/48 Wool Silk: NM 2/30 to 2/120

22

D)

APPLICATIONS

Apparel Furnishing Socks Shawls, Stoles & Scarves

QUALITY CONTROL

To produce globally Competitive Quality Yarn. Total Customer Satisfaction, both Internal and External. Create and Maintain Clean, Safe and Pleasant Working Environment. Follow a System leading to continuous Improvement in Technology and Human Potential.

MATERIAL PLANNING
To produce a wide variety of dyed spun yarn in pure wool. To produce more range of siro spun and siro lycra

FUTURE PLANS
To enhance the plant capacity To increase the production To produce wide range of variety To serve the best to the customers

23

MARKETING

Marketing is the process whereby society, to supply its consumption needs, evolves distributive systems composed of participants, who, interacting under constraints - technical (economic) and ethical (social) - create the transactions or flows which resolve market separations and result in exchange and consumption.

AREA OF OPERATION

Apparel Furnishing Socks Shawls, stoles & scarfs Knitting

This product range is well known for its branded suiting. Its brand has differentiated itself as a power of fashion with several innovative fabrics.

COMPETITORS OF VIKRAM WOOLLENS


Jindal woollens industries K.D.R woollens industries


24

Brahma woollens industries Imperial woollens industries Rajasthan woollens industries Asian woollens industries

MARKET SHARE OF VIKRAM WOOLLENS


Grasim, which enjoyed second largest share of the over the counter (OTC) segment with a nearly 20 per cent market share, targeted a 20 per cent growth in the coming years. Grasim earned 30 per cent from export and 70 per cent from retail sales.

ADVERTISING & SALES PROMOTION


Advertising is the dissemination of information by non-personal means media where the source is the sponsoring through paid organization.

Sales promotion is the dissemination of information through a wide variety of activities other than personal selling, advertising and publicity which stimulate consumer purchasing and dealer effectiveness. Vikram Woollens advertise through following

Newspapers and magazines; Television broadcasts; Through press releases; Novelties bearing advertising messages and Signature of the advertiser.

25

Circular of all kinds, (whether distributed by mail, by person, thorough tradesmen, or by inserts in packages);

Vikram Woollens supplies in Bhilwada Chilwada( M.P.) Mumbai Gujarat Kanpur Ludhiana Chandigarh Mysore

STRENGTH AND WEAKNESSES OF VIKRAM WOOLLENS


Strength/ Opportunities: The growth for VIKRAM in the coming years is likely to be fuelled by the following factors: Continued effort to increase low cost deposit would ensure improvement in NIMs and hence earnings. Growing retail & SMEs thrust would lead to higher business growth. Strong economic growth would generate higher demand for funds pursuant to higher corporate demand for credit on account of capacity expansion. Weakness/ Threats: The risks that could ensue to VIKRAM in time to come are as under:

26

VIKRAM is currently operating at a lowest CAR. Insufficient capital may restrict the growth prospects of the bank going forward. Stiff competition, especially in the retail segment, could impact retail growth of VIKRAM and hence slowdown in earnings growth. Contribution of retail credit to total bank credit stood at 26%. Significant thrust on growing retail book poses higher credit risk to the bank. Delay in technology up gradation could result in loss of market shares. Management indicated a likely pension shortfall on account of AS-15 to be close toRs50bn.
Slow down in domestic economy would pose a concern over credit off-take thereby impacting earnings growth.

HUMAN RESOURCE MANAGEMENT


What is HRM? Developments in the field of HRM are now well documented in the management literature (see e.g. Boxall, 1992; Legge, 1995; Schuler and Jackson, 2007; Sisson and Storey, 2000; Torrington et al., 2005). The roots of HRM go back as far as the 1950s, when writers like Drucker and McGregor stressed the need for visionary goal-directed leadership and management of business integration (Armstrong, 1987). This was succeeded by the behavioural science movement in the 1960s, headed by Maslow, Argyris and Herzberg. These scholars emphasised the value aspect of human resources (HR) in organisations and argued for a better quality of working life for workers. This formed the basis of the organisational development movement initiated by Bennis in the 1970s. The human resource accounting (HRA) theory developed by Flamholtz (1974) was an outcome of these
27

