A

PROJECT REPORT

ON

³HUMAN RESOURCE PLANNING

IN

GARWARE POLYESTER LTD, AURANGABAD

Submitted To,

UNIVERSITY OF PUNE

BY:-

MR. PRADIP PANDITRAO WARADE

Under the Guidance of

Mr.SUDHIR ATWADKAR

•

 
 


  

 






MASTER OF BUSINESS ADMINISTRATION

Through

NSCT`s

INSTITUTE OF BUSINESS MANAGEMENT & RESEARCH,

CHAKAN, PUNE.

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 ACKNOWLEDGEMENT

There is always a sense of gratitude towards the people who have helped me in this
project. I am indebted to all that have directly & indirectly helped me in completing this project.
This project is an overall performance or we can say mirror of the activities that are performance
in previous year. I am thankful to our university as well as college for giving us this marvelous
opportunity.

I am sincerely grateful to MR.S.P.SUTAWNE (HR MANAGER) who gave me

opportunity to work in his organization. I take this opportunity to thanks MR.JOSHI (ASST. HR
MANAGER) who guided me for project work.

I would like to thank to my friends who helped me immensely for completion of this
project report. I am grateful to my parents for their valuable suggestions & co-operation.

MR. PRADIP PANDITRAO WARADE

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 DECLARATION

I, Mr. Warade Pradip Panditrao, a student of INSTITUTE OF BUSINESS

MANAGEMENT AND REASERCH, CHAKAN, declare that, I have prepared a project on
³Human Resource Planning´ in Garware Polyester Ltd., Chikalthana MIDC, Aurangabad.

The project report reflects my own practical study of human resource planning. The
project report has not been copied from any other report and the same has not been submitted to
any other university for any other degree or diploma purpose.

Signature of the Student

PRADIP PANDITRAO WARADE

IBMR, CHAKAN, PUNE.

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 :-INDEX:-
Sr. No. Particulars: Page No:

1 Executive Summary 07

2 Research Design 10

3 Research Methodology 12

4 Company Profile 20

5 Theoretical Background 45

6 Data Analysis 48

7 Findings, Suggestions ,Conclusion & Limitations 61

8 Bibliography 67

9 Questionnaire 68

10 Annexure 71

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 -:TABLE & GRAPH INDEX:-
Graph.No Particulars Page.No
5.1 EDS Results of the Sample Area 48

5.2 Visicooler Survey Results in Kukatpally 49

3 Kinds of Shops 50

5.4 Customer Satisfaction Share of PepsiCo & Coca Cola Retailers are 52
Interested PepsiCo

5.5 Market Share 53

5.6 Satisfaction Level of alternatives 54

5.7 Brands giving good services 55

5.8 Packaging Size of Cool drinks Consumer Preferring 54

5.9 Best Branding Strategy 55

5.10 Schemes Given By PepsiCo 58

5.11 Advertisement Exist 59

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 EXECUTIVE SUMMARY

The world is shrinking all respects. People, goods, capital & information are moving
around the globe like never before. With the faster communication, transportation & financial
flows barriers between nations have disappeared & the world is becoming borderless market.
Hence on the global platform the value of the human resource is increasing.

In today¶s contemporary business scenario HR executives face economic pressures from

all the sides and hence the roles of Human Resource professionals become more valuable. They
should determine the effective ways of human resource planning. To acquire skillful workforce
and increase the potential of the existing one by which we can optimizing the value of workforce
to minimize economic pressure.

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 RESEARCH DESIGN

INTRODUCTION:

Human resources planning seek to place the right employees in the right jobs at the right
time, so that an organization can meet its objectives. HRP tries to forecast personnel demand,
assess supply and reconcile the two in a systematic manner. When developing HR plans, it is
important for managers to scan the external environment to identify the effects of economic
conditions, regional and competitive pressures, governmental influences and workforce
composition and patterns.

Human Resource Planning defines project roles, responsibilities, and reporting

relationships. One key result of Human Resource Planning is the Staffing management plan
which depicts how and when team members are added to the team, and how the team members
are released from the project, the training needs of the team, and several other key components.

So far as the human resource management is concern Human Resource Planning is the
core part of any organization, before visiting I come to know some strong points to select this
organization which are as follow:

Garware Polyester Ltd. Has always responded to that still small voice urging it to explore
the known world ± to make in the most competitive market in the world. From the modest Rs. 5
Crore Export turnover in 1986-87, Garware Polyester touched the Rs. 40 Crore marks in 1993-94
and Rs. 87 Crore in the period ended as of December 1995.

Almost 30% of the company¶s Polyester film is exported. The company is developing
new products to meet the demand of the growing graphic arts Industries in Europe.

Sun Control Garware Polyester film is extremely stringent requirement of the vast US
markets with increase facilities for warehousing and providing technical service. Garware
Polyester film (electrical grade), has been approved by Underwrites Laboratories, USA.

Although the first manufacture of dyed film is located in the US, Garware Polyester has
been able to make inroads in to this highly sophisticated market.

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Large Scale Company

Better retention plans

Captured polyester market from last 33 years

So I want to study what are the key of the success of the organization .As we know we
can successful if and only if the employees are satisfied and giving the optimum contribution.
For that Purpose I have selected this organization. It belongs to the reputed group ³GARWARE
GROUP OF COMPANIES´ having head office at Mumbai and Brach offices at Nashik ,
Aurangabad.

The Sun control film was introduced in 1982 and was patented in the USA. Designed to
control solar energy passing through glass, widely used in buildings and automobiles, Garware
Sun control film is accepted throughout the world as an effective "energy saver´. It is
manufactured at the ³chikalthana plant´ hence it was really great experience to work on this unit.

They had given me the opportunity to learn various activities related to the human
resource management within two months. Mr.Joshi was specially appointed for our training
program.

