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LALA LAJPAT RAI COLLEGE OF COMMERCE & ECONOMICS MAHALAXMI, MUMBAI - 34

Project Report ON
A STUDY ON THE EFFECTIVNESS OF THE HUMAN RESOURCE DEPARTMENT
(A Study of 60 staff category employees working at JCTEL)

SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENT OF DEGREE OF BACHELOR IN MANAGEMENT STUDIES (BMS) FROM THE UNIVERSITY OF MUMBAI SUMBITTED BY AKSHIT BAJAJ TYBMS 2011 - 2012 (SEM V) UNDER THE GUIDANCE OF PROF. VINAY PANDIT

CERTIFICATE
This is to certify that Mr. AKSHIT BAJAJ of Lala Lajpat Rai College Of Commerce & Economics has successfully completed the project in the academic year 2011-12, as a part of academic fulfillment of Bachelors of Management Studies (B.M.S.). The information submitted is true and original to the best of my knowledge. I, Prof. Vinay Pandit, hereby declare that the work done by him is true and original as per my knowledge .

__________________ Signature of PRINCIPAL

___________________ Signature of PROJECT GUIDE

DECLARATION

I , Akshit Bajaj , a student of Lala Lajpat Rai College , TYBMS A hereby declare that I have completed this project on A STUDY ON THE EFFECTIVNESS OF THE HUMAN RESOURCE DEPARTMENT
(A Study of 60 staff category employees working at JCTEL)

for the academic year 2011 - 2012 . The information submitted is true and original to the best of my knowledge .

Signature of Student

____________________

(Mr. Akshit Bajaj )

INDEX

Chapter No.

Chapters Name
PREFACE ACKNOWLEDGEMENT LIST OF TABLES LIST OF CHARTS

Page No.

1. 2. 3. 4. 5. 6. 7.

INTRODUCTION RESEARCH METHODOLOGY REVIEW OF LITERATURE DATA ANALYSIS & INTERPRETATION FINDING, CONCLUSION & SUGESSIONS REFERENCES ANNEXURE

LIST OF TABLES

Table No.
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15.

Table Name
Age of the employees Experience of the employees Marital status of the employees Gender of the employees Departments of the employees Designation of the employees HR dept. understands the business priority & needs HR dept. provides appropriate advices & resources HR dept. helps in facilitating change HR dept. follows processes in an efficient manner HR depts policies are helpful and communicated well HR dept. strictly follows administrative processes HR dept. acts as a stress buster HR dept. provides complete information through a well defined induction program HR dept. regularly identified & provides appropriate trainings

Page No.

Table No.
16. 17. 18. 19. 20. 21.

Table Name
Satisfaction from trainings provided Having a good learning, exposure & skill development Having a good scope for career development Learn new competencies through trainings Trainings provided are effective and useful Satisfaction from the performance appraisal system

Page No.

22. 23. 24. 25. 26. 27. 28. 29. 30. 31. 32. 33.

Promotions & rewards are given according to competencies and performance HR dept. successfully retains talent New and inexperienced employees are given ample time to learn and grow Knowledge regarding the performance appraisal system Communication of strengths & weaknesses Transparency is maintained in the process Satisfaction regarding the security services Satisfaction regarding transportation services Satisfaction regarding medical center & its facilities Satisfaction regarding the canteen services Satisfaction regarding the uniforms provided Satisfaction regarding the safety equipments

Table No.
34. 35. 36. 37. 38. 39. 40. 41. 42. 43. 44. 45.

Table Name
Satisfaction regarding the infrastructure facilities Satisfaction regarding the housekeeping standards Participative working environment Flexibility in work Implementation of rules and procedures Execution of tasks based on ones own idea. Scope regarding growth in the company Competency based rewards and recognition is given Opportunities for job rotation Relationship between management and union Corporate image and brand identity Suggestions and complaints are taken positively

Page No.

46. 47. 48. 49. 50. 51. 52.

Satisfaction regarding the grievance handling HR dept. solves the friction and conflicts Effectiveness of jalpan meetings Clarity in compensation and benefits system Payment according to responsibilities Timely distribution of salary Provision of incentives and other benefits

Table No.
53. 54. 55. 56. 57. 58. 59. 60.

Table Name
Efficiency of time office Entries regarding leave is done in a proper manner The method and technology is easy to understand & use All records are properly maintained and safely stored The new punch cards are easy and effective to use Competent and suitable people are recruited HR dept. is successful in reducing labour turnover HR dept. is quick to understand the urgent man power need

Page No.

LIST OF CHARTS
Chart No. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

Content
Chart showing the HR dept. following processes in an efficient manner Chart showing the communication and helpfulness of the HR policies Chart showing the strictness in following the administrative processes Chart showing that complete information is provided through a well defined induction process Chart showing the successful retention and reduction on labour turnover Chart showing the satisfaction regarding the canteen facilities Chart showing the satisfaction regarding infrastructure facilities Chart showing the opportunities of job rotation Chart showing the clarity in the compensation system Chart showing the effectiveness and use of the new punch cards

Page No.

PREFACE
With the global marketplace becoming intensely competitive, top management is searching in all directions for opportunities to make the enterprise more effective and profitable. Human resource is coming under the spotlight as well. In some cases the analysis has been principally to identify how to cut the size of the budget and staff. In other cases, the goal is to learn how this traditional expense center can be turned into a value adding operation. The scale of Human Resources management is immense. All major activities in the working life of an employee from the time of his/her entry into an organization until he/she leaves come under the purview of HRM. Specifically the activities included are HR planning, job analysis and design, recruitment and selection, orientation and placement, training and development, performance appraisal and job evaluation, salary & incentives, motivation and communication, welfare, safety and health, industrial relations etc. This research constitutes real feedback and perceptions from 60 employees from staff category, i.e. supervisors to executives from different departments of the organization regarding the functions of the HR department. Whatever the HR personnel and HR department think of the value and contribution of HR, it is very important to know what the internal customers believe. Their perceptions, whether justified or not, from the most important half of the departments relationships with them. This study will help to understand the effectiveness of HR department in the organization and also to get the feedback from the employees from different departments regarding to the functions of HR department to find out avenues for improvement in the services and to prepare an action plan to contribute more effectively. The hope is that this issue, by offering a varied set of approaches to the subject of human resource department effectiveness, will stimulate insights practical uses of measurement and benchmarking methodology. It is impossible to surround these subjects in a journal of this length. But it was the intent that a few of the key issues could be addressed, and that some new perspectives of measurement and benchmarking could be obtained by the reader.

ACKNOWLEDGEMENT
This dissertation would not have been possible without the inputs, help and guidance of some people. I would like to take this opportunity to thank them for their assistance in making my study successful.

I would like to thank Dr. M.N Parmar, Dean, The Faculty of Social Work for giving me this opportunity to undertake this research. Also Dr. Sunita Nambiyar and Dr. Jagdish Solanki Coordinators of DHRM Programme, Faculty of Social Work. My supervisor Mrs. Sunita Jolly, Faculty of Social work, for giving me this tremendous opportunity and knowledge with regards to undertaking this research. I would also like to thank Mr. Rajesh Oza, Dy G.M, P & A Dept. for having accepted me and allowing me to take up the research at JCTEL. Miss Rati Gupta, HR Manager, JCTEL, for helping and guiding me with constant moral and technical support throughout my field work. I would also like to thank all of my respondents who gave their valuable time and the participated in the study. I would also like to thank my friends and classmates who guided and helped me during my entire research work. I am thankful to all who helped me directly indirectly to complete this report successfully. It was an invigorating experience. The knowledge that I have gathered in process of preparing this assignment will definitely help me in all my future endeavors.

AKSHIT BAJAJ

CHAPTER I - INTRODUCTON

Introduction

What is Human Resource?


Human resource management is a wide term and is based on the effective usage of workers and employees to accomplish the objectives of a company. It is present in each and every organization. There is no company or firm who does not have a human resource personnel or department. Its primary functions are to efficaciously utilize the talents and capabilities of the employees to reach the planned operational goals of the company, and ensure that the employee is comfortable working with the company; and satisfied with the working conditions, and different policies regarding compensation and benefits which are offered to him. Human resource management plays a very important role in managing, controlling, developing, and maintaining the workforce which significantly contribute to the existence and profitability of the organization. They are in continuous contact with the top-level management of the establishment and are responsible for assisting the management for running the processes efficiently. They are also responsible for attracting skilled workforce, and carrying out the recruitment and induction procedures, training and development, and settlement of the employee in a particular work environment, he comfortable in. In most of the companies, there is a human resource department, which is further divided into two main sections depending on the type of functions and responsibilities they carry out. The first one is the HR administration section, which is responsible for taking care of the employees' general workrelated problems such as working conditions, extra work pressure, conflicts between the employees, bosses and the top management. Whereas, the other section is responsible for handling the recruitment functions, training the employees according to the corporate policies, providing information about the company in induction sessions, corporate education, etc. In this way, they handle most of the functions in an establishment; as a result, the top management highly depends on them.

There are some cases wherein the obligations of the HR department come into contrast with each other. There are few incidents where it is not possible to conclude an appropriate resolution which is suitable for both, the objectives of the organization and the wants or needs of the employees. At this stage, the human resource department needs to be very careful on what decision it takes as it may have an adverse effect on either the management or the company's workforce. This is where the skills, talents and abilities of the HR personnel come into act, which eventually satisfies the top management along with the employees, maintaining a healthy corporate relationship between them. Whenever the versatile departments in a company require qualified employees for working on projects, they approach the HR recruitment section that then starts their recruitment processes by calling potential candidates, sorting eligible candidates, conducting HR and functional interviews, selecting candidates and introducing them as new joiners of the company. In this way, they provide the company with efficient workforce who can increase and maintain the quality of employee performances in the organization. They also handle the disciplinary procedures; and employee motivational factors, health insurance, retirement and profit sharing processes.
As a part of the company, the HR department ensures that the decisions taken by them are according to the organization's rules and regulations included in the company information texts and handbooks. The HR personnel's assist and guide employees in doubts regarding the company processes such as leaves, holidays, insurance, income tax, etc. In this way the human resource management is very crucial in any organization, be it from the IT or manufacturing arena. However, there are many more functions and operations which the human resource management carry out and are important for smooth running of the company.