sequential developments in the field of HRM and is considered to be the origin of HRM as a defined school of thought. HRA emphasised human resources as assets for any organisation. This asset view began to gain support in the 1980s (Hendry and Pettigrew, 1990). The last twenty-five years or so have then witnessed rapid developments in the field of HRM, which are an outcome of a number of factors such as growing competition (mainly to US/UK firms by Japanese firms), slow economic growth in the Western developed nations, realisation about the prospects of HRMs contribution towards firms performance, creation of HRM chairs in universities and HRM-specific positions in the industry, introduction of HRM into MBA curricula in the early 1980s, and a continuous emphasis on the involvement of HRM strategy in the business strategy. The debate relating to the nature of HRM continues today although the focus of the debate has changed over time. It started by attempting to delineate the differences between Personnel Management and HRM (see e.g. Legge, 1989; Guest, 1991), and moved on to attempts to incorporate Industrial Relations into HRM (Torrington et al., 2005), examining the relationship of HRM strategies, integration of HRM into business strategies and devolvement of HRM to line managers (Lengnick-Hall and Lengnick-Hall, 1989; Brewster and Larson, 1992; Budhwar and Sparrow, 1997) and then the extent to which HRM can act as a key means to achieve competitive advantage in organisations (Barney, 1991). Most of these developments have taken place over the last couple of decades or so, and have precipitated changes in the nature of the HR function from being reactive, prescriptive and administrative to being proactive, descriptive and executive (Boxall, 1994; Legge, 1995). At present then, the contribution of HRM in improving a firms performance and in the overall success of any organisation (alongside other factors) is being highlighted in the literature (see e.g. Guest, 1997; Schuler and Jackson, 2005; 2007). In relation to the last debate, three perspectives emerge from the existing literature: universalistic, contingency, and configurational (Katou and Budhwar, 2006; 2007). The universalistic perspective posits the best of HR practices, implying that business strategies and HRM policies are mutually independent in determining business performance. The contingency perspective emphasises the fit between business strategy and HRM policies and strategies, implying that business strategies are followed by HRM policies in determining business performance. The configurational perspective posits a simultaneous internal and external fit between a firms external environment, business strategy and HR strategy, implying that business strategies and HRM policies interact, according to organisational context in determining business performance.
28

Activity

Briefly discuss with your colleagues: (1) the main factors responsible for developments in the field of HRM/SHRM; and (2) the main debates in the field of HRM.

Emergence of strategic human resource management (SHRM) The above developments in the field of HRM highlight the contribution it can make towards business success and an emphasis on HRM to become an integral part of business strategy (Lengnick-Hall and Lengnick-Hall, 1988; Brewster and Larsen, 1992; Bamberger and Meshoulam, 2000; Schuler and Jackson, 2007). The emergence of the term strategic human resource management (SHRM) is an outcome of such efforts. It is largely concerned with integration of HRM into the business strategy and adaptation of HRM at all levels of the organization (Guest, 1987; Schuler, 1992). What is strategy? The origin of this concept can be traced in its military orientation, going back to the Greek word strategist, for a general who organists, leads and directs his forces to the most advantageous position (Bracker, 1980; Legge, 1995; Lundy and Cowling, 1996). In the world of business it mainly denotes how top management is leading the organization in a particular direction in order to achieve its specific goals, objectives, vision and overall purpose in the society in a given context / environment. The main emphasis of strategy is thus to enable an organization to achieve competitive advantage with its unique capabilities by focusing on present and future direction of the organization (also see Miller, 1991; Kay 1993). Over the past three decades or so a lot has been written under the field of strategic management about the nature, process, content and formation of organisational strategy (see e.g. Mintzberg, 1987; 1994; Quinn et al., 1988; Ansoff, 1991 Whittington, 1993; 2001). A classical strategic management process consists of a series of steps, starting from establishing a mission statement and key objectives for the organisation; analysing the external environment (to identify possible opportunities and threats); conducting an internal organisational analysis (to examine its strengths and weaknesses and the nature of current management systems, competencies and capabilities); setting specific goals; examining possible strategic choices / alternatives to achieve organisational objectives and goals; adoption / implementation of chosen choices; and regular evaluation of all the above (see e.g. Mello, 2006). The abovementioned first five steps form part of strategic planning and the last two steps deal with the implementation of an ideal strategic management process. They also
29

deal with both the content (revealed by the objectives and goals) and process (for example, planning, structure and control) of an organisational strategy (Chakravarthy and Doz, 1992; Lundy and Cowling, 1996). However, in real life, it is important to note that for a variety of reasons and pressures (such as scarcity of time, resources, or too much information), top decision-makers do not follow such a formal and rational approach (also called as deliberate approach) when formulating their organisational strategy. Based on their experiences, instincts, intuition and the limited resources available to them (along with factors such as need for flexibility), managers adopt an informal and bounded rational approach (resulting in informal incremental process) to strategy formation (see Quinn, 1978; Mintzberg, 1978). Mintzberg (1987) says that formal approach to strategy making results in deliberation on the part of decision-makers, which results in thinking before action. On the other hand, the incremental approach allows the strategy to emerge in response to an evolving situation. Lundy and Cowling (1996: 23), summarising Mintzbergs thinking, write that deliberate strategy precludes learning while emergent strategy fosters it but precludes control. Effective strategies combine deliberation and control with flexibility and organisational learning. A number of scholars (such as Ansoff, 1991) have criticised Mintzbergs work as overprescriptive.