It was really great experience the staff members were very co-operative and helped me a
lot to carry out this project. Finally I come to know that, ³human resource planning is the
process of systematically forecasting the future demand and supply for employees and the
deployment of their skills within the strategic objectives of the organization.´

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Statement of Problem:

³A project report on the ³Human resource planning´ in polyester industry with reference
through ³Garware Polyester Ltd´. Aurangabad.´

Objectives of Study:

>c To study the Human resource planning process of Garware polyester Ltd
>c To study the Manpower forecasting techniques
>c To understand the process of :
Job analysis
Job description
Job specification
Job evaluation
>c To analyze recruitment sources for the Garware polyester ltd

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 SCOPE OF STUDY

The myriad changes in production technologies, marketing methods and management

techniques have been extensive and rapid. Their effect has been profound on job contents and job
contexts. These changes cause problems relating to redundancies, retraining and redeployment.
All these suggest the need to plan manpower needs intensively and systematically.
Hence for the purpose of the sustainability in the market there is the need of effective
strategies of human resource planning .The present study is based on the human resource
planning in the polyester industry. As the organization is working on global level what are there
threats occurring in the human resource department they need to be very careful while the
manpower selection as the force should have the proper and updated knowledge.
How the employees should be satisfied whether they just wants the money or any other
things i.e. non monitory rewards.

In the current scenario when the global recession is going on what should be the strategy?
to recruit the people or retrench them. How the manpower is forecasted? The present study also
focuses on the increasing the effectiveness of the organization by applying the Ergonomics i.e.
Right person at right place.

In this way the

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 RESEARCH METHODOLOGY

Research is the common parlance refers to a search for knowledge. One can also define
research as a scientific & systematic search for pertinent information on a specific topic. In fact
research is an act of scientific investigation. The Advanced Learner¶s Dictionary of Current
English lays down the meaning of research as ³a careful investigation or inquiry ecially through
search for new facts in any branch of knowledge.´ Research is an academic activity & as such
the term should be used in a technical sense. Some people consider research as a movement, a
movement from the known to unknown. It is actually voyage of discovery.

According to D. Slesinger & M. Stephenson in the Encyclopedia of Social Sciences

³The manipulation of things, concepts or symbols for the purpose of generalization to extend,
correct or verifying knowledge, whether that knowledge aids in construction of theory or in the
practice of an art´

Research is, thus, an original contribution to the existing stock of knowledge making for
its advancement. It is the pursuit of truth with the help of study , observation, comparison, &
systematic method of finding solution to a problems is research . The systematic approach
concerning generalization and the formulation of the theory is also a research. As such the term
³research´ refers to the systematic method consisting of enunciating the problem, formulation a
hypothesis, collecting the facts or data, analyzing the facts and reaching certain conclusion
either in the form of solutions towards the concerned problem or in certain generalization for
some theoretical formulation.

Business firms use of marketing research has grown continuously over the past fifty
years, since managers painfully learned the cost of market ignorance. Its use has extended now
into political & other non business organization. The modern manager must have knowledge of
its methods & how to use it profitably. According to American Marketing Association Marketing
Research ³The systematic gathering, recording, & analyzing of the data about problems relating
to the marketing of goods & services

Research always starts with a question or a problem. Its purpose is to question through
the application of the scientific method. It is a systematic and intensive study directed towards a
more complete knowledge of the subject studied. Marketing research is the function which links

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the consumer, customer and public to the marketer through information- information used to
identify and define marketing opportunities and problems generate, refine, and evaluate
marketing actions, monitor marketing actions, monitor marketing performance and improve
understanding of market as a process. Human research research specifies the information
required to address these issues, designs, and the method for collecting information, manage and
implemented the data collection process, analyses the results and communicate the findings and
their implication.

2.2} SOURCES OF DATA COLLECTION:

Data was collected through Primary & Secondry data collection methods in primary data
method survey & intervies were taken & in secondry data books, Internet, Articales, Perodicales,
Marketing jurnales etc. with the help of these methods I have collected the Data.

Primary data:

Data that is collected for a specific purpose at hand is called as primary data, According
to the seeds of the researcher and focuses exclusively on the current research problem. The
collection of primary data is costly and time consuming. It calls for greater planning and co-
ordination. Collection of primary data requires deploying more manpower. In situations where it
is impossible to use the secondary data keeping in view the requirements of the study, or in cases
where there is no secondary data available, the only way out is to collect primary data.

The primary data was collected by following sources:

1] By Questionnaire:

The questionnaire was used as a tool for data collection, which consisted of close ended
questions, regarding the performance appraisal system in the organization and employees¶
opinion about it.

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2] By Observation:

The researcher simply observes the subject and records relevant aspects of his behavior of
the retailers towards the particular product and how the retailers ware attracted towards particular
brand time to time.

Secondary data

Secondary data may be defined as data that has been collected earlier for some purpose
other than the purpose of the present study. Secondary sources of data provide a wealth of
information to the researcher. It often obviates the need of primary data collection and saves
valuable time, effort and money. Even where subsequent primary data collection is required, an
analysis of secondary data enlightens the researcher regarding many aspects of the study and
gives contextual familiarity for primary data collection. It thus provides rich insights into the
research process.

Secondary data was collected from:

1.c Internal sources

2.c Libraries
3.c Magazines
4.c Internet

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 COMPANY PROFILE

Complete Name of Company:

³Garware Polyester Ltd.´

Vision:

³Your world is made of our products.´

From the functionality of labels for file cabinets to the aesthetics of music, we have
reached out to customers in myriad ways for the past fifty years.

Initially founded by Mr. B D Garware, the company was furthered by Mr. Shashikant
Garware, who steered the company through four decades of growth, diversification and changing
technologies.

Mission Statement:

³Looking forward, acknowledging no boundaries, incessantly exploring the cutting edge of

technology, we stand prepared to meet the needs of tomorrow´

LOGO of the company:

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ORGANIZATION CHART:

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Ê




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Historical Development of the Company:

Our accomplishments spans five decades.

The forties witnessed the birth of Garware, a simple manufacturing

unit producing plastic buttons for the Navy. We later diversified our
product base to include knitting needles, pen-holders and
toothbrushes.

In the fifties we lead the race by manufacturing injected, moulded and extruded plastic products
like television casings & fan blades.