History of Human Resource Management


They say that communication is the oldest existential phenomenon on earth. Well, if that's the case then human resource management would get the second place in the sibling hierarchy. In spite of being added as a subject in management courses fairly late, HRM has been a concept that was utilized ever since human beings started following an organized way of life. So shall

we start digging up the history of human resource management? Some of human resource management's vital principles were used in prehistoric times. Like, mechanisms being developed for selecting tribal leaders. Knowledge was recorded and passed on to the next generation about safety, health, hunting, and gathering. 1000 B.C to 2000 B.C saw the development of more advanced HR functions. The Chinese are known to be the first to use employee screening techniques, way back in 1115 B.C. And turns out it was not Donald Trump who started "the apprentice" system. They were the Greek and Babylonian civilizations, ages before the medieval times. HRM has seen a lot of nick naming in its age. Since it was recognized as a separate and important function, it has been called "personnel relations" then it evolved to "industrial relations", then "employee relations" and then, finally, to "human resources". I strongly believe, that human resources is the most apt name for it. It, quintessentially, proves the importance of the human beings working in the organization. With the Industrial Revolution, came the conversion of the US economy from agriculture-based to industry-based. This led them to require an extremely well-organized structure. Further, this led them to recruit a lot of people. More so, the industrial revolution brought in maddening amounts of immigration. Again, to create employment for all the immigrants, recruitment and management of the recruited individuals gained vitality. As such, there was a blaring need for Human Resource Management. Early human resource management, in general, followed a social welfare approach. It aimed at helping immigrants in the process of adjusting to their jobs and to an "American" life. The main aim behind these programs was to assist immigrants in learning English and acquiring housing and medical care. Also, these techniques used to promote supervisory training to ensure an increase in productivity. With the advent of "labor unions" in the 1790's, the power in the hands of the employees multiplied considerably and increased at a rapid pace by the 1800s and furthermore in the 1900s. This led to the HR department being more capable of politics and diplomacy. The two feats that were quintessential to the importance of HR were; the fact that it was the HR department that got the management and the labor unions to come on

common grounds. They basically worked on getting the management to see things from the labor perspective and grant them medical and educational benefits. The other would be Frederick W. Taylor's (1856-1915) Scientific Management. This book had tremendous impact on attaining better productivity from low-level production workers. B.F. Goodrich Company was the pioneer in designing a corporate employee department to address the concerns of the employees in 1900. National Cash Register followed suit in 1902 by forming a separate department to handle employee grievances, record keeping, wage management and other employee-related functions. Personnel Managers started seeing more sunshine since the Wagner's Act (aka National Labor Relations Act) in 1935. There was a shift in focus from workers efficiency to efficiency through work satisfaction, thanks to the Hawthorne studies around the 1930s to 1940s. Between the 1960s and 1970s, the HRM movement gained further momentum due to the passing of several acts like the Equal Pay Act of 1963, the Civil Rights Act of 1964, the Employee Retirement Income Security Act of 1974 (ERISA), and the Occupational Safety and Health Act of 1970. Now, the HR department was the apple of the corporate' eyes because, the corporate placed a lot of importance on human resource management to avoid plausible law suit. So by the end of the 1970s, HRM had taken over the world! Almost all big and medium scale industries had a department to manage their recruitment, employee relations, record-keeping, salaries and wages, etc. Towards the 1980s, the importance of HR continued to intumesce for several reasons like increase in skilled labor, training, regulation compliance, dismissal, etc. The HR managers were the ones who did the hiring and the firing. In today's date, HR has the same importance as the other departments, in some corporate, it has more. With the constant increase in education, technology and frequent fluctuations in economic status and structures, I believe, HR is the oldest, most mature and yet, the most efficient of all management styles.

The Evolution of Human Resource

The role of Human resource management has undergone a drastic change in recent times. In the era of globalization HR has to play the role of a strategic business partner. For becoming a strategic business partner HR has to understand the business priorities of the different departments of the organization and to satisfy them. In every industry there is a web of relationships which consists of the relationship between individuals, groups and between the organizations. In an organization different departments are internal customers of the HR department. This study is to understand the perceptions of the internal customers towards the functions of HR department which will help to understand the image of the department and also to find out the areas in which there is a need for improvement to contribute more effectively to the organization.

Human Resource involves the development of a perfect blend between traditional administrative functions and the well-being of all employees within an organization. Employee retention ratio is directly proportionate to the manner in which the employees are treated, in return for their imparted skills and experience. A Human Resource Manager ideally empowers interdepartmental employee relationships and nurtures scope for down-the-rung employee communication at various levels. The field is a derivative of System Theory and Organizational Psychology. Human resources has earned a number of related interpretations in time, but continues to defend the need to ensure employee well-being. Every organization now has an exclusive Human Resource Management Department to interact with representatives of all factors of production. The department is responsible for the development and application of ongoing research on strategic advances while hiring, terminating and training staff. The Human Resource Department is responsible for:

Understanding and relating to employees as individuals, thus identifying individual needs and career goals. Developing positive interactions between workers, to ensure collated and constructive enterprise productivity and development of a uniform organizational culture. Identify areas that suffer lack of knowledge and insufficient training, and accordingly provide remedial measures in the form of workshops and seminars. Generate a rostrum for all employees to express their goals and provide the necessary resources to accomplish professional and personal agendas, essentially in that order.

Innovate new operating practices to minimize risk and generate an overall sense of belonging and accountability. Recruiting the required workforce and making provisions for expressed and promised payroll and benefits. Implementing resource strategies to subsequently create and sustain competitive advantage. Empowerment of the organization, to successfully meet strategic goals by managing staff effectively.

Ideally, a Human Resource Department is responsible for an interdisciplinary examination of all staff members in the workplace. This strategy calls for applications from diverse fields such as psychology, paralegal studies, industrial engineering, sociology, and a critical understanding of theories pertaining to post-modernism and industrial structuralism. The department bears the onus of converting the available task-force or hired individuals into strategic business partners. This is achieved via dedicated Change Management and focused Employee Administration. The HR functions with the sole goal of motivating and encouraging the employees to prove their mettle and add value to the company. This is achieved via various management processes like workforce planning and recruitment, induction and orientation of hired task-force and employee training, administration and appraisals. Lastly we come across strategic role of HR and how different is it from the conventional administrative HR? The current HR function is very much configured like the companys purchasing department. People, like parts and supplies, are requisitioned by user departments based on depletion and growth rates of their operations. Both resources are screened for quality control and cost or budget constraints. The only slight difference is that unlike purchased parts, people are trained or prepared before they are sent to the requisitioning parties which may train them further before actual deployment or usage. HR is also involved in the replacement, termination and retirement process of unusable people assets, much like the handling of depreciated equipment. In short, most HR systems exist only for replenishment and maintenance of a resource called people. Strategic HR does not abandon these administrative responsibilities. Otherwise, no other department in the company will carry out these operations-sustaining activities. But its main task is to participate in corporate strategy rather than support administration. Strategic HR is more proactive rather than reactive in its relationships with the other functional areas. It is more concerned about what its internal customers need in the future to compete globally. Strategic HR managers do not wait for instructions, requisition or complaints. It does its homework, does research on the future, and offers proactive solutions and strategic advice.

Strategic HR is preventive rather than corrective or punitive. It is developmental in orientation. The conventional HR function is the dispenser or implementers of justice and protector of corporate assets. It views employees as resources not be wasted rather than strategic resources to be developed. Strategic HR aims to create a working environment conducive for employees to do things right the first time. It aims to prevent mistakes rather than punish them. Strategic HR is output driven rather than input oriented. For instance, training results are measured not in terms of training hours or number of trainees per year, but in terms of improvement in the trainee performance attributable to the training. Performance improvement can be in terms of productivity, efficiency, quality of work (defects), customer satisfaction or conversely, number of customer complaints received. Strategic HR personnel are concerned with these results as much as the operating departments it serves. In spite of the fact that output results are more difficult to measure than input deployed, strategic HR aims to find ways and means to directly and indirectly measure these more accurate metrics of its success and effectiveness. Strategic HR is mainly pre-occupied in molding the employees of the future today. For organizations to survive and excel in the future, its needs to develop or acquire employees who are multi-skilled, cross-functional, empowered, team players. In addition, they have to have high emotional intelligence (EQ) and capable of thinking out of the box about the future. They should be capable not only of improving their work, but reengineering or reinventing it if necessary. Front liners, who are engaged in millions of moments of truth meeting customers, must have superior flexibility, resourcefulness, and excellent memories especially if their task requires greeting customers by their first or last names. Strategic HR keeps these employee attributes as its goals while conducting its basic processes of recruitment, training, job rotation, career goal setting and performance appraisal. Strategic HR aligns performance criteria systems with corporate goals and strategies rather than traditional functional concerns. It includes in performance criteria of both rank and file employees and managers those that will enable them to contribute to corporate goals. Most traditional HR performance appraisal systems basically gauge how well a subordinate satisfied his boss or superior during the appraisal period. This degree of satisfaction may or may not be related to how well the employee contributed to corporate goals. Most of the time, it does not. For this reason, conventional performance appraisal has become a highly politicized, controversial, wasteful exercise that creates more disharmony than teamwork in the organization. Strategic HR appraises people on the more relevant output performance like quality, productivity, internal and external customer satisfaction. If negative criteria are used, these become defects or

rework, wastes, and internal and external customer complaints or returns. In banking, performance appraisal may include lost calls, closed accounts, queuing time, and clerical errors, ATM downtime, improvement projects. Strategic HR aims to change employee behavior and attitude by directly connecting his appraisal (and eventually his pay) to what actually matters to corporate performance and customer satisfaction. It puts less weight on nebulous criteria like teamwork, attendance, boss satisfaction, and neatness. HR is no longer a backroom or support function. It is in the forefront of corporate strategy, much like sales and marketing. It provides and determines competitiveness to an ever increasing degree. All other things being equal financial, physical, and product assets people will make the difference between two competing companies. Strategic HR can make this difference happen.

Present Scenario of Human Resource


A new and constantly evolving branch in the field of human resource management, Strategic Human Resource Management deals with utilizing human resources in a manner that enables a firm to reap long term benefits, in terms of profits, core competence and other goals. The definitions of the term 'Strategic Human Resource Management' as per Miles & Snow, 1984, is mentioned below. "A human resource system that is tailored to the demands of the business strategy." According to Wright & McMahan, 1992, Strategic Human Resource Management refers to: "The pattern of planned human resource activities intended to enable an organization to achieve its goals."

Strategic Human Resource Management

In this management system, human resource is given due importance while planning goals and long term strategies. The skills that are necessary to meet the organizational goals are developed in employees. This point is considered during the planning phase and included in the policies devised for meeting goals. Nowadays, the human resource department does much more than just recruiting employees for the company. Using the human resource effectively in order to give the company a competitive advantage and completing the set targets, are some of the priorities. The mission statements reflect the strategies, goals and the overall approach of companies. The values inherited and the policies devised by firms are based on the mission statements; which are the driving force that motivate the employees to move ahead. Advantages of Strategic Human Resource Management There are many advantages and benefits that strategic human resource management offers.