CHAPTER 2
30

RESEARCH METHODOLOGY

INTRODUCTION OF TOPIC HUMAN RESOURCES INFORMATION SYSTEM


The quality of employees and their development through INFORMATION and education are major factors in determining long-term profitability of a small business. If we hire and keep good employees, it is good policy to invest in the development of their skills, so they can increase their productivity. INFORMATION often is considered for new employees only. This is a mistake because ongoing INFORMATION for current employees helps them adjust to rapidly changing job requirements. Therefore, Vikram Woollens provide INFORMATION to their employees every month once or twice as per needed for their and companys development.

Purpose of HUMAN RESOURCES INFORMATION SYSTEM


Reasons for emphasizing the growth and development of personnel include

Creating a pool of readily available and adequate replacements for personnel who may leave or move up in the organization.
31

Enhancing the company's ability to adopt and use advances in technology because of a sufficiently knowledgeable staff.

Building a more efficient, effective and highly motivated team, which enhances the company's competitive position and improves employee morale.

Ensuring adequate human resources for expansion into new programs.

Research has shown specific benefits that a small business receives from INFORMATION and developing its workers, including:

Increased productivity. Reduced employee turnover. Increased efficiency resulting in financial gains. Decreased need for supervision.

INFORMATION METHODS

On-the-job INFORMATION is delivered to employees while they perform their regular jobs. In this way, they do not lose time while they are learning. After a plan is developed for what should be taught, employees should be informed of the details. A timetable should be established with periodic evaluations to inform employees about their progress. On-the-job techniques include orientations, job instruction INFORMATION, apprenticeships, internships and assistantships, job rotation and coaching.

Off-the-job techniques include lectures, special study, films, television conferences or discussions, case studies, role playing, simulation, programmed instruction and laboratory INFORMATION. Most of these techniques can be used by small businesses although, some may be too costly.

EVALUATION OF INFORMATION:
32

INFORMATION is to be evaluated several times during the process. Determine these milestones when we develop the INFORMATION. Employees are evaluated by comparing their newly acquired skills with the skills defined by the goals of the INFORMATION program. Any discrepancies should be noted and adjustments made to the INFORMATION program to enable it to meet specified goals. Many INFORMATION programs fall short of their expectations simply because the administrator failed to evaluate its progress until it was too late. Timely evaluation will prevent the INFORMATION from straying from its goals.
If it is found that there no noticeable improvement after a INFORMATION session in the employees, then we again conduct the INFORMATION for their development.

OBJECTIVES OF THE STUDY


To understand the effectiveness of HIRS. To Summaries the developments in the field of human resource management (HRM) To enhance the ability of the human resource management. To leverage and absorb new and emerging opportunity and challenges in the business horizons. To enhance the efficiency of human resource department.

33

RESEARCH METHODOLOGY 3.1 RESEARCH DESIGN


A research design is purely and simply the framework or plan for a study that guides the collection and analysis of the data. The function of research design is to ensure that the required data are collected accurately and economically. The Research design used in the study was descriptive research design. The descriptive study portrays the characteristics of a group or an individual or situation.

3.2 SAMPLING TECHNIQUE


The sampling technique used in this study is Stratified sampling.

3.3 SAMPLE SIZE


The sample size used in this study is 50. The universe of the study includes employees in HR admin. In HMIL the total number of employee in HR admin are 89. Out of them 50 are selected for the study.
34

3.4 DATA COLLECTION METHOD Based on the nature and purpose of study there are various modes of data collection. Data sources can be classified into two categories namely primary and secondary sources. Primary data: The primary data are collected from structured form of questionnaire. The questionnaire consists of multiple choices, dichotomous and ranking type of questions. Secondary data: The secondary data are collected through company records and journals 3.5 DATA TOOLS Here the data tools used are data tables and graphical representation.