The sixties brought new challenges in the form of new technologies. We responded by
expanding our product line to include PVC pipes, fittings and allied products. End sixties saw the
emergence of Polyester film and a whole new world of possibilities opened up for us.

By the seventies we set out to conquer the entire world. Our expansion plans were launched with
exports to the Middle East. To meet growing demands two new plants were set up - the polyester
film plant in Aurangabad and the metallising unit in Nasik.

In the eighties we produced sure winners like Garfilm, Sun Control and X-Ray film - all
polyester based and indigenously developed. We were matching strides with developments
worldwide.

The nineties, the era of high technology, saw us taking on new challenges.

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Achievement of the Company

An ISO 9002 certified company since 1994, we have achieved a number of

awards for innovation and excellence.

In 1980 we were awarded the Gold Shield by the Government of India (Ministry
of Industry), in recognition of our capability for developing polyester film in-
house and thus saving substantial foreign exchange for the government.

In 1988, the Department of Science and Technology of the

Government of India recognised our excellent R&D effort with the
Silver Shield award, for developing ray film with polyester base.

We have also been consistently winning the Top Exporter Award from the Government of India
(Ministry of Commerce) as well as the Government of Maharashtra. The 70's award related to
PVC pipes and fittings, but since 1984 it was our polyester film which took the lead.

We have patented the process of dyed film used in the solar control
applications internationally. The Department of Patents, United States, have
lauded this process, appreciating its flexibility in terms of producing a high

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quality product that requires no special equipment and is well suited to production conditions.

We also have registered trademarks for Garfilm with the registrar of trademarks.

Achievements in facilities:
Our facilities include :

Pilot Plants for polymer production.

Pilot Plants for Film production.

State-of-the-art R&D centre at Waluj, approved by Government Of

India,

Ministry Of Science & Technology, New Delhi, equipped with -

ºc Particle size analyser.

ºc Gas Chromatograph.
ºc Differential Scanning Calorimetry (DSC).
ºc Fourier Transform-Infra Red Spectrophotometer.
ºc Automatic K-Bar Coater.
ºc Ultra Violet & Visible Spectrophotometer.
ºc Polaroid Microscope.

The centre also has the facility to analyze samples by Volumetric and Gravimetric methods.

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Building Photographs:

Kampf-Germany and others.

Line V, a super high-speed line, offers one side gravure coating and
the other side corona treating facilities. Installed and commissioned in
1996, Line V is capable of producing heat sealable films by co-
extrusion method. Manufacturing thin film from 10 to 25 micron, this
line uses state-of-art equipment from M/s Bruckner-Germany and
Atlas.

Waluj plant:

We have a vertically integrated set-up that streamlines production

activity.

We are among the top seven companies in the world to have a wide
product range. We offer an enviable range that caters to diverse
industries: from packaging to photography, candy wraps to cable wraps,
reprographics to refrigerators.

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? 
 
   with Line I & II

Line I was designed and developed to produce electric motor

grade film (motor grade film market share exceeds 20% in
Europe, has an established presence in the USA too). Installed
and commissioned in 1975, Line I manufactures thick film
from 50 to 350 micron.

Line II, a specific product line, offers gravure one side coating
and one side corona treatment facility. Installed and commissioned in 1982, this line
manufactures thin films and specialty films in 10, 12 and 23 microns. It has state-of-art
equipment from M/s Barmag, Measurex, Proctor, Fluid Dynamics, and Kampf.

Sun Control Film Plant, Chikalthana, Aurangabad.

The Sun control film was introduced in 1982 and was patented in the
USA. Designed to control solar energy passing through glass, widely
used in buildings and automobiles, Garware Sun control film is
accepted throughout the world as an effective "energy saver".

PRODUCT RANGE AND VARIETY:

PLAIN FILMS:

Information on plain film has been indexed on the basis of "application" and "product
list". The application index is accessible via the drop-down list below, while the table is indexed
on the basis of "garfilm type".

SOLAR FILMS :

Garware Sun Control is an UV stabilised dyed polyester based film, designed exclusively
to provide comfort from solar radiation. An indigenously developed product, Garware Sun

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Control film uses premium polyester base film, superior adhesive and dyeing technology. Tested
in international laboratories including Matrix Inc., Arizona for its solar radiation control
properties, Garware Sun Control film is patented in 15 countries and exported to more than 40
destinations across the globe.

OVERHEAD PROJECTION

Garware Overhead Projection Transparency film is a crystal

clear polyester film, used as a presentation medium on overhead projectors.

Tracing and Drafting film:

Garware Tracing and Drafting film is a lacquered polyester film suitable for manual drawings
(on boards) as well as pen plotter drawings.

METALISED FILMS :

Garware has a wide range of metallised polyester film. Information on this range has been
indexed on the basis of "application" and "product list".

LIST OF COMPETITORS:

JINDAL FILMS LTD.

MAYUR POLYESTER LTD. (GUJRAT)

COSMO FILMS LTD.

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Branches and offices

Head office 11 Mason Avenue,

MiddlesexHA3 5AH.
Garware Polyester Ltd.,
Tel: (44) 0207 376 3931
50-A, Swami Nityanand Marg,
Fax: (44) 0208 424 2777
Western Express Highway,
Email: uk@garwarepoly.com
Vile Parle (east),
Mumbai 400 057, Works (Factories)
INDIA.
Garware Polyester Ltd.,
Tel: +-91-22-66988000
Polyester Film Plant,
Telex: 011-79337 GPPL IN, 011-79367
Aurangabad-Pune Road,
GPPL IN
P.O. Waluj,
Fax: +91-22-28248155, +91-22-28248199
Aurangabad-431 133,
Email: ho@garwarepoly.com
INDIA.
Overseas offices Phone: +91-240-2554427
Fax: +91-240-2554672
Global Pet films Inc.
Email: waluj@garwarepoly.com
9050 Pines Blvd.
Suite #.362 Garware Polyester Ltd.,
Pembroke Pines Polyester Film Plant,
Florida 33024 U.S.A. L-6, Chikalthana,
Tel: 954-499-7990 Industrial Area,
Fax: 954-499-7992 Dr. Abasaheb Garware Marg,
Email: usa@garwarepoly.com Aurangabad- 431 210,
INDIA.
Garware Polyester International Ltd.,
Phone: +91-240-2485465, 2485466
Station House,
Fax: +91-240, 2484179,2484262,2486002
Email: chikal@garwarepoly.com