It helps analyze the opportunities and threats that are crucial, from the point of view of the company. It is possible to develop strategies and have a vision for the future. The need for competitive intelligence, which is of utmost importance in strategic planning, is fulfilled by means of implementing strategic human resource management. The attrition rate can be reduced, if strategic HRM is implemented properly. It also performs the important task of motivating employees. Development and maintenance of competency among employees, is the most important benefit offered by strategic HRM. It helps determine the weaknesses and strengths of the company, thereby enabling the management to take appropriate measures. It helps keep a check whether the expectations of employees are addressed properly. Business surplus is achieved by making the employees competent enough to deliver the goods.

Limitations of Strategic Human Resource Management


The process of strategic HRM is a complicated one and barriers in the growth of employees and in turn the company, are created if strategic HRM is not implemented properly. Following are some commonly observed problems.

Resistance to change from the bottom line workers. Inability of the management in communicating the vision and mission of the company clearly to the employees. Interdepartmental conflict and lack of vision among the senior management in implementing the HR policies. The diversity of workforce that makes it difficult for the management to handle them accordingly. Conflict among the employees over the issue of authority and the related fear of victimization. The resistance from institutions such as the labor unions. Changes that take place in the organizational structure. The changing market scenario which in turn creates pressure on the effective implementation of strategic HRM.

If implemented efficiently, strategic human resource management helps in improving the productivity of employees and utilizes their expertise in meeting the company goals.

CHAPTER II - RESEARCH METHODOLOGY

RESEARCH METHODOLOGY

RESEARCH TITLE:
A STUDY ON THE EFFECTIVNESS OF THE HUMAN RESOURCE DEPARTMENT (A Study of 60 staff category employees working at JCTEL)

OBJECTIVES OF STUDY:

To understand the overall activities of the HR Dept. To study the perceptions of the employees regarding the functions of the HR Dept. To understand the image of the HR department in the organization To measure the perception through 11 subsystems of HR through which it contributes to the organization To get an output regarding the quality of work done by the HR Dept. To find out the areas for improvement for the HR department

SIGNIFICANCE OF THE STUDY:


This research was aimed to understand the perception of the staff category employees towards the functions of HR and to find out avenues for improvement in the services provided by the HR department in order to contribute more effectively in the organization. HR is involved in interaction with employees and managers throughout the company in order to determine what the skills of the current workforce are and to determine which skills are needed in the future to manage growth. HR also involves doing a lot of industry research in order to take advantage of any trends or changes in a given industry so that the company can run as efficiently as possible. This study will help the HR Dept to understand the perception of the employees towards the work done by the HR department in the organization, also to get feedback from the employees regarding the functions of HR department to find out the avenues of improvement in the services and to prepare an action plan to contribute more effectively. This research will help students and professional practitioners to understand the perceptions of the internal customers towards the functions of the HR department in a manufacturing set up. This will help them find out the areas on which they should focus as HR professionals to be more effective in the organization.

RESEARCH DESIGN:
The study conducted is quantitative and descriptive in nature. The technique used is questionnaire method to derive the perceptions of the employees on different aspects relating to the functions of Human Resource Department. Questions included in the questionnaire are close ended only. A five point scale is used from strongly disagree to strongly agree. SA - Strongly Agree Disagree A - Agree Pa - Partially Agree D - Disagree SD - Strongly

METHODOLOGY:

UNIVERSE:
The universe for the study will be the total employees at staff level from all the departments at JCTEL. JCTEL has 240 employees at staff level, out of which 20 employees are from the HR department.

SAMPLE SIZE:
For the purpose of the study, 60 staff category employees were considered. The employees from the HR department were exempted from the sample size.

SAMPLING TECHNIQUE & METHOD:


For the purpose of selecting the sample for the study, the simple random sampling method will be used. All the employees from staff level which work in the departments other than the HR department will be covered.

TOOLS FOR DATA COLLECTION:


The tool for data collection used is Questionnaire. A close-ended questionnaire was to be filled by the respondents

LIMITATIONS OF THE STUDY


Limited number of questions Size of sample (60) is not adequate to represent the entire universe Many of the respondents were not ready to disclose the truth because of the fear of

leakage of information Indifference towards the survey process.


The respondents did not have much time to fill up questionnaire seriously (60 questions)

and they filled the questionnaire just for the sake of filling it.

REFERENCE PERIOD:

The reference period of data collection was from 2nd November 2011 to 3rd December 2011.

CHAPTER III - REVIEW OF LITERATURE

Review of Literature

Review of literature is necessary for scientific approach and is regarded important for scientific research. It gives the researcher the insight into various facts of problem. It also gives researcher the understanding of work done in past one cannot precede with research in proper direction with various theories until he has gone through various related literature and is well acquainted.

Comparing Line and HR Executives' Perceptions of HR Effectiveness: Services, Roles, and Contributions 1. Patrick M. Wright, School of ILR, Cornell University

This study compares HR and line executives' evaluations of the effectiveness of the HR function in terms of its service delivery, roles, and contributions to the firm. Survey responses from 44 HR and 59 line executives from 14 companies indicated that (a) HR executives consistently rated the functions' effectiveness higher than did line executives, and (b) the greatest differences were observed on the more important and/or strategic aspects of HR.

Employee perceptions and their influence on training effectiveness


2.

Amalia Santos, Royal Botanic Gardens, Kew , University of Leeds

Studies of the benefits of human resource development (HRD) for organizations have assumed a direct connection between training strategy and a hierarchy of performance

outcomes: learning, behavioral change and performance improvement. The influence of workplace practices and employees' experiences on training effectiveness has received little attention. This study investigates evaluation strategies designed to elicit greater training effectiveness, and explores the influence of trainees' perceptions and work environment factors on this. Drawing on detailed case study findings, the authors highlight the importance of management practices, trainees' perceptions of the work environment and systems of reward in explaining behavior change after training.

Focus of HR functions shifts from internal operations to a more direct role in corporate performance
3.

Global HR Transformation Study by Mercer Human Resource

Consulting
The human resource (HR) function around the world continues to change as it shifts its focus from enhancing internal operations to maximizing contribution to the corporations business performance. According to the 2006 Global HR Transformation Study by Mercer Human Resource Consulting, half (50%) of organizations are in the midst of transforming their HR functions, while 12% completed a transformation within the past year and another 10% plan to begin the process within the next year. HR transformation is the process of recreating or reinventing the HR function with the specific intent of enhancing HRs contribution to the business. Mercers study, which builds on a similar one conducted in 2003, includes responses from nearly 1,400 organizations in all industries across Asia, Australia, Europe, Latin America, New Zealand and North America. It provides insights about the current realities, trends, obstacles and opportunities facing organizations HR functions around the world. The study shows a clear shift in HR priorities. While 40% of survey respondents listed human capital strategy as a principal function of HR today, 64% expect it to become a key function within two to three years. Leadership development and talent management are other

areas expected to become more important. Conversely, 46% of survey respondents listed operational excellence within the HR function as a priority today, while only 32% see it as a key function in the next few years. HR transformation is clearly a continuous process. The first wave of transformation, which started 5 to 10 years ago, focused on improving technology and service delivery with the expectation that HR would transition to a more strategic role within the organization, said Karen Piercy, a principal and HR effectiveness expert in Mercers Human Capital business. Today, HR functions around the world are challenged with delivering on this expectation to make human capital strategies a reality rooted in improving competitiveness and profitability.

4.

New challenges for HR

Changing demands on HR have given rise to new challenges. The top challenges cited by HR leaders around the world are: acquiring key talent (43%), driving cultural and behavioural change in the organization (40%) and building leadership capabilities (40%). These challenges directly correspond with the new version of transformation and shift from a focus on process and technology to human capital strategy. In an effort to address these new challenges, organizations are making changes to their HR leadership. Approximately two-thirds (69%) of survey respondents have been in their current role for four years or less, and slightly more than one-third (36%) have been in the role for less than two years. Despite the short duration of their current role, almost two-thirds (61%) of survey respondents have spent 10 years or more in the HR function.

5.

The importance of being in HR

With just one swipe of Budget 2005, the Finance Minister has made life difficult for HR professionals. The Fringe Benefit Tax threatens to nullify all the creativity and innovation displayed by the HR fraternity over the last 10 years to offer improved benefits to employees. It's time for the profession to rework its strategies. In the 1960s and 1970s, creativity, ingenuity, innovation and resourcefulness were terms that were not normally associated with the HR fraternity. Gerald G. D'Souza, Senior VicePresident HR, The UB Group, says that it's only in the last 10 years that HR has come into its own. "Hardcore organisation development, organisational behaviour and training have become centre-stage." It's also true that HR as we know it today dominates IT and other knowledge-based industries. "Earlier what we called 'welfare activities' is now being championed by HR," says D'Souza, adding, "and activities that are part of normal work are called HR interventions. This is how jargon gets built up."

Rahul Varma of Accenture says that the HR department, over the years, has become more strategic to an organisation's success. High-performing companies focus on building human capital that comprises core HR processes such as recruiting, career development and competency management, as well as broader issues such as workplace design, learning and training, and knowledge management. "Our research has shown that there is a strong link between the maturity of an organisation's human capital processes and its overall financial performance. Effective human capital management practices do matter," he adds.

6.

This HR pulse survey was designed to set aside sacred cows and get to

the heart of matters of substance affecting the profession and its performance, with a view to setting a new course.

Essentially, the survey was conducted to:

put critical questions to HR practitioners that were being raised in mainstream circles

about the profession both within Australia and around the globe obtain data about HR practice and the behavior of practitioners from those within the

profession and those outside it enable an analysis of the data to make a judgment about the present standing and

impact of HR within business provide a basis for action to build on strengths identied in the data and to determine

ways to redress shortcomings identied in both the practice and image of HR professionals.

HR: PERCEPTION AND REALITY

7.

UNDERSTANDING THE HR ROLE

Nearly two thirds of HR respondents believe that their colleagues in the business do not understand what they do or what they should be doing, or are unsure on the question (36% and 27.5% respectively). With approximately eight out of 10 non-HR respondents (80.4%) taking similar views (51.3% and 29.1% respectively), the task for HR to be transparent and articulate is inescapable.

Clearly there is a case for HR practitioners within business to market their skills more effectively. At the same time it is incumbent on the business to make that accountability a key performance indicator of a staff member with sufficient clout as an internal communicator to realize that marketing objective. There may also be a case for the business to train HR staff in the skills required to more effectively Articulate the areas of their expertise that create value to the business.

8.