TABULATION AND GRAPHICAL REPRESENTATION


TABLE 4.1.1CLASSIFICATION OF EMPLOYEES BASED ON THEIR EXPERIENCE S.NO 1 2 3 4 5 Respondents Less than 1 year 1-2 year 2-3 year 3-4 year Above 4 year Total Response 10 14 10 7 9 50 Percentage 20 28 20 14 18 100

CLASSIFICATION OF EMPLOYEES BASED ON THEIR EXPERIENCE

35

Interpretation: It is infered that 20% of employees has experience less than 1 year, 28% of employees has experience of 1-2 year, 20% of employees has experience of 2-3 year,and 14% of employees has experience of 3-4 year and 18% of employees has experience above 4 years.

TABLE 4.1.2 POSITION CATEGORY S.No 1 2 Position category Middle Level Managerial Level Total CHART 4.1.2POSITION CATEGORY No. of Respondents 28 22 50 Percentage 56 44 100

36

Interpretation: It is infered that 56% of employee belongs to Middle level and 44% of employees belongs to Managerial level.

TABLE 4.1.3SATISFACTION TOWARDS THE WORK ENVIRONMENT S.no 1 2 3 4 5 Response Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total Respondents 10 22 11 4 3 50 Percentage 20 44 22 8 6 100

CHART 4.1.3 SATISFACTION TOWARDS THE WORK ENVIRONMENT

37

Interpretation: From the table it is infered that 20% of employees are highly satisfied with the work environmnent,44% of employees are satisfied with the work environmnent,22% of employees are neutral in satisfaction with the work environmnent,8% of employees are dissatisfied with the work environmnent and 6% of employees are highly dissatisfied with the work environmnent.

TABLE 4.1.4OPINION ABOUT THE INCENTIVES PROVIDED S.no 1 2 3 4 5 Response Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total Respondents 24 16 7 3 50 Percentage 48 32 14 6 100

CHART 4.1.4OPINION ABOUT THE INCENTIVES PROVIDED

38

Interpretation: From the table it is seen that 48% of employees are highly satisfied 32% of employees are satisfied 14% or employees are neutral and 6% of employees are dissatisfied with the incentives provided in the organisation.

TABLE 4.1.5THE MANAGEMENTS INTEREST IN MOTIVATING EMPLOYEES S.no 1 2 3 4 Response Strongly agree Agree Neutral Disagree Total Respondents 20 11 14 5 50 Percentage 40 22 28 10 100

CHART 4.1.5THE MANAGEMENTS INTEREST IN MOTIVATING EMPLOYEES

39

Interpretation: From the table it is infered that 40% of employees strongly agree,22% of employeesagree,28% of employees are neutral and 10% of employees disagree with the managements interest in motivating employees.

TABLE 4.1.6 OPINION ABOUT THE OPPORTUNITIES FOR PROMOTION S.no 1 2 3 4 Response Highly satisfied Satisfied Dissatisfied Highly dissatisfied Total Respondents 15 28 5 2 50 Percentage 30 56 10 4 100

CHART 4.1.6OPINION ABOUT THE OPPORTUNITIES FOR PROMOTION

40

Interpretation: It is clear that 30% of employees are highly satisfied,56% of employees are satisfied,10% of employees are dissatisfied and 4% of employees are highly dissatisfied with opportunities for growth and promotion.

TABLE 4.1.7 SATISFACTION REGARDING THE CAREER DEVELOPMENT S.no 1 2 3 4 5 Response Strongly agree Agree Neutral Disagree Strongly disagree Total Respondents 10 20 15 2 3 50 Percentage 20 40 30 4 6 100

CHART 4.1.7 SATISFACTION REGARDING THE CAREER DEVELOPMENT

41

Interpretation:

It is infered that 20% of employees strongly agree,40% of employees

agree,30% of employees are neutral 4% of employees are disagree and 6% of employees strongly disagree with the career development in the organisation.

TABLE 4.1.8 RESPONSE ABOUT THE WELFARE POLICIES PROVIDED S.no 1 2 3 4 5 Response Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total Respondents 24 17 9 50 Percentage 48 34 18 100

CHART 4.1.8 RESPONSE ABOUT THE WELFARE POLICIES PROVIDED

42

Interpretation: 48% of employees are highly satisfied,34% of employees are satisfied and 18% of employees are neutral with the welfare policies provided in the company.

TABLE 4.1.9 FACTORS MOTIVATING THE EMPLOYEES

S.no 1 2 3 4

Factors Increase in salary Promotion Leave Power Total

Respondents 8 20 7 15 50

Percentage 16 40 14 30 100

CHART 4.1.9 FACTORS MOTIVATING THE EMPLOYEES

43

Interpretation:It is infered that 16% of employees are motivated by the increase in salary,40% of employees are motivated by the promotion,14% of employees are motivated by the leave and 30% of employees are motivated by the power.