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 CHAPTER 5 THEORETICAL BACKGROUND

This is the major part of the project and includes the following:

>c Human resource planning

>c Need & importance HRP
>c Objectives of HRP
>c The HRP process
>c Manpower estimation
>c Job analysis
>c Job description
>c Job specifications
>c Job evaluation
>c Recruitment & Selection process
>c Ergonomics

HUMAN RESOUECE PLANNING:

HR planning may be defined as, ³an articulated business strategy based on current and
future business forecast for the acquisition, utilization, development, and retention of an
enterprise¶s human resources.´

HUMAN RESOURCE PLANNING

Definitions-

³Human resource planning is the process for ensuring that the human resource
requirements of an organization are identified and plans are made for satisfying those
requirements.´

³Human resource planning is the strategy for the acquisition, utilization, improvement
and retention of an enterprise¶s human resources.´

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 ³Human resource planning is the process of estimating the size and make up for future
work force.´

Objectives of HRP:
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1.c To obtain and retain the quality and quantity of people it needs.
2.c To make the best use of its human resources.
3.c To anticipate the problems of potential surplus or deficit of people.
4.c To develop a well-trained and flexible workforce contributing to organization¶s ability to
adapt to an uncertain and changing environment.
5.c To reduce its dependence on external recruitment when key skills are in short supply.
6.c To attract and retain the required number of people.

NEED FOR HRP :

1.c Effective manpower utilization

2.c To put right man for right job.
3.c Replacement needs.
4.c Labor turnover.
5.c Expansion and growth needs.
6.c Changing techno environment.
7.c Provision for surplus and shortage.

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 MANPOWER ESTIMATION

³MANPOWER ESTIMATION means human resource needs for tomorrow, based yesterdays
human resource plan & performance according to today¶s performance & people involved in it.´

In short we can say,

ºc The processes of estimating the future quality & qty of people require
ºc The bases of which should be annual budget & long term corporate plan

Manpower Demand forecasting affected by some factors this may be divided into 2 categories
which are as follows:

ºc internal factors
ºc external factors

Internal factors:

ºc Budget constraints
ºc Production levels
ºc New products & services
ºc Organizational structure
ºc Employee separation

External factors:

ºc Environment of or competition
ºc Economic climate
ºc Laws & regulatory bodies
ºc Technological changes
ºc Social factors

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MANPOWER FORECASTING TECHNIQUES

'c Mgt. judgment:

Here with the help of the data present within the management we are
going to take the decision regarding to the how much to be hired. Here we are checking the
past, present & future requirements.

'c Ratio trend analysis :

This technique involves studying past ratios and forecasting future ratios
making some allowances for changes in the organization or it¶s method.

'c Work study techniques:

It is possible to calculate the length of operation and the amount of
manpower required when work measurement is used . the starting point can be the
production budget , followed by standard hours, output per hour ; man hour required etc.
could be competed .

'c Delphi techniques:

This technique solicits estimates from a group of experts and HRP
experts normally act as intermediaries, summarise various responds and report the findings
back to experts.

'c Flow models

This technique involves the flow of the following components determine
the time required, establish categories, count annual movement , estimate problem
transitions. Here demand is a function of replacing those who make a transition .

'c Manpower supply forecasting

This process measures the number of people likely to be available from
within and outside the organization after making allowances for absenteeism , internal
movements and promotions, wastages ,changes in house and other condition of work.c

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 YOB ANALYSIS

³Job Analysis is a process to identify and determine in detail the particular job duties and
requirements and the relative importance of these duties for a given job.´

Job Analysis is a process where judgments are made about data collected on a job.

The Job; not the person is important concept of Job Analysis is that the analysis is
conducted of the Job, not the person. While Job Analysis data may be collected from incumbents
through interviews or questionnaires, the product of the analysis is a description or specifications
of the job, not a description of the person.

Purpose of Yob Analysis

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

Determining Training Needs

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

ºc Training content
ºc Assessment tests to measure effectiveness of training
ºc Equipment to be used in delivering the training
ºc Methods of training (i.e., small group, computer-based, video, classroom...)

Compensation

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

ºc Skill levels
ºc Compensable job factors
ºc Work environment (e.g., hazards; attention; physical effort)

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 ºc Responsibilities (e.g., fiscal; supervisory)
ºc Required level of education (indirectly related to salary level)

Selection Procedures

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

ºc Job duties that should be included in advertisements of vacant positions;

ºc Appropriate salary level for the position to help determine what salary should be offered
to a candidate;
ºc Minimum requirements (education and/or experience) for screening applicants;
ºc Interview questions;
ºc Selection tests/instruments (e.g., written tests; oral tests; job simulations);
ºc Applicant appraisal/evaluation forms;
ºc Orientation materials for applicants/new hires

Performance Review

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

ºc Goals and objectives

ºc Performance standards
ºc Evaluation criteria
ºc Length of probationary periods
ºc Duties to be evaluated

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Methods of Yob Analysis
Several methods exist that may be used individually or in combination. These include:

ºc Review of job classification systems

ºc incumbent interviews
ºc supervisor interviews
ºc expert panels
ºc structured questionnaires
ºc task inventories
ºc check lists
ºc open-ended questionnaires
ºc observation
ºc incumbent work logs

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

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

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 YOB DESCRIPTION

³A summary of the most important features of a job, including the general nature of the
work performed (duties and responsibilities) and level (ie, skill, effort, responsibility and
working conditions) of the work performed. ...´