EFFECTIVENESS OF HR

Effectiveness relates to impact and the capacity to make a difference. If HR is widely seen within the business to be ineffective, as the survey ndings indicate, that perception goes directly to the issue of image. It may also be a reection of competence. With three quarters of non-HR respondents, believing HR is not effective or are unsure of its effectiveness, there clearly exists A crisis of condence from key stakeholders.

Because the answers to the question on effectiveness are linked to the issue of understanding about what HR does in the business, its almost certain that in a number of cases HR is not receiving credit for work that it undertakes and brings to fruition. An intervention is necessary at that point to ensure credit is accorded to the appropriate function where value has been given, if for no other reason than to enable those in the business to know from whom they should be requesting that function in the future.

Conversely, the confusion about understanding and effectiveness of the HR role no doubt leads to HR being on the wrong end of the blame chain with respect to matters for which it has little or no responsibility. That is, while in a blurry business environment HR may get inadvertent credit for positive things it did not do, it may also be falsely accused of contributing to undesirable results or failing to contribute to desired ones.

As a nal observation on the data in its worth noting that many HR respondents are under no illusions about the extent to which their role is misunderstood. A total of 63.5% HR respondents doubt whether the business understands what they do and 45.9% doubt whether they are seen to be effective. The point here is that those HR respondents are a sizeable proportion of the sample in each case and they are not in denial on the matter. Thats got to be a good starting point.

9.

WHOSE INTERESTS SHOULD HR SERVE?

In terms of image, the HR function must ensure it is not simply seen as looking after its own patch. The survey respondents clearly indicate that primary role of HR is to contribute to the achievement of results for the business as a whole. One respondent put it this way: HR needs to work on solving business problems, not HR problems.

That too few respondents in the survey ndings see HR actually serving the business is a clarion call when 90% of respondents are saying HR should be doing exactly that. Similarly, that HR is seen by 59% of respondents to be looking after the interests of the CEO instead, suggests that HR practitioners need to make signicant adjustments, either to how they are perceived or to how they are actually behaving, or more likely to both. That may be a challenge for a HR department in a business where the CEO or a group director is keen to use HR as a cover to convey unpopular business decisions. The HR leaders in those cases need to persuade the executives concerned that its not in the long-term interests of the business to behave that way. If persuasion is not enough, the exercise of appropriate leverage may be necessary or even the exercise of raw courage as a last resort. Whatever means are used; HR must consistently adopt the position of serving the interests of the business and be seen to do so, as indicated by the great majority of survey respondents. They must also resist attempts to have them positioned as serving sectional interests,

including their own interests.

10.

RESPONSIBILITY OF THE BUSINESS

While HR practitioners and the professional association need to assume responsibility for the standing of their own profession, on the basis of this survey business itself needs to face up to its obligation to play a leadership role with respect to the standing of a professional group that can make a critical contribution to business performance.

This HR pulse survey reveals that in only 54% of cases does the most senior HR person in the business report to the CEO, with 16% reporting to the corporate services director While there is a case to say that HR needs to earn the respect required to become a direct CEO report, it is also true that organizations which recruit HR staff exclusively from the junior or middle management ranks all but ensure that the function remains without clout and without a voice at the executive level.

For HR to get the leadership it deserves, initiative from the CEO and executive level in the business is critical, rst in recruiting candidates who are capable of providing frank and fearless advice at executive level but also those who are capable of providing leadership and cohesion to the team that brings business-driven HR expertise to the enterprise.

11.

AN IMAGE MAKEOVER?

While the survey respondents agree strongly that an image makeover is in order for HR, the data suggests it is not going to be a simple public relations campaign that will bring about a fresh look. Three interconnected things need to occur to bring that about, namely the way in which HR professionals go about their practice, how effectively they communicate their areas of expertise within the business, and the extent to which the business can be made to recognize that it needs to take a level of responsibility for boosting the stocks of a necessary occupational group which is to some extent under siege.

In addition to working on its perception within the business, there is an imperative for HR to more positively position itself with respect to the wider community in the public arena. Entry level recruits into the profession will come from members of the general public and one way to attract the best talent is to more competitively position HR as an occupation of rst choice.

12.

CHALLENGES AND SOLUTIONS

Perhaps the most salient nding in this HR pulse survey was the low level of understanding about the role and responsibilities of the HR function. That nding was evident across all levels of non-HR employees including CEOs. Not surprisingly, perceptions of the effectiveness and inuence of the HR function also rated poorly. Critics point to the skill deciencies of HR people including, among other things, their lack of business acumen. The HR pulse data reveals that many HR professionals are not in denial about themselves and that they do share awareness about the gaps in their capabilities. That said, the issues regarding the effectiveness and image of HR are considerably more complex than mere lack of skills. In summary three key areas for action present themselves as an outcome of the HR pulse results 1. The role of business

2. The role of the professional association 3. The role of HR practitioners

13.

How effective is HR?

We asked: Overall, how effective is your HR department? HR professionals gave themselves a mean score of 3.65 placing them closest to very effective. Some 59 per cent of them rated their HR department as extremely or very effective. Managers reported a score of 2.71, which is some way below fairly effective. Only 20 per cent said their HR department was extremely or very effective. Another 43 per cent said it was not very or not at all effective. This leads us to two possible conclusions: either HR is not as effective as it believes it is, or it is not doing a good job at promoting its achievements to the rest of the organization. To say operational staff just dont realize or dont understand all the vital things we do is an excuse. If HR wants to be valued and respected, it must promote its good work.

14.

Does HR create more work for managers?

We asked: Does your HR department produce unnecessary red tape? Some 34 per cent of HR professionals admitted that it does. But 46 per cent of managers said they experienced unnecessary red tape from HR. Challenge the need for form-filling, for additional levels of authorization at every stage. When making every choice think help not hinder. How many of your processes exist simply because they do?

15.

Strategic role of HR

Liberalization and industrialization has paved an increasing pressure on organizations in India to change from indigenous, costly, sub-optimal levels of technology to performance based, competitive and higher technology provisions. The response to liberalization has created opportunities for technology upgrading and sophistication, resource mobilization from new sources, highly competitive input/output market, high growth and buoyant environment and HRM issues associated with strategic initiatives of diversification, mergers and acquisitions, restructuring, joint ventures, strategic alliances and for overall internationalization of the economy (Som, 2002). Change from a regulated environment to a free market environment has direct implications for SHRM practices in India (Krishna and Monappa, 1994, Rao, 1999) and HRM specialists and the HRM departments are under severe pressure to bring about large-scale professionalized changes in their organizations in order to cope with the challenges brought about by economic liberalization. Strategic Human Resource Management (SHRM) has received a great deal of attention in recent years, most notably in the fields of Human Resource Management (HRM), Organizational Behavior, and Industrial Relations.

An area that demands greater understanding is that of Strategic Human Resource Management (SHRM). SHRM is concerned with top managements attention and approach to HRM as a critical strategic dimension affecting firm performance; which is the objective of this article. Strategic human resource management (SHRM) enhances productivity and the effectiveness of organizations. Their implementation in organizations has proven that when organizations employ such personnel practices (mentioned in this paper) they are more able to achieve their goals and objectives. This article first describes what the word Strategy means and shifts its focus on HRM at a strategic level highlighting its importance in the present day organizations.

CHAPTER IV - DATA ANALYSIS AND INTERPRETATION

Table 1: Age

Age 0-10 10-20 20-30 30-40 40-50 50-60 Total

Frequency 0 0 25 26 7 2 60

Percentage 0 0 41.67 43.33 11.67 3.33 100

The above table and chart shows the age group of the employees in the organization. There are 25 (41.67%) employees aged between 20 -30 years. 26 (43.33%) employees are aged between 30 40. 7(11.67%) employees are aged between 40 -50 while only 2 (3.33%) employees are aged between 50 - 60.Thus is can be inferred that there are a lot of middle aged employees among the staff category. Table 2: Experience Experience 0-10 10-20 20-30 30-40 40-50 Total Frequency 34 4 9 13 0 60 Percentage 56.67 6.67 15 21.6 0 100

The above table and chart shows the years of experiences of the employees in the organization. There are 34 (56.67%) employees having an experience between 0 10 years. 4 (6.67%) employees are having 10 - 20 years of experience, 9 (15%) employees are having 20 -30 years of experience and 13 (21.6%) employees are having more than 30 years of experience. Hence along with less experienced employees the company also has a few well experienced employees. Table 3: Martial Status Status Married Un-Married Total Frequency 39 21 60 Percentage 65 35 100

The above table and chart shows the marital status of the employees in the organization. There are 39 (65%) employees that are married and 21 (35%) employees are still not married. Hence it can be said that there are a lot more married employees. Table 4: Sex Sex Male Female Total Frequency 55 5 60 Percentage 91.67 8.33 100

The above table and chart shows the gender of the employees in the organization. There are 55 (92.67%) employees that are male while only 5 (8.33%) employees are females. Hence it can be inferred that the company is a male dominant one.

Table 5: Departments Depts. EGP Accounts Purchase Marketing FPS ITC LPS FP 1 FP 2 EXC Deg TOTAL Frequency Percentage 6 10 6 10 6 10 6 10 6 10 6 10 7 11.6666667 6 10 6 10 3 5 2 3.33333333 60 100.0

The above table shows the distribution of the workforce as per the departments. As the research requires a lot of views from different people of various depts. and plants, 11 depts. were taken. It can be inferred that out of a of total 60 respondents, 6 (10%) belong to the electron gun plant EGP, 6 (10%) belong to the Accounts department, 6 (10%) belong to the Purchase Department, 6 (10%) belong to the Marketing department, 6 (10%) belong to the FPS plant, 6 (10%) belong to the ITC department, 6 (10%) belong to the FP1 plant, 6 (10%) belong to the FP2 plant, 7 (11.67%) belong to the LPS plant, while 3 (5%) belong to the EXC plant and 2 (3.33%) belong to the DEG plant. We can infer from the above data that a proper balance has been maintained in the sample of the research. Table 6: Designation

Designation Supervisor Asst Manager Officer Manager Engineer Asst/Executive Total

Frequency 18 8 6 9 8 11 60

Percentage 30 13.33 10 15 13.33 18.34 100

The above table shows the list of different designations of employees covered in the staff category. It shows that out of total 60 respondents 18 (30%) were supervisors, 8 (13.33%) were Assistant Managers; 6 (10%) were Officers; 9 (15%) were Managers, 8(13.33%) were Engineers and 11 (18.34%) were assistants or executives. Hence we can see that there are a majority of supervisors in the staff category.