TABLE 4.1.10 STRESS DUE TO OVERWORK S.No 1 2 Response Yes No Total No. of Respondents 38 12 50 Percentage 76 24 100

CHART 4.1.10 STRESS DUE TO OVERWORK

44

Interpretation: It is infered that 76% of employees accepted the fact of stress due to over work in the company and 24% of employees doesnt accepted the fact of stress due to over work.

45

CHAPTER 3 FINDINGS & INTERPRETATION

FINDINGS
It is infered that 20% of employees has experience less than 1 year, 28% of employees has experience of 1-2 year, 20% of employees has experience of 2-3 year,and 14% of employees has experience of 3-4 year and 18% of employees has experience above 4 years.

It is infered that 56% of employee belongs to Middle level and 44% of employees belongs to Managerial level

From the table it is infered that 20% of employees are highly satisfied with the work environmnent,44% are satisfied with the work environmnent,22% are neutral in satisfaction with the work environmnent,8% are dissatisfied with the work environmnent and 6% are highly dissatisfied with the work environmnent. From the table it is seen that 48% of employees are highly satisfied 32% are satisfied 14% are neutral and 6% are dissatisfied with the incentives provided in the organisation.
46

From the table it is infered that 40% of employees strongly agree,22% the managements interest in motivating employees. It is clear that

of

employees agree,28% of employees are neutral and 10% of employees disagree with 30% of employees are highly satisfied,56% of employees are and 4% of employees are highly

satisfied,10% of employees are dissatisfied

dissatisfied with opportunities for growth and promotion. It is infered that 20% of employees strongly agree,40% of employees agree, 30% of employees are neutral 4% of employees are disagree and 6% strongly disagree with the career development in the organisation It is clear that 48% of employees are highly satisfied, 34% are satisfied and 18% of employees are neutral with the welfare policies provided in the company.

CHAPTER 4 SUGGESTIONS

47

SUGGESTIONS
The Management should take efforts in motivating the employees working in the organization. The Organization should concentrate on the career development of the employees The job stress experienced by the employees can be reduced by increasing the manpower in the organization. The management should create growth opportunities for the employees Grievance handling system can be made more efficient which results in increased level of satisfaction among the employees. Employees should be recognized for their work. This enables a better superior
Sub ordinate relationship within the organization.

48

CHAPTER 5 CONCLUSION

49

CONCLUSION

In order to retain the employees within the organization, their complaints should be resolved immediately. Many complaints can become grievances if unnoticed. The Grievance Handling system should be made more efficient in the organization. The employees are valuable assets to the organization retaining them is considered to be more essential.. The organization has to motivate the employees. Motivation increases performance level, it lowers employee turnover. Motivation ensures stability of workforce and hence the stability of the organization. The organization has to concentrate in career development of their employees. The increased attention to and concern for individual careers generate more organizational loyalty and therefore lower employee turnover. Organizations should proactively recognize the benefits of understanding, managing and improving employee loyalty.

BIBLIOGRAPHY

50

1. Bohlander, Snell Tata McGraw, Managing Human Resources, -, 2. Mamoria C B., Personnel Management 3. Kothari C.R, Research Methodology 4. Gupta S.P, Statistical Method 5. Ashwathapa K., Human Resource Management WEBSITES: www.about.com www.scribd.com www.hyundai-motor.com www.askforhrd.com

QUESTIONNAIRE:
QUESTIONNAIRE . Name:
51

(Optional)

1. Years of experience: a) Less than 1 year b) 1-2 year c) 2-3 year d) 3-4 year e) Above 4 year 2. Position category: a) Middle level b) Managerial level

3. Are you satisfied with the work environment? a) Highly satisfied b) Satisfied c) Neutral d) Dissatisfied e) Highly dissatisfied

4. Are you satisfied with the incentive provided by the organization? a) Highly satisfied b) Satisfied c) Neutral d) Dissatisfied e) Highly dissatisfied

5. Management is really interested in motivating people a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

6. Give your opinion about the opportunities for growth and promotion a) Highly satisfied b) Satisfied c) Dissatisfied d) Highly dissatisfied

7. Employees are satisfied with career development at the organization a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

8. Are you satisfied with the companys welfare policies towards the employee? a) Highly satisfied b) Satisfied c) Neutral d) Dissatisfied

9. Rank the following factors which motivate you the most a) Increase in salary b) Promotion c) Leave d) Power

10. Are you feel stress due to work overlade? a) Yes b) No

52

You might also like