Key areas of responsibility

ºc Maintain established shipping/receiving procedures

ºc Sort and distribute mail on a timely basis
ºc Maintain all photocopiers, fax machines, and postage meters
ºc Order, store, and distribute supplies
ºc Facilitate all off-site storage, inventory, and record management requests
ºc Document current policies and procedures in the COS Department as well as implement
new procedures for improvement
ºc Oversee the use of a company van when needed
ºc Ensure that water and paper is available for customers on a continuous basis

Consults with

ºc Building Services Supervisor

ºc Mailroom staff
ºc All levels of management

Term of employment
12 months

Qualifications

ºc Strong sense of customer service

ºc Good organizational skills
ºc Ability to lift a minimum of 25 pounds
ºc Supervisory experience in a corporate mailroom environment

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Care for

ºc Don¶t rely solely on a job¶s history as you¶re putting together a job description for today.
Focus instead on what the job needs to be in light of the organization¶s current needs and
long-term objectives.
ºc A task is what the person in the job will actually do. Qualifications are the skills,
attributes, or credentials a person needs to perform each task. Clarify the actual tasks and
responsibilities before you start thinking about what special attributes will be needed by
the person who will be fulfilling those responsibilities.
ºc A well-written job description consists of more than a laundry list of the tasks and
responsibilities that the job entails. It reflects a sense of priorities.
ºc The job you describe must be truly doable. When you¶re lumping several tasks into the
same job description, make sure that you¶re not creating a job that very few people could
fill.
ºc Use specific language. For example:

Too General Specific

Proficient with Microsoft Word, Excel,

Computer literate
QuickBooks

Ability to communicate technical information

Good communication skills
to nontechnical audiences

Receives, sorts, and files monthly personnel

Handles administrative chores
action reports

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 YOB SPECIFICATION

³Job specification involves listing of employee qualifications, skills and abilities required to
meet the job descriptions. These specifications are needed to do the job satisfactorily.´

Contents of job specification:

1.c Physical characteristics

2.c Psychological characteristics
3.c Responsibilities
4.c Demographic features

It can be further divide into three broad categories

Essential attributes:

It includes the attributes that are must be there for the job these are just like
qualification, experience, physical specifications.

Desirable attributes :

The are on the specification attributes which is combination of the attributes

which may be increased after wards which are the behavioral attributes etc.

Contra indicators:

These are the indicators hampering on the success of the specific job.

In short the employee specification is like a brand name, which spells that the candidate
with a particular employee specification generally possesses the qualities specified under the job
specification.

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 JOB EVALUATION

ºc Job Evaluation is a systematic process for establishing the relative worth of jobs within
an organization.
ºc Job Evaluation is the process to determine in a systematic and analytical manner the
comparative worth of job with an organization.

PURPOSE

1.c To provide a rational basis for the design and maintenance of an equitable and
defensible wage structure.
2.c To help in the management of the relativities existing between jobs within the
organization.
3.c To enable consistent decision to be made on grading and rates of pay.
4.c To establish the extent to which there is comparable worth between jobs so the equal
pay can be provided for work of equal value.

KEY FEATURES OF JOB EVALUATION

ºc A comparative process (deals with relationship)

ºc A judgmental process (it requires exercise of judgment in interpreting data)
ºc An analytical process
ºc A structured process (framework is provided)

c
 BASIC METHODOLOGY

ºc Select the representative µbenchmark¶ jobs, which will be used as the basis for
comparisons.
ºc Decide on the factors to be used in evaluating the jobs.
ºc Analyze the jobs and roles.
ºc Establish the relative value of jobs by applying a process of evaluation.
ºc Develop a pay structure²this usually means designing a grade structure and then
deciding on the rates or ranges of pay in the structure through internal comparisons and
market pricing.

TECHNIQUES O YOB EVALUATION

ºc Job ranking.
ºc Job grading
ºc Factor comparison system
ºc Point rating system

c
 RECRUITMENT AND SELECTION OF EMPLOYEES

Recruitment of staff should be preceded by:

An analysis of the job to be done (i.e. an analytical study of the tasks to be performed to
determine their essential factors) written into a job description so that the selectors know what
physical and mental characteristics applicants must possess, what qualities and attitudes are
desirable and what characteristics are a decided disadvantage;

ºc In the case of replacement staff a critical questioning of the need to recruit at all
(replacement should rarely be an automatic process).
ºc Effectively, selection is 'buying' an employee (the price being the wage or salary
multiplied by probable years of service) hence bad buys can be very expensive. For that
reason some firms (and some firms for particular jobs) use external expert consultants for
recruitment and selection.
ºc Equally some small organizations exist to 'head hunt', i.e. to attract staff with high
reputations from existing employers to the recruiting employer. However, the 'cost' of
poor selection is such that, even for the mundane day-to-day jobs, those who recruit and
select should be well trained to judge the suitability of applicants.

The main sources of recruitment are:

ºc Internal promotion and internal introductions (at times desirable for morale purposes)
ºc Careers officers (and careers masters at schools)
ºc University appointment boards
ºc Agencies for the unemployed
ºc Advertising (often via agents for specialist posts) or the use of other local media (e.g.
commercial radio)

c
 Where the organization does its own printed advertising it is useful if it has some
identifying logo as its trade mark for rapid attraction and it must take care not to offend the sex,
race, etc. antidiscrimination legislation either directly or indirectly. The form on which the
applicant is to apply (personal appearance, letter of application, completion of a form) will vary
according to the posts vacant and numbers to be recruited.

It is very desirable in many jobs that claim about experience and statements about
qualifications are thoroughly checked and that applicants unfailingly complete a health
questionnaire (the latter is not necessarily injurious to the applicants chance of being appointed
as firms are required to employ a percentage of disabled people).

Before letters of appointment are sent any doubts about medical fitness or capacity (in
employments where hygiene considerations are dominant) should be resolved by requiring
applicants to attend a medical examination. This is especially so where, as for example in the
case of apprentices, the recruitment is for a contractual period or involves the firm in training
costs.