Table 7: HR Dept. understands the business priorities and needs of the company. Frequency Percentage Strongly Agree 19 31.6666667 Agree 30 50 Partially Agree 11 18.3333333 Disagree 0 0 Strongly Disagree 0 0 TOTAL 60 100.0 The above table represents the perceptions of the respondents regarding the understanding of HR department of the business priorities and needs of their department. It shows that out of total 60 respondents 19 (31.67%) agrees strongly to the point that HR department understands the business priorities and needs of their department and another 30 (50%) respondents also agree on that point. On the other hand only 11 respondents (18.33%) were partially agreeing to the point. Hence it can be inferred that the HR dept. does help in making employees understand the needs and priorities of the company.

Table 8: HR Dept. provides appropriate advices and resources to add value to my department. Frequency Strongly Agree 10 Agree 28 Partially Agree 22 Disagree 0 Strongly Disagree 0 TOTAL 60 Percentage 16.6666667 46.6666666 36.6666667 0 0 100.0

The above table represents the perceptions of the respondents regarding the value addition of HR department through providing advices and resources. It shows that out of total 60 respondents 10 (16.67%) agrees strongly to the point that HR department provides appropriate advices and resources to add value to their department. Almost half of the respondents 28 (46.67%) also agree on that point. On the other hand 22 respondents (33.67%) were partially agreeing to the point.

Table 9: The HR Dept. helps in facilitating change. Frequency Percentage 12 20 21 35 16 26.6666667 11 18.3333333 0 0 60 100.0

Strongly Agree Agree Partially Agree Disagree Strongly Disagree TOTAL

The above table shows that out of total 60 respondents, 12(20%) said they strongly agreed and were satisfied with HR helping in facilitating the change while 21(35%) agree to a less extent with this statement, also 16 (26.67%) partially agreed and there were a total of 11 (18.33%) that disagreed with the statement. It can be inferred that the majority of the respondents feel that HR has only an average role to play in the change management.

Table10: The HR Dept. follows processes in an efficient manner. Frequency Percentage 11 18.3333333 36 60 13 21.6666667 0 0 0 0 60 100.0

Strongly Agree Agree Partially Agree Disagree Strongly Disagree TOTAL

The above table and pie chart shows that out of total 60 respondents, 11 (18.33%) said they strongly agreed to the statement while majority of 36 (60%) only agreed to it as well. 13(21.67%) were partially agreeing to the statement. We can conclude that majority of the respondents feel that execution of HR processes and policies regarding the recruitment, terms and conditions of the employment, performance appraisal and management, training and development, exit procedures etc. has very satisfactory performance by HR.

Table 11: The HR policies are helpful & are communicated well. Frequency 20 27 10 2 1 60 Percentage 33.3333333 45 16.6666667 3.33333333 1.66666667 100.0

Strongly Agree Agree Partially Agree Disagree Strongly Disagree TOTAL

The above table represents the perceptions of the respondents whether they are clear about all policies, regulations and information that they feel they should be aware of. It shows that out of total 60 respondents 20(33.33%) agrees strongly to the point that they are clear, 27(45%) employees also agree on that point. On the other hand only 10(16.67%) respondents were partially agreeing while 2 (3.33%) disagreed and only 1 (1.67) employee strongly disagreed to the statement.

Table 12: The HR Dept. strictly follows rules in its administrative processes. Frequency Percentage 11 18.3333333 40 66.6666667 9 15 0 0 0 0 60 100.0

Strongly Agree Agree Partially Agree Disagree Strongly Disagree TOTAL

The above table shows that out of total 60 respondents, 11 (18.33%) strongly agreed that the processes were followed strictly while 40 (66.67%) answered in agreement which covers major part of the response. Only 9 (15%) answered that the statement was partially true.

Table 13: The HR Dept. acts as a stress buster for employees. Frequency Percentage 6 10 23 38.3333333 24 40 7 11.6666667 0 0 60 100.0

Strongly Agree Agree Partially Agree Disagree Strongly Disagree TOTAL

The above table shows that out of total 60 respondents, 6 (10%) agreed strongly, 23 (38.33%) agreed to it as well while 24 (40%) partially agreed to the statement. There were also 7 (11.67%) who disagreed with the statement. Table 14: New employees are provided complete information through a well defined induction program. Frequency Percentage 18 30 32 53.3333333 10 16.6666667 0 0 0 0 60 100.0

Strongly Agree Agree Partially Agree Disagree Strongly Disagree TOTAL

The above table represents the opinions of the respondents whether new employees are always provided with complete information about the organization through induction. It shows that out of total 60 respondents 18 (30%) agrees strongly to the point. More than half of the respondents 32 (53.33%) also agree on that point. On the other hand 10(16.67%) respondents were partially agreeing to the point. Table 15: My training needs are regularly identified and appropriate training programs are provided.

Strongly Agree Agree Partially Agree Disagree Strongly Disagree TOTAL

Frequency Percentage 17 28.3333333 30 50 13 21.6666667 0 0 0 0 60 100.0

The above table represents the perceptions of the respondents regarding regular identification of training needs of employees and organization of adequate training programs. It shows that out of total 60 respondents 17(28.33%) agrees strongly to the point, 30 (50%) also agree on that point. On the other hand 13 (21.67%) respondents were partially agreed to the point. Table 16: I am satisfied with the trainings provided for the systems. Frequency 23 25 11 1 0 60 Percentage 38.3333333 41.6666667 18.3333333 1.66666667 0 100.0

Strongly Agree Agree Partially Agree Disagree Strongly Disagree TOTAL

The above table represents the perceptions of the respondents regarding trainings provided. It shows that out of total 60 respondents 23(38.33%) strongly agree with the point. 25 (41.67%) also agree on that point. On the other hand 11 (18.33%) respondents were partially agreed to the point, while only 1(1.67%) employee showed his disagreement.

Table 17: I am having a good learning, exposure and skill development in the company. Frequency Percentage Strongly Agree 16 26.6666667 Agree 30 50 Partially Agree 11 18.3333333 Disagree 3 5 Strongly Disagree 0 0 TOTAL 60 100.0 The above table represents the perceptions of the respondents whether they are getting good learning, exposure and skill development in the company. It shows that out of total 60 respondents 16(26.67%) agrees strongly to the point. A majority of 30 (50%) also agree on that

point. On the other hand 11 (18.33%) respondents were partially agree to the point. 3 respondents also disagreed with the point. Table 18: There is a good scope for my career development in the company. Frequency Strongly Agree 19 Agree 22 Partially Agree 15 Disagree 4 Strongly Disagree 0 TOTAL 60 Percentage 31.6666667 36.6666667 25 6.66666667 0 100.0

The above table represents the perceptions of the respondents regarding the scope for their career development in the company. It shows that out of total 60 respondents 19 (31.67%) agrees strongly to the point. 22 (36.67%) also agree on that point. On the other hand 15 (25%) respondents were partially agree to the point. 4 respondents were disagree with the point Table 19: I get to learn new competencies through trainings. Frequency Percentage 27 45 23 38.3333333 10 16.6666667 0 0 0 0 60 100.0

Strongly Agree Agree Partially Agree Disagree Strongly Disagree TOTAL

The above table shows that out of total 60 respondents, 27 (45%) strongly agreed, while a close 23 (38.33%) also agreed with them. 10 (16.67%) partially agreed to the point. It can be concluded that majority feels that their competencies have increased and developed through the trainings.

Table 20: Trainings provided are effective and useful.

Strongly Agree Agree Partially Agree Disagree Strongly Disagree TOTAL

Frequency Percentage 18 30 22 36.6666667 18 30 2 3.33333333 0 0 60 100.0

The above table shows that out of total 60 respondents, 18 (30%) strongly agreed, while 22 (36.67%) only agreed with them. On the other hand there were 18(30%) who partially agreed to the statement while only 2 (3.33%) disagreed with the statement. It can be concluded that majority feel that their trainings provided are effective and useful. Table21: I am fully aware and satisfied with the performance appraisal system existing in the company. Frequency Percentage 14 23.3333333 27 45 18 30 1 1.66666667 0 0 60 100.0

Strongly Agree Agree Partially Agree Disagree Strongly Disagree TOTAL

The above table represents the opinions of the respondents to the statement whether they are completely aware and satisfied with the performance appraisal system or not. It shows that out of total 60 respondents 14(23.33%) agrees strongly to the point, almost half of the employees 27 (45%) also agree on that point. On the other hand 18 (30%) respondents were partially agreeing to the point while only 1(1.67%) employee showed his strong disagreement.

Table 22: Promotions or rewards are given according to competencies and performance. Frequency Percentage

Strongly Agree Agree Partially Agree Disagree Strongly Disagree TOTAL

12 27 16 5 0 60

20 45 26.6666667 8.33333333 0 100.0

The above table represents the perceptions of the respondents whether promotions or rewards are always given according to competencies and performance. It shows that out of total 60 respondents 12(20%) agrees strongly to the point. 27 (45%) also agree on that point. On the other hand 16 (26.67%) respondents were partially agreeing to the point while only 5(8.33%) employees showed their strong disagreement. Table 23: I feel that the organization is successful in retaining talent in the company. Frequency 10 28 21 1 0 60 Percentage 16.6666667 46.6666666 35 1.66666667 0 100.0

Strongly Agree Agree Partially Agree Disagree Strongly Disagree TOTAL

The above pie chart represents the perceptions of the respondents whether the organization is successful in retaining talent in the company. It shows that out of total 60 respondents 10 (16.67%) agrees strongly to the point. Almost half of the employees 28 (46.67%) also agree on that point. On the other hand 21 (35%) respondents were partially agreeing to the point. Only 1 (1.67) employee showed disagreement with the statement. Table 24: New and inexperienced employees are given ample time to learn and grow. Frequency Percentage Strongly Agree 10 16.6666667 Agree 36 60 Partially Agree 12 20 Disagree 2 3.33333333 Strongly Disagree 0 0 TOTAL 60 100.0 The above table shows that out of total 60 respondents, 10 (16.67%) strongly agreed to the statement while a majority of 36 (60%) answered in affirmation to them. 12 (20%) answered in partial fulfillment while 2 (3.33%) disagreed. This concludes that majority feels that HR does give the novice enough time to learn and get adjusted to the organization.

Table 25: Knowledge regarding the performance appraisal system of the company.

Strongly Agree Agree Partially Agree Disagree Strongly Disagree TOTAL

Frequency Percentage 11 18.3333333 33 55 13 21.6666667 3 5 0 0 60 100.0

The above table shows that out of total 60 respondents, 11 (18.33%) strongly agreed with the statement, also a majority of 33 (55%) agreed to them. While 13 (21.67%) were partially agreeing to the statement and only 3 (5%) disagreed to the statement that they were fine with the performance appraisal system of the company. Table 26: My strengths and weakness are communicated to me in a positive way. Frequency Strongly Agree 21 Agree 23 Partially Agree 14 Disagree 2 Strongly Disagree 0 TOTAL 60 Percentage 35 38.3333333 23.3333333 3.33333333 0 100.0

The above table represents the perceptions of the respondents whether their strengths and weaknesses are communicated to them in a positive way. It shows that out of total 60 respondents 21(35%) agrees strongly to the point. 23(38.33%) employees also agree on that point. On the other hand 14 (23.33%) respondents were partially agreeing to the point while 2 employees showed their disagreement.

Table 27: Transparency is maintained in the process. Frequency Strongly Agree 10 Agree 28 Partially Agree 20 Disagree 2 Strongly Disagree 0 TOTAL 60 Percentage 16.6666667 46.6666667 33.3333333 3.33333333 0 100.0

The above table shows that out of 60 respondents, 10 (16.67%) strongly agreed to the point while 28 (46.67%) also agreed to the same. On the other hand 20 (33.33%) only agreed partially and lastly 2 (3.33%) disagreed to the statement that transparency maintained in the process. Table 28: I am satisfied with the security services in the plant. Frequency Strongly Agree 22 Agree 33 Partially Agree 4 Disagree 1 Strongly Disagree 0 TOTAL 60 Percentage 36.6666667 55 6.66666667 1.66666667 0 100.0

The above table represents the perceptions of the respondents regarding the security services in the plant. It shows that out of total 60 respondents 22(36.67%) agrees strongly to the point. 33 (55%) employees also agree on that point. On the other hand 4 (6.67%) respondents were partially agreeing to the point while 1(1.67%) showed disagreement with the statement.

Table29: I am satisfied with the existing transportation facility provided by the company. Frequency 24 25 9 1 1 60 Percentage 40 41.6666667 15 1.66666667 1.66666667 100.0

Strongly Agree Agree Partially Agree Disagree Strongly Disagree TOTAL

The above table represents the perceptions of the respondents regarding the transportation services in the company. It shows that out of total 60 respondents 24(40%) agrees strongly to the point. 25 (41.67%) also agree on that point. On the other hand 9 (15%) respondents were partially agreeing to the point. 1 (1.67%) employee showed disagreement with the statement and only 1(1.67%) employee showed his strong disagreement.

Table 30: I am satisfied with the existing medical facility and medical benefits provided by the company. Frequency Percentage Strongly Agree 15 25 Agree 31 51.6666667 Partially Agree 11 18.3333333 Disagree 3 5 Strongly Disagree 0 0 TOTAL 60 100.0 The above table represents the perceptions of the respondents regarding the existing medical facility (first aid, emergency care) and medical benefits provided by the company. It shows that out of total 60 respondents 15(25%) agrees strongly to the point. More than half of the employees 31 (51.67%) also agree on that point. On the other hand 11 (18.33%) respondents were partially agreeing to the point and 3(5%) employees showed disagreement with the statement.

Table 31: I am satisfied with the existing canteen facility provided by the company. Frequency Percentage 30 50 19 31.6666667 11 18.3333333 0 0 0 0 60 100.0

Strongly Agree Agree Partially Agree Disagree Strongly Disagree TOTAL

The above table represents the perceptions of the respondents regarding the existing canteen facility provided by the company. It shows that out of total 60 respondents 30 (50%) agrees strongly to the point. 19 (31.67%) employees also agree on that point. On the other hand 11 (18.33%) respondents were partially agreeing to the point.

Table 32: I am satisfied with the uniforms given. Frequency Strongly Agree 19 Agree 28 Partially Agree 8 Disagree 4 Strongly Disagree 1 TOTAL 60 Percentage 31.6666667 46.6666667 13.3333333 6.66666667 1.66666667 100.0

The above table shows that out of 60 respondents, 19 (31.67%) said that they were satisfied with the uniforms, while 28 (46.67%) also agreed with the statement. 8(13.33%) were partially satisfied while 4(6.67%) were dissatisfied and rest 1(1.67%) respondents was highly dissatisfied.

Table 33: I am satisfied with the safety equipments at the company.

Strongly Agree Agree Partially Agree Disagree Strongly Disagree TOTAL

Frequency 12 20 22 4 2 60

Percentage 20 33.3333333 36.6666667 6.66666667 3.33333333 100.0

The above table represents the perceptions of the respondents regarding the existing safety equipments provided by the company. It shows that out of total 60 respondents 12 (20%) agrees strongly to the point. 20 (33.33%) employees also agree on that point. On the other hand 22 (36.67%) respondents were partially agreeing to the point, while 4 (6.67%) were disagreeing with the statement and 2 (3.33%) were strongly disagreeing to the statement.

Table 34: I am satisfied with infrastructure facilities at workplace. Frequency Percentage Strongly Agree 9 15 Agree 37 61.6666667 Partially Agree 12 20 Disagree 2 3.33333333 Strongly Disagree 0 0 TOTAL 60 100.0

The above table represents the perceptions of the respondents regarding the infrastructure facilities at workplace such as computer (hardware and software), telephone, stationary, furniture. It shows that out of total 60 respondents only 9(15%) agrees strongly to the point. 37(61.67%) employees also agree on that point. On the other hand 12 (20%) respondents were partially agreeing to the point that they are satisfied with the infrastructure facilities at workplace while 2 employees showed their strong disagreement. Table 35: Standards of housekeeping are good in my department and within the premises of my company. Frequency 10 22 20 8 0 60 Percentage 16.6666667 36.6666667 33.3333333 13.3333333 0 100.0

Strongly Agree Agree Partially Agree Disagree Strongly Disagree TOTAL

The above table represents the perceptions of the respondents whether standards of housekeeping are good in their department and within the premises of the company. It shows that out of total 60 respondents 10(16.67%) agrees strongly to the point. 22(36.67%) employees also agree on that point. On the other hand 20 (33.33%) respondents were partially agreeing to the point while 8(13.33%) employees showed their disagreement. Table 36: My company has a participative work environment where views and suggestions of different level of employees are taken into consideration. Frequency Percentage Strongly Agree 15 25 Agree 23 38.3333333 Partially Agree 19 31.6666667 Disagree 3 5 Strongly Disagree 0 0 TOTAL 60 100.0 The above table represents the perceptions of the respondents whether company has a participative work environment where views and suggestions of different level of employees are taken into consideration. It shows that out of total 60 respondents only 15 (25%) agrees strongly to the point. 23(38.33%) employees also agree to that point. On the other hand 19 (31.67%) respondents were partially agreeing to the point and lastly 3 (5%) were disagreeing to the point.

Table 37: I am allowed to be flexible in my work.

Frequency Percentage Strongly Agree 8 13.3333333 Agree 31 51.6666667 Partially Agree 21 35 Disagree 0 0 Strongly Disagree 0 0 TOTAL 60 100.0 The above table shows that out of total 60 respondents, 8 (13.33%) strongly agreed. A major part of 31 (51.67%) also agreed and 21(35%) partially agreed to the statement that the organization supports the participative management thereby making it congenial for the employees to have good working environment.

Table 38: Implementation of rules & procedure is done properly. Frequency Percentage Strongly Agree 12 20 Agree 26 43.3333333 Partially Agree 18 30 Disagree 4 6.66666667 Strongly Disagree 0 0 TOTAL 60 100.0 The above table shows that out of total 60 respondents, 12(20%) strongly agree, 26 (43.33%) also agree with the same. On the other hand 18(30%) were partially agreeing to the statement and 4 (6.67%) had disagreed. We can conclude that majority feels that employees are made to follow and implement the rules and procedures. Table 39: I am given opportunities to execute the tasks based on my own ideas. Strongly Agree Frequency Percentage 20 33.3333333

Agree Partially Agree Disagree Strongly Disagree TOTAL

23 14 3 0 60

38.3333333 23.3333333 5 0 100.0

The above table and the chart shows that out of total 60 respondents, 20 (33.33%) strongly agreed to the statement 23 (38.33%) also agreed to the same. On the other hand 14(23.33%) were partially agreeing to the statement and 3(5%) had disagreed that they were given opportunities to execute the tasks based on their own ideas.

Table 40: I have good scope for growth in the company. Frequency Strongly Agree 17 Agree 29 Partially Agree 12 Disagree 1 Strongly Disagree 1 TOTAL 60 Percentage 28.3333333 48.3333333 20 1.66666667 1.66666667 100.0

The above table shows that out of total 60 respondents, 17 (28.33%) strongly agreed to the statement, almost a majority of 29 (48.33%) also agreed to the same. On the other hand 12 (20%) were partially agreeing to the statement while 1 (1.67%) had disagreed and another 1 (1.67%) had strongly disagreed that there was good scope for them in the company.

Table 41: I am given promotion and rewards according to my competencies. Frequency Strongly Agree 12 Agree 25 Partially Agree 16 Disagree 6 Strongly Disagree 1 TOTAL 60 Percentage 20 41.6666667 26.6666667 10 1.66666667 100.0

The above table shows that out of total 60 respondents, 12 (20%) strongly agreed to the statement, a majority of 25 (41.67%) also agreed to the same. On the other hand 16 (26.67%) were partially agreeing to the statement while 6 (10%) had disagreed and another 1 (1.67%) had strongly disagreed that they were given promotion and rewards according to their competencies.

Table 42: I am given opportunities for job rotation. Frequency Strongly Agree 18 Agree 16 Partially Agree 15 Disagree 7 Strongly Disagree 4 TOTAL 60 Percentage 30 26.6666667 25 11.6666667 6.66666667 100.0

The above table shows that out of total 60 respondents, 18 (30%) strongly agreed to the statement, 16 (26.67%) also agreed to the same. On the other hand 15 (25%) were partially

agreeing to the statement while 7 (11.67%) had disagreed and another 4 (6.67%) had strongly disagreed that they were given opportunities for job rotation.

Table 43: HR department successfully manages a good level of relationship between management and the union. Frequency Strongly Agree 19 Agree 34 Partially Agree 4 Disagree 3 Strongly Disagree 0 TOTAL 60 Percentage 31.6666667 56.6666667 6.66666667 5 0 100.0

The above table represents the perceptions of the respondents whether HR department successfully manages a good level of relationship between management and the union. It shows that out of total 60 respondents 19 (31.67%) agrees strongly to the point. A majority of 34 (56.67%) employees also agree on that point. On the other hand 4 (6.67%) respondents were partially agreeing to the point while 3 employees showed their disagreement. Table 44: My company has a good corporate image and brand identity as an employer in the market. Frequency Percentage Strongly Agree 11 18.3333333 Agree 27 45 Partially Agree 19 31.6666667 Disagree 3 5 Strongly Disagree 0 0 TOTAL 60 100.0 The above table represents the perceptions of the respondents whether their company has a good corporate image and brand identity as an employer in the market. It shows that out of total 60 respondents 11(18.33%) agrees strongly to the point. 27(45%) employees also agree on that point. On the other hand 19 (31.67%) respondents were partially agreeing to the point that while only 3 (5%) employees showed strong disagreement to the point.