Interviewing can be carried out by individuals (e.g. supervisor or departmental manager), by

panels of interviewers or in the form of sequential interviews by different experts and can vary
from a five minute 'chat' to a process of several days. Ultimately personal skills in judgment are
probably the most important, but techniques to aid judgment include selection testing for:

ºc Aptitudes (particularly useful for school leavers)

ºc Attainments
ºc General intelligence

(All of these need skilled testing and assessment.) In more senior posts other techniques are:

ºc Leaderless groups
ºc Command exercises
ºc Group problem solving

c
(These are some common techniques - professional selection organizations often use other
techniques to aid in selection.)

Training in interviewing and in appraising candidates is clearly essential to good recruitment.

Largely the former consists of teaching interviewers how to draw out the interviewee and the
latter how to rated the candidates. For consistency (and as an aid to checking that) rating often
consists of scoring candidates for experience, knowledge, physical/mental capabilities,
intellectual levels, motivation, prospective potential, leadership abilities etc. (according to the
needs of the post). Application of the normal curve of distribution to scoring eliminates freak
judgments.

c
 ERGONOMICS:

Fitting the task to the person is what ergonomics is really about.

Good ergonomics:

ºc Shortens learning times

ºc Makes the job quicker with less fatigue
ºc Improves care of machines
ºc Reduces absenteeism
ºc Reduces labor turnover and other signs of worker malcontent
ºc Meets the requirements of health and safety legislation

Within management services various principles exist; for example,

ºc work-place design
ºc motion economy
ºc rest allowances
ºc job satisfaction and
ºc environmental control

Which have for at least 50 years been taught and applied on a semi-empirical basis, and all of
which are orientated around the worker.

Starting with the Industrial Fatigue Research Board in 1919, scientific advances in the study
of the human at work have shown that the application of scientific understanding of anatomy,
physiology and psychology results in improved productivity, thus ergonomists will have received
formal education at degree level in these subjects.

Although they may seek to operate directly on the shop floor or in the office, they will often
be naive concerning some of the harder facts of industrial and commercial life and will therefore
work much better via the management services department.

On the other hand some people in management services, in their lack of scientific knowledge,
try to apply commonsense solutions to ergonomic problems that subsequently backfire on them.

c
 Ergonomic principles are much better described in some books (e.g. Murrell (1965), Grand
jean (1969)) than in others. The main snag with many scientific authors is their lack of industrial
experience. Conversely many industrial writers have no formal scientific training; their books are
merely restatements of what they themselves have read elsewhere.

This section will describe the application of ergonomics within a broad area of the subject.
Readers are recommended to consult books listed in the references (in the PDF version) for a full
description of ergonomics. There is no point in restating that which will be found better written
elsewhere.

It is important for the manager and supervisor to be conscious of the effect that the
application of ergonomics has in the average workplace. Ergonomic principles are important in
the constant search for productivity improvement. This section will serve as a reminder. Is there
a better way? Seek, examine and consult widely with experts, keeping in mind the background
information from this section.

c
 CHAPTER 6 DATA ANALYSIS

1. CHART SHOWING THE FACTORS NECESSARY FOR HUMAN RESOURCE

PLANNING, IN THE GARWARE POLYESTER LTD

FACTORS Employees response RESPONSEIN %

a)Type & strategy of organization 10 25%

b)Organization growth cycle & planning 12 27%

c)Type & quality of information 6 15%

d)Nature of jobs being filled 4 10%

e)Off-loading the work 8 23%

Total 40 100

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INTERPRETATION:

The above chart is showing that while human resource planning the most affecting factor
is organization growth cycle and planning.

c
 2.CHART SHOWING THE CRITERIA¶S USED IN THE COMPANY FOR
ASSESSING THE YOB ANALYSIS

Criteria¶s Employees response Percentage

a) Traits 5 12%
b)General behavior 7 18%
c)Interest in work 6 15%
d)Job performance 10 25%
e) leadership 6 15%
f)Teamwork 6 15%
Total 40 100

?


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INTERPRETATION:

The above chart is showing the criteria that are used in the company for assessing the job
analysis from that job performance is more effective criteria.

c
3. CHART SHOWING THE REPORTING RELATIONSHIP

Status Response Percentage

Good 8 20%
Better 12 30%
Best 20 50%
TOTAL 40 100

CHART SHOWING THE REPORTING

RELATIONSHIP

3c
(5*

)5*

85*

INTERPRETATION:

The above chart is showing the reporting relationships between the employees. We can see
the 50% employees are saying that it is best in Garware polyester ltd.

c
4.CHART SHOWING THE SUPERVISION OR LEADING TO OTHERS

LEAD/SUPERVISE EMPLOYEE PERCENTAGE

YES 23 58%
NO 17 42%
TOTAL 40 100

GRAPH SHOWING THE SUPERVISION OR

LEADING TO OTHERS


;(*

"

)9*

INTERPRETATION:

The above chart is showing the supervision of the employees by the superiors where
maximum are agreed that they are supervising others and taking the reporting¶s which further
helps to job analysis.

c
 5.c CHART SHOWING THE JOB RESPONSIBILITIES:

Responsibilities EMPLOYEE RESPONSE PERCENTAGE

Hiring employees 7 17%
Evaluation of employee performance 9 23%
Training employees 6 15%
Scheduling or assigning work 10 25%
Termination or discharge 8 20%
TOTAL 40 100

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INTERPRETATION:

The above graph is showing the job responsibilities out of which scheduling or assigning
of work is playing a vital role i.e. may be called as ³ERGONOMICS´

c
6. CHART SHOWING THE PREPARATION OF FORMATS FOR JOB
ANALYSIS:

PERIOD OF DETERMINING RESPONSE PERCENTAGE

Daily 18 45%
Weekly 12 30%
Monthly 7 17%
Quarterly 3 8%
TOTAL 40 100



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INTERPRETATION:

From the above graph we can see in the Garware Polyester ltd mostly the formats are
prepared daily for the workers and for the others they are using the weekly, monthly and
quarterly.

c
 7. CHART SHOWING THE PERFORMANCE MEASUREMENT OF EMPLOYEES

PERIOD OF RESPONSE PERTCENTAGE

MEASUREMENT
DAILY 12 30%
WEEKLY 14 35%
MONTHLY 8 20%
QUARTERLY 6 15%
TOTAL 40 100

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INTERPRETATION:

From the above graph we can see in the Garware Polyester ltd mostly the performance
measurement is done weekly, monthly and quarterly.

c
 8.CHART SHOWING THE EDUCATIONAL QUALIFICATION FOR A JOB

The minimum education required for this position

EDUCATION EMPLOYEE RESPONSE PERCENTAGE

S.S.C. 3 7%
H.S.C. 6 15%
GRADUATION 15 38%
POST GRADUATION 12 30%
OTHERS 4 10%
TOTAL 40 100

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89*

INTERPRETATION:

From the above graph we can see in the Garware Polyester ltd maximum employees are
completed their graduation since the qualified staff is there mutual understanding is there and
healthy environment is obtained.

c
 9. THE CHART SHOWING THE AMOUNT OF RELATED WORK
EXPERIENCE FOR THE JOB

Experience Employee response Percentage

1.Up to 1 year 4 10%
2.More than 1 year and up to 3 years 7 17%
3.More than 3 years and up to 5 years 5 13%
4.More than 5 years and up to 10 years 13 33%
5.More than 10 years 11 27%
Total 40 100

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INTERPRETATION:

The above graph is showing that for the specific job how much qualification is requires it
is efficient for the job description.

c
10. CHART SHOWING COMMUNICATION LEVEL

Factors of communication Employee response Percentage

Exchange information 12 30%
Coordinate 8 20%
Give professional advice 15 38%
Negotiate with 5 12%
Total 40 100

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3 3
89* (5*

INTERPRETATION:

From the above graph we can see in the Garware Polyester ltd maximum employee¶s co -
operative in nature and used to help the others, and less negotiating.

c
 11.CHART SHOWING IMPACT OF DECISION MAKING FOR A JOB

Measures the typical consequence of decisions made in your position

Effect Response of employee Percentage

Minor 12 30%
Considerable 6 15%
Significant 14 35%
Critical 8 20%
Total 40 100

()*+

c 1c
(5* 85*

! 3+c
8)* 2)*

INTERPRETATION:

From the above graph we can see in the Garware Polyester ltd maximum employees are
satisfied with the decision taken by their superiors and showing significant impact.

c
 12. CHART SHOWING THE MEASUREMENT OF THE EFFORT REQUIRED IN THE
POSITION.

Responsibilities EMPLOYEE PERCENTAGE

RESPONSE
Light physical efforts 7 17%
Heavy physical efforts 9 23%
Visual efforts 6 15%
Mental efforts 10 25%
Skilled efforts 8 20%
TOTAL 40 100

$
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INTERPRETATION:

From the above graph we can see in the Garware Polyester ltd for executive staff more
mental work is there but for the workers relative heavy works is also there.

c
 13.CHART SHOWING THE COMPONENTS WHILE DECIDING REMUNERATION
POLICY

COMPONENTS- Employee responses IN-%

a)Hourly & Monthly rated Wages/Salaries 6 15%

b)Incentives 4 10%

c)Fringe Benefits(P.F,Gratuity,E.SI, 10 25%

Mediclaim,etc.)

d)Prerequisites(Car,Paid holidays,house,club 8 20%

membership etc.)

e) Job Context (Challenging job responsibilities, 12 30%

recognition, growth prospects, job sharing etc.)

Total 40 100

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25*

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INTERPRETATION:

The above chart is showing that the company is providing both the remuneration i.e. Financial
and Non financial.

c
 14.CHART SHOWING THE SOURCES OF RECRUITMENT

Types of Recruitment Employee responses Response In %

a)Employee referrals 10 25%
b)Third party method 4 10%
c)Campus recruitment 8 20%
d)Press advertisement 6 15%
e)Promotion & Transfers 8 20%
10%
f)Job Portals i.e naukri.com 4
100
Total 40

CHART SHOWING THE SOURCES OF

RECRUITMENT
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INTERPRETATION:

From the above chart we can conclude that in the Garware Polyester Ltd for the manpower
supply various sources are used from that maximum are recruited by the employee referrals and
they are also using the promotion and transfers of existing employees.

c
15.CHART SHOWING THE RATING THE PERFORMANCE APPRAISAL SYSTEM OF
GARWARE POLYESTER LTD, ON THE FOLLOWING BASIS

Rating components Employee response Percentage

Open and participative 6 15%
Built an incentive 12 30%
Periodically revived & 18 45%
updated
Easy to understand 4 10%
Total 40 100

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INTERPRETATION:

The above chart is showing the performance appraisals system of Garware Polyester ltd.

It is periodically revived & updated hence the promotion and demotion of existing employee is
possible.

c
16. CHART SHOWING THE NEED SKILLS FOR THE SPECIFIC JOB:

Skills Employee response Percentage

Soft skills 10 25%
Technical skills 12 30%
Educational 10 25%
Communication 8 20%
40 100
Total

The graph showing need of employee's skills

!c7cc -c7c
30c 110c

(5* ()*

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85*

Interpretation:

The above graph is showing the need skills for the specific job within the organization that
shows the specifications require for the job.

c
17. CHART SHOWING THE TRAINING PROVIDED FOR SPECIFIC JOB

Period Employee response Percentage

Annually 4 10%
Monthly 6 15%
Quarterly 12 30%
Weekly 18 45%
Total 40 100

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25*
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85*

Interpretation:

The above graph is showing the trainings provided for specific job that are necessary to
acquire skills, increasing competencies of employee within the organization that shows the
specifications require for the job.

c
 18. CHART SHOWING THE CONFLICTS LEVEL

Rating Employee response Percentage

High 4 10%
Quite 6 15%
Average 12 30%
Very low 18 45%
Total 40 100

)*,

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85*

Interpretation:

The above graph is showing the conflicts level of employees within the organization that
shows the better relationship management.

c
 19. CHART SHOWING THE SPECIAL FACILITIES PROVIDED:

Rating Employee response Percentage

Mostly 2 5%
Sometimes 6 15%
Very less 30 80%
Total 40 100

Graph showing the special facilities provided

 c
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11c
2)*

 c
95*

Interpretation:

The above graph is showing the conflicts level of employees within the organization that
shows the better relationship management

c
20. CHART SHOWING THE EMPLOYEES SATISFACTION ABOUT
WORKING CONDITIONS:

Rating Employee response Percentage

Highly satisfied 18 45%
Quite Satisfied 12 30%
Fair 6 15%
Bad 4 10%
Total 40 100

;)*
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Interpretation:

The above graph is showing the satisfaction level of employees which show the satisfied
employees are more.

c
 CHAPTER 7 FINDINGS:

It is observed that the Garware polyester ltd is the company where employee is more valuable.