Table 45: My complaints and suggestions for improvements are always taken positively and acted upon.

Frequency Strongly Agree 12 Agree 32 Partially Agree 14 Disagree 2 Strongly Disagree 0 TOTAL 60

Percentage 20 53.3333333 23.3333333 3.33333333 0 100.0

The above table represents the opinions of the respondents whether their complaints and suggestions for improvements are always taken positively and acted upon. It shows that out of total 60 respondents 12 (20%) agrees strongly to the point. 32 (53.33%) employees also agree on that point. On the other hand 14 (23.33%) respondents were partially agreeing to the point while 2 (3.33%) employees showed their disagreement.

Table 46: I am satisfied with the way grievances are handled in the organization. Frequency Percentage Strongly Agree 8 13.3333333 Agree 30 50 Partially Agree 19 31.6666667 Disagree 3 5 Strongly Disagree 0 0 TOTAL 60 100.0 The above table represents the opinions of the respondents whether they are satisfied with the way grievances are handled in the organization. It shows that out of total 60 respondents 8 (13.33%) agrees strongly to the point. Half 30(50%) of the employees also agree on that point. On the other hand 19 (31.67%) respondents were partially agreeing to the point while 3 (5%) employees showed their disagreement. Table 47: Friction and Conflicts are solved by the HR Dept. Strongly Agree Agree Frequency Percentage 16 26.6666667 30 50

Partially Agree Disagree Strongly Disagree TOTAL

12 2 0 60

20 3.33333333 0 100.0

The above table represents the opinions of the respondents whether the frictions and conflicts are solved by the Hr dept. It shows that out of total 60 respondents 16 (26.67%) agrees strongly to the point. Half 30(50%) of the employees also agree on that point. On the other hand 12 (20%) respondents were partially agreeing to the point while 2 (3.33%) employees showed their disagreement.

Table 48: The Jalpan meetings are effective and helpful. Frequency Percentage Strongly Agree 15 25 Agree 20 33.3333333 Partially Agree 20 33.3333333 Disagree 5 8.33333333 Strongly Disagree 0 0 TOTAL 60 100.0 The above table represents the opinions of the respondents whether the Jalpan meetings are effective and helpful or not. It shows that out of total 60 respondents 15 (25%) agrees strongly to the point. 20 (33.33%) of the employees also agree on that point. On the other hand a same 20 (33.33%) respondents were partially agreeing to the point while 5 (8.33%) employees showed their disagreement. Table 49: I was told clearly about my compensation & benefits when I joined the company. Strongly Agree Agree Partially Agree Disagree Strongly Disagree Frequency Percentage 18 30 36 60 6 10 0 0 0 0

TOTAL

60

100.0

The above table represents the perceptions of the respondents regarding clarity of communication about compensation and benefits. It shows that out of total 60 respondents 18 (30%) agrees strongly to the point. More than half of the respondents 36 (60%) also agree on that point. On the other hand 6 (10%) respondents were partially agreeing to the point.

Table 50: I am paid adequately for my responsibilities. Frequency Strongly Agree 14 Agree 28 Partially Agree 13 Disagree 4 Strongly Disagree 1 TOTAL 60 Percentage 23.3333333 46.6666667 21.6666667 6.66666667 1.66666667 100.0

The above table represents the perceptions of the respondents regarding adequacy of pay according to their responsibilities. It shows that out of total 60 respondents 14 (23.33%) agrees strongly to the point. Almost half of the respondents 28 (46.67%) also agree on that point. On the other hand 13 (21.67%) respondents were partially agreeing to the point, only 4 (6.67%) employees showed their disagreement while 1 (1.67%) showed his strong disagreement. Table 51: Timely process for distribution of the salary. Frequency Percentage 19 31.6666667 30 50 11 18.3333333 0 0 0 0 60 100.0

Strongly Agree Agree Partially Agree Disagree Strongly Disagree TOTAL

The above table represents the perceptions of the respondents regarding the timely distribution of salary. It shows that out of total 60 respondents 19 (31.67%) agrees strongly to the point. Half of the respondents 30 (50%) also agree on that point. On the other hand 11 (18.33%) respondents were partially agreeing to the point. Table 52: Provision of incentives and other benefits are always given to employees. Frequency Percentage 24 40 19 31.6666667 14 23.3333333 3 5

Strongly Agree Agree Partially Agree Disagree

Strongly Disagree TOTAL

0 60

0 100.0

The above table represents the perceptions of the respondents regarding the incentives and other benefits provided by the company to the employees. It shows that out of total 60 respondents 24 (40%) agrees strongly to the point. 19 (31.67%) employees also agree on that point. On the other hand 14 23.33%) respondents were partially agreeing to the point. 3 employees showed disagreement with the statement. Table 53: Time office functions are carried out with good efficiency and speed. Frequency Percentage 22 36.6666667 33 55 5 8.33333333 0 0 0 0 60 100.0

Strongly Agree Agree Partially Agree Disagree Strongly Disagree TOTAL

The above table represents the perceptions of the respondents regarding the efficiency and speed of time office functions. It shows that out of total 60 respondents 22 (36.67%) agrees strongly to the point. More than half of the respondents 33 (55%) also agree on that point. On the other hand 5 (8.33%) respondents were partially agreed to the point. Table 54: Leave approval and leave entries are done in a proper manner. Frequency Strongly Agree 19 Agree 34 Partially Agree 7 Disagree 0 Strongly Disagree 0 TOTAL 60 Percentage 31.6666667 56.6666667 11.6666666 0 0 100.0

The above table represents the perceptions of the respondents regarding the leave approval and leave entries at the time office. It shows that out of total 60 respondents 19 (31.67%) agrees strongly to the point. More than half of the respondents 34 (56.67%) also agree on that point. On the other hand 7 (11.66%) respondents were partially agreed to the point.

Table 55: The method or technology is easy to understand and use. Frequency Percentage Strongly Agree 27 45 Agree 23 38.3333333 Partially Agree 10 16.6666667 Disagree 0 0 Strongly Disagree 0 0 TOTAL 60 100.0 The above table represents the perceptions of the respondents regarding the method and technology used at the time office. It shows that out of total 60 respondents 27 (45%) agrees strongly to the point. 23 (38.33%) also agree on that point. On the other hand 10 (16.67%) respondents were partially agreed to the point. Table 56: Proper records are maintained and safely stored. Frequency Percentage Strongly Agree 22 36.6666667 Agree 24 40 Partially Agree 11 18.3333333 Disagree 3 5 Strongly Disagree 0 0 TOTAL 60 100.0 The above table represents the perceptions of the respondents regarding proper maintenance and safety of records. It shows that out of total 60 respondents 22 (36.67%) agrees strongly to the point. Moreover 24 (40%) also agree on that point. On the other hand 11 (18.33%) respondents were partially agreed to the point and 3 (5%) showed disagreement. Table 57: Technology for Entry and exit for the new punch cards is easy and effective. Frequency Strongly Agree 32 Agree 19 Partially Agree 8 Disagree 1 Strongly Disagree 0 TOTAL 60 Percentage 53.3333333 31.6666667 13.3333333 1.66666667 0 100.0

The above table represents the perceptions of the respondents regarding the effectiveness of the punch card system. It shows that out of total 60 respondents 32 (53.33%) agrees strongly to the point. Also 19 (31.67%) also agree on that point. On the other hand 8 (13.33%) respondents were partially agreed to the point and 1 (1.67%) showed disagreement. Table 58: Competent and suitable persons are always recruited in my department when there is a need.

Frequency Strongly Agree 12 Agree 32 Partially Agree 12 Disagree 2 Strongly Disagree 2 TOTAL 60

Percentage 20 53.3333333 20 3.33333333 3.33333333 100.0

The above table represents the perceptions of the respondents whether competent and suitable persons are always recruited in their department when there is a need. It shows that out of total 60 respondents 12 (20%) agrees strongly to the point. More than half of the respondents 32 (53.33%) also agree on that point. On the other hand 12 respondents (20%) were partially agree to the point, 2 (3.33%) respondents had disagreed with the point and another 2 (3.33%) had strongly disagreed with the point. Table 59: The HR dept is successful in reducing employee turnover. Frequency 11 25 23 1 0 60 Percentage 18.3333333 41.6666667 38.3333333 1.66666667 0 100.0

Strongly Agree Agree Partially Agree Disagree Strongly Disagree TOTAL

The above table represents the perceptions of the respondents whether the organization is successful in reducing employee turnover. It shows that out of total 60 respondents 11 (18.33%) agrees strongly to the point. 25 (41.67%) also agree on that point. On the other hand 23 (38.33%) respondents were partially agreeing to the point while 1 (1.67%) employee showed disagreement with the statement.

Table 60: The HR dept is quick to understand urgent man power need. Frequency Percentage 12 20 26 43.3333333 19 31.6666667 3 5 0 0 60 100.0

Strongly Agree Agree Partially Agree Disagree Strongly Disagree TOTAL

The above table represents the perceptions of the respondents whether the HR dept. is quick to understand the urgent man power needs of the company. It shows that out of total 60 respondents 12 (20%) agrees strongly to the point. 26 (43.33%) also agree on that point. On the other hand 19 (31.67%) respondents were partially agreed to the point and 3 (5%) respondents had disagreed with the point.

CHAPTER V - FINDINGS, CONCLUSION AND SUGGESTIONS

FINDINGS
Following are the Findings of the study conducted about The Effectiveness of the Human Resource Department.

Strategic role of HR:


It was found that only 81.33% employees feel that HR department understands the business priorities and needs of their department while only 18.67% were partially agreed with the point that HR department understands the business priorities and needs of their department. It was also found that nearly 62% department provides appropriate department while significant 38% department provides appropriate department. employees of the organization believe advices and resources to add value were partially agreed with the point advices and resources to add value that HR to their that HR to their

It was found that 78.33% employees believe that the policies made and implemented by the HR dept are helpful and communicated in a proper manner.

Personnel administration:

It was found that majority of the employees 78.33% employees believe that HR follows processes in an efficient manner. It was found that majority of the employees 90% employees believe that they were told clearly about their compensation & benefits when they joined the company. It was also found that majority of the employees 70% employees believe that they are paid adequately for their responsibilities. It was found that majority of the employees 91.66% believe that time office functions are carried out with good efficiency and speed.

Training and development:


It was found that majority of the employees 83.33% believe that new employees are always provided with complete information about the organization through induction. It was found that around 78.33% employees believe that their training needs are regularly identified and appropriate training programs are provided while significant 21.67% of the respondents are partially agree to the point. It was found that only 80% employees are satisfied with the trainings provided for the systems such as while significant 20% of the respondents are not completely satisfied and the rest are not at all satisfied with the training programs. It was also found that majority of the employees 76 % feel that there is a good scope for their career development in the company while 17% of them only partially agree to the point that there is a good scope for their career development in the company.

Performance management:
It was also found that nearly 68.33% of the employees are fully aware and satisfied with the performance appraisal system existing in the company while rest 31.67% of the respondents are not fully satisfied with the performance appraisal system existing in the company. Only 65% of the employees believe that that promotions or rewards are always given according to competencies and performance without any bias. Significant 35% were partially agreed or showed their clear dissatisfaction with the transparency in giving promotions or rewards. It was also found that only 60% of the employees believed that the organization is successful in retaining talent in the company and decreasing employee turnover. 40% were partially agreed to the point that organization is successful in retaining talent in the company and decreasing employee turnover.

Employee benefits and welfare:

It was found that nearly 91.67% of the employees were satisfied with the security services in the plant. While only 8.33% of the respondents were just moderately satisfied with the security services. It was also found that majority of the employees 81.67% were satisfied with the existing transport facility provided by the company. It was also found that majority of the employees 76.67% were satisfied with the medical facility (First aid, Emergency care) and medical benefits provided by the company. It was found that majority of the employees 81.67% are satisfied with the existing canteen facility provided by the company while only 18.33% of the employees are not satisfied with it. It was found that majority of the employees 46.67% are dissatisfied with the existing safety facility provided by the company while only 53.33% of the employees are satisfied with it.

Work environment:
It was found that nearly 76.67 % of the employees were satisfied with infrastructure facilities at workplace such as computer (hardware and software), telephone, stationary, and furniture while significant 23.33% of the respondents were only partially satisfied with the facilities. Majority of employees 43.66% have a negative response about standard of housekeeping in their department and within the premises of the company. It was also found that majority of employees 36.67% are dissatisfied as the company does not have a participative work environment where views and suggestions of different level of employees are taken into consideration. It was also found that nearly 73.33% of the employees believe that their strengths and weaknesses are communicated to them in a positive way but 26.67% of them only partially agreed to the point and rest of the employees disagreed.

Industrial Relations:
It was found that around 88.33% employees feel that HR department successfully manages a good level of relationship between management and the union while significant 11.67% of the employees were partially agreed to the point. It was found that majority of employees 36.67% are not satisfied with the corporate image and brand identity as an employer in the market. It was found that around 63.33% employees feel that they are satisfied with the way grievances are handled in the organization while around 36.67% of the employees partially agree to the point that they are satisfied with the way grievances are handled in the organization.

It was found that around 81.67% employees feel that there is timely process of the distribution of their salaries. It was found that around 85% employees feel that the new punch card system is a lot easier and effective to use.

CONCLUSIONS

After evaluating all the collected data and observing the findings the following points can be concluded The areas in which 30% or more employees responded in the categories partially agree, disagree and strongly disagree categories are the areas which need to be taken care of by HR department by making improvements in processes.

Most of the employees knew about the overall working of the HR Department and its roles & functions, hence the overall output of the analysis will be genuine. The HR dept has excelled in the formation of its Strategic Role, in the Training & Development role, Pay roll and Time Keeping Activities as well as in the Industrial Relations section. The HR dept will have to put in a lot of efforts in the House Keeping, Participative Work Environment and in improving the Brand Image of the company in the market. The HR dept needs to improve its self in the Personal Administration, Performance Management, Recruitment & Selection, Work Environment and Welfare activities. The major problem that the employees face is the housekeeping activity of the company as many as 43.33% of the employees dislike the housekeeping facility, 36.67% of the employees dislike the Brand Image of the company and 36.67% think that the company does not have a participative work culture. The employees have very little problem with the canteen, transport, medicinal services and uniforms. But there are high numbers of employees who dislike the safety measures that the company has taken. Although the performance management system is going smooth more than 30% of the employees think that it is bias and not transparent. The Training & Development section has got reviews that are over 70% in each activity hence this section is very well looked after. All the functions of the Time Office are appreciated as an over all of 91.66% of employees are happy with it. The only issue in the strategic role of HR is that more than 30% of the employees are not happy with the advices and resources that are given to them.

SUGGESTIONS
HR department must ensure that their departments contribution is not purely focused on policy or administrative functions, but is also proactive in offering proper and realistic advice and opinions to help employees make the right decisions.

Informal gatherings & meeting should be arranged frequently to foster team spirit and togetherness. Hence by doing so the interpersonal relationships between different departments should be improved. HR department should increase its shop floor and departmental presence to understand the maintenance and housekeeping problems that are faced by mostly all the departments. Management by Loitering should be adopted to observe, understand and improve the working culture and relations with the HR dept staff. Training programs should be conducted for staff members on the topics such as Improving Self Confidence, Leadership, Team Work and information for improving the brand image of the company, etc to enhance productivity and improve relations. Self managing groups could be created at plant level to foster team spirit, improve performance and develop competitiveness Career development plan should be included in the Performance Management section for the employees to provide them a clear picture of ones growth opportunities with respect to time in the organization.

REFERENCES
Books:

Armstrong, M and Baron, a. (2002) strategic HRM: the key to improved business performance. Developing practice. London: chartered institute of personnel and development Aswathappa.K. (2005), Human Resource Personnel Management, Tata McGraw Hill, New Delhi. Flippo.E.B.(1988) Principles of Personnel Management, Vth Ed. McGraw Hill Pub. Kothari C.R.(2004) Research Methodology & Techniques, New Age International Pub. Articles: Dileep Kumar M., Strategic Human Resource Management (SHRM): An Over View Rob Willock, Time for HR to reflect on its image problem. URLs Visited: ttp://www.citehr.com http://en.wikipedia.org http://www.buzzle.com http://www.humanresourcesmagazine.com http://www. ahri.com.au http://www. personneltoday.com http://www.humanresourcesmagazine.com

CHAPTER VI - ANNEXURE

Effectiveness of the HR Department


Name (Optional): 1. Age: 2. Sex: _____________________________ ____________________________ _____________________________

3. Marital Status: 4. Department: 5. Designation:

____________________________ ____________________________ ____________________________

6. Work Experience: _____________________________

Disclaimer: This survey is being conducted in partial fulfillment of the requirement for the post graduate diploma in human resource management course. Hence the information so obtained shall be kept confidential and shall be used strictly for the research purpose only.

Rating Scale:

SA - Strongly Agree Strongly Disagree

A - Agree

PA - Partially Agree

D - Disagree

SD -

STATEMENT Strategic role


7 8 9
HR Dept. understands the business priorities and needs of the company. HR Dept. provides appropriate advices and resources to add value to my department. The HR Dept. helps in facilitating change.

SA

PA

SD

10 11

The HR Dept. follows processes in an efficient manner. The HR policies are helpful & are communicated well.

Rating Scale:

SA - Strongly Agree Strongly Disagree

A - Agree

PA - Partially Agree SA A

D - Disagree PA D

SA SD

STATEMENT Personnel Administration


12 13
The HR Dept. strictly follows rules in its administrative processes. The HR Dept. acts as a stress buster for employees.

Training & Development


14
New employees are provided complete information through a well defined induction program. My training needs are regularly identified and appropriate training programs are provided. I am satisfied with the trainings provided for the systems. I am having a good learning, exposure and skill development in the company. There is a good scope for my career development in the company. I get to learn new competencies through trainings. Trainings provided are effective and useful.

15 16 17 18 19 20

Performance Management
21
I am fully aware and satisfied with the performance appraisal system existing in the company. Promotions or rewards are given according to competencies and performance. I feel that the organization is successful in retaining talent in the company.

22 23

Rating Scale:

SA - Strongly Agree Strongly Disagree

A - Agree

PA - Partially Agree SA A

D - Disagree PA D

SA SD

STATEMENT
24 25 26 27
New and inexperienced employees are given ample time to learn and grow. Knowledge regarding the performance appraisal system of the company. My strengths and weakness are communicated to me in a positive way. Transparency is maintained in the process.

Employee benefit and welfare


28 29 30
I am satisfied with the security services in the plant. I am satisfied with the existing transportation facility provided by the company. I am satisfied with the existing medical facility and medical benefits provided by the company. I am satisfied with the existing canteen facility provided by the company.

31

32 33

I am satisfied with the uniforms given. I am satisfied with the safety equipments at the company.

Work Environment
34 35
I am satisfied with infrastructure facilities at workplace. Standards of housekeeping are good in my department and within the premises of my company. My company has a participative work environment where views and suggestions of different level of employees are taken into consideration.

36

Rating Scale:

SA - Strongly Agree Strongly Disagree

A - Agree

PA - Partially Agree SA A

D - Disagree PA D

SA SD

STATEMENT
37 38 39
I am allowed to be flexible in my work. Implementation of rules & procedure is done properly. I am given opportunities to execute the tasks based on my own ideas.

Growth and career opportunities


40 41
I have good scope for growth in the company. I am given promotion and rewards according to my competencies.

42

I am given opportunities for job rotation.

Industrial Relations
43
HR department successfully manages a good level of relationship between management and the union. My company has a good corporate image and brand identity as an employer in the market. My complaints and suggestions for improvements are always taken positively and acted upon. I am satisfied with the way grievances are handled in the organization. Friction and Conflicts are solved by the HR Dept. The Jalpan meetings are effective and helpful.

44

45

46 47 48

Rating Scale:

SA - Strongly Agree Strongly Disagree

A - Agree

PA - Partially Agree SA A

D - Disagree PA D

SD SD

STATEMENT Pay roll Management


49 50 51 52
I was told clearly about my compensation & benefits when I joined the company. I am paid adequately for my responsibilities. Timely process for distribution of the salary. Provision of incentives and other benefits are always given to employees.

Time Keeping Activities


53 54 55 56 57
Time office functions are carried out with good efficiency and speed. Leave approval and leave entries are done in a proper manner. The method or technology used is easy to understand and use. Proper records are maintained and safely stored. Technology for Entry and exit for the punch cards is easy and effective.

Recruitment & Selection


58
Competent and suitable persons are always recruited in my department when there is a need. The HR dept is successful in reducing employee turnover. The HR dept is quick to understand urgent man power need.

59 60

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