It is found that the strategies used for the human res

SUGGESTION AND CONCLUSITON

c
A} BIBLIOGRAPBHY

c
 APPENDIX

QUESTIONAIRE

NAME____________ DESIGNATION___________

AGE_________ DEPARTMENT__________
GENDER__________

Q-1) According to you what factors are to be used for the Work Force Planning, in the company?

A) Type & strategy of organization

B) Organization growth cycle & planning

C) Type & quality of information

D) Nature of jobs being filled

E) Off-loading the work

Q-2)According to you the following criteria¶s used in the company for assessing the job analysis
are sufficient-

1.c Traits
2.c General behavior towards superior, subordinate
3.c Interest in work
4.c Job performance
5.c Leadership
6.c Teamwork

c
Q.3) what do you fill about the reporting relationship? It¶s

a)Good

b) Better

c) Best

Q-4) ARE YOU SUPERVISE OR LEADS OTHERS?

YES NO

Q-5) What are your job responsibilities?

1.c Hiring employees

2.c Evaluation of employees performance
3.c Training employees
4.c Scheduling or assigning works
5.c Termination or discharge

Q-6) How you are preparing the formats for job analysis?

A.c Daily
B.c Weekly
C.c Monthly
D.c Quarterly

Q-7) When you are going to apply the performance measurement programme?

A.c Daily
B.c Weekly
C.c Monthly
D.c Quarterly

c
Q-8) what is the educational qualification required for the job?

A.c SSC
B.c HSC.
C.c GRADUATION
D.c POST GRADUATION
E.c OTHER

Q-9) what is the experience required for the job?

A.c Up to 1 year
B.c More than 1 year and up to 3 years
C.c More than 3 years and up to 5 years
D.c More than 5 years and up to 10 years
E.c More than 10 years

Q-10) How your subordinates communicate with you?

1.c Exchange information

2.c Co-ordinate
3.c Give professional advices
4.c Negotiate with

Q-11) what is the impact of decision making on employees?

1)c Minor
2)c Considerable
3)c Significant
4)c Critical

Q-12) what are the efforts required for the specific job?

A.c Light physical efforts

B.c Heavy physical efforts
C.c Visual efforts
D.c Mental efforts
E.c Skilled efforts

c
Q-13) What components of remuneration are more effective for the employees in

order to decide the Remuneration Policy?

A) Hourly & Monthly rated Wages/Salaries

B) Incentives

C) Fringe Benefits (P.F, Gratuity, E.SI, Mediclaim, etc.)

D) Prerequisites (Car, Paid holidays, house, club membership etc.)

E) Job Context (Challenging job responsibilities, recognition, growth prospects, job sharing etc.)

Q-14)What you think which source is best for recruitment and selection in Garware polyester
ltd?

a) Employee referrals
c
b) Third party method

C) Campus recruitment

d)
c Press advertisement

e) Promotion & Transfers

f) Job Portals i.e. naukri.com

c
Q-15)How would you rate the Performance Appraisal System of Garware polyester ltd, on the
following basis

A) Open and Participative

B)
c Built an incentive

C) Periodically reviewed & updated

D) Easy to understand

c
c
16) What are the skills needed for your job?

A.c Soft skills

B.c Technical skills
C.c Educational
D.c Communication

17) When the training programs are arranged?

1.c Annually
2.c Monthly
3.c Quarterly
4.c Weekly

18) Is there any conflicts in the organization?

A.c High
B.c Quite
C.c Average
D.c Very low

19) Have they providing the special facilities to you?

A.c Mostly
B.c Sometimes
C.c Very less

20) Are you satisfied with the working conditions of company ?

A)c Highly satisfied

B)c Quite Satisfied
C)c Fair
D)c Bad

c
 For Garware Polyester Ltd

YOB DESCRIPTION

Sample job description:

Title of the position

Senior Mailroom Clerk

Department
Operations

Reports to
Building Services Supervisor

Overall responsibility
Supervise mailroom staff and interface with all levels of management regarding mail and supply
deliveries

c
 For Garware Polyester Ltd

YOB SPECIFICATION

Yob title:

Reporting to:

Responsibility for others:

Overall purpose of the job (why does the job

exist?)

Key activities (start each one with a verb):

Any special requirements (hours, travel etc.):

c
 For Garware Polyester Ltd

Personnel Specification
Company Name:

Job Title:

?

c

 
cc  

 c

Qualification/

Attainments

Relevant Experience

Skills and competencies

Eg.
Oral & written Skills.

Analytical Skills.
Arithmetical experience etc.

*Circumstances
Indicate if any special
circumstances are attached to this
post. (e.g. shifts, travel)

c
 QUESTIONNAIRE REVIEW

Name:

EMPLOYEE/SUPERVISOR REVIEW

The purpose of this review is to ensure that all questions have been completed and that both the
employee and supervisor(s) agree on all of the responses. Should there be a difference of opinion on
the appropriate responses, please indicate below that further review by another party is required.
Supervisors with functional responsibilities must also sign this document.

Supervisor: Date:

Director, Dean or: Date:

Campus Principal

Is further review required?: Yes No

Employee: Date:

Is further review required?: Yes No

HUMAN RESOURCES REVIEW

c
The purpose of the Human Resources review is to ensure consistency across the organization.

Date reviewed:

Signature: