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EXECUTIVE SUMMARY

The research and actual application of SHRM shows that moving in this direction is good for companies. However, the research should leave no doubt that the transition is difficult, and it does require changing well-established attitudes and roles. These are attitudes that have existed for decades, and they are not going to change quickly. On the other hand, as with many things that occur in the world of business, as companies realize that advantages that come with SHRM, more will move in that direction and require acceptance of the policies that come with it (Wright & McMahan 1992: 316; Siddique 2004: 219).

1.INTRODUCTION

1.1HR AND ITS FEATURES

Edwin Flippo(1984) defiNes HRM asplanning, organizing, directing, controlling of procurement,development, compensation, integration , maintenance and separation of human resources to the end that individual, organizational and social objectives are achieved.

training

recruitment HR strategy

Business result

Business strategy

Performance management compensati on

Career management

Fig1 Human resource and features

1.2SHRM

Strategy is the direction and scope of an organization over the longer term ideally, which matches its resources to its changing environment, and in particular, to its markets, customers and clients to meet stakeholder expectations. (Johnson and Scholes, 1993)

1.3SHRM and business strategy In majority of organisations people are the biggest asset and are used to the maximum effect to create value. A good strategy, one which is likely to succeed is informed by people factors. So both SHRM and business strategy must be mutually informative.

1.4SHRM and human capital management HCM complements and integrates SHRM by management through measurement, providing guidance, creating value through people and create a link between HRM and business strategy. 1.5SHRM and business performance Positive management relationships with the superiors and motivation and strong values of the employees will lead to higher levels of business performance.

Senior management

environment

resources

fig2 poles of strategic plan

Aktouf(1996)

Strategic planning

Admiral James.G.stavridis Fig3 strategic planning process

Table1 strategic planning process HRM,Robert L mathis and john H Jackson tenth edition(2004) 1.6Strategic implementation The heart of execution lies in the three core processes: Peopleprocesses,operation processes,strategy processes. Larry Bossidy,execution.The discipline of getting things done

Fig4 shows strategic management model

Fig5 shows hierarchy of levels in strategic decision making. Fig6 shows SHRM matching model: source(devanna et al 1984)

HR strategy models: resource based model and control based model, integrative model.

2.REVIEW OF KEY CONCEPTS OF SHRM Job Analysis: is the process of studying and collecting information relating to the operations and responsibilities of a specific job. The immediate products of this analysis are job descriptions and job specification. Recruitment: is the process of finding and attracting capable applicants for employment. The process begins when new recruits are sought and ends when their applications are submitted. The result is a pool of applicants from which new employees are selected. Selection is the process of differentiating between applicants in order to identify (and hire) those with greater likelihood of success in a job.

Training and development: It is an attempt to improve current or future employee

performance by increasing an employees ability to perform through learning, usually by changing the employees attitude or increasing his or her skills and knowledge. The need for training and development is determined by employees performance deficiency, computed as follows: Training and development need = Standard performance Actual performance

Remuneration: is the compensation an employee receives in return for his or her contribution to the organization.

Motivation: is a process that starts with a psychological or physiological deficiency or need that activates behavior or a drive that is aimed at a goal or an incentive. Participative management: Workers participation may broadly be taken to cover all terms of association of workers and their representatives with the decision making process, ranging from exchange of information, consultations, decisions and negotiations to more institutionalized forms such as the presence of workers members on management or supervisory boards or even management by workers themselves as practiced in Yugoslavia. (ILO)

Communication: may be understood as the process of exchanging information, and understanding among people. Safety and health: Safety means freedom from the occurrence or risk of injury or loss. In order to ensure the continuing good health of their employees, the HRM focuses on the need for healthy workers and health services.

Welfare: as defined by ILO at its Asian Regional Conference, defined labour welfare as term which is understood to include such services, facilities, and amenities as may be established in or in the vicinity of undertakings to enable the person employed in them to perform their work in healthy, congenial surroundings and to provide them with amenities conducive to good health and high morale. Transfer: involves a change in the job (accompanied by a change in the place of the job) of an employee without a change in the responsibilities or remuneration. Separations: Lay-offs, resignations and dismissals separate employees from the employers.

Employee Relations: is concerned with the systems, rules and procedures used by unions and employers to determine the reward for effort and other conditions of employment, to protect the interests of the employed and their employers, and to regulate the ways in which employers treat their employees.

Disputes and their settlement: Industrial disputes mean any dispute or difference between employers and employers, or between employers and workmen, or between workmen and workmen, which is connected with the employment or non-employment or terms of employment or with the conditions of labour of any person. Table1.Keyconcepts of SHRM

3.ORGANISATION-SBI

State Bank of India (SBI) is a large scale commercial bank in India in the following aspects such as assets, profits, deposits, customers, branches and employees.SBI ranked 64th of Top 1000 Banks in the world and 11th in Asia by "The Banker" in July 2009.SBI is the largest financial services company with a 200 year history. The Government of India is the single largest shareholder of this Fortune 500 entity with 59.73% ownership.

Structure of sbi

Fig7 organisation structure of sbi The organisation is headed by the chairman and board of directors who decide the policies, strategies and goals of the organisation. The chairman is supported by a secretariat which consists of five divisions headed by deputy managing directors . these five divisions are information technology, financial division, inspection& management audit, credit division
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and development division. The organisation is further divided into business groups headed by managing directors based on the functions they have to undertake. Presently, there are four functional groups viz, corporate banking, new businesses, international banking and accounts&services.Each MD is assisted by a chief general manager who is further assisted by a team of general managers who are again functional heads heading divisions like operations, credit, inspection, treasury etc. Sbi has 10000 branches which are geographically and functionally grouped into various modules. Each module is headed by a deputy general manager who reports to the general managers depending on the function assigned. The DGM of a module is assisted by a secretariat consisting of AGMs CMs and managers who perform the various tasks like credit processing, general banking, lead bank operations etc.

Fig8 Details of structure of sbi

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3.1Business review of sbi 2010-2011: Profit The operating profit of the bank for FY 2009-2010 stood at Rs.18320.91Cr as compared to Rs. 17915.23 cr in Fy2010 registering a growth of 2.26 %.The bank has posted a net profit 9166.05 RsCr in Fy2010.The bank has increased Dividend to rs 30rs per share(2010) from 29rs per share in last year. Operating expenses increased by 29.84 % attributable to higher staff cost and other expenses. Assets and liabilities The total assets of the bank increases by 9.23%.The banks market share in domestic advances was 16.28% as of march 2010.where as the aggregate liabilities rose by 8.93 %.The increase in liabilities was mainly contributed by the increase in deposits and borrowings.The banks market share in deposits was 16.31% as of 2010.Higher provisions had to be made according to the RBI rules as special home loans are riskier. Other substantial provisions and as well as the higher tax ones had led to decrease of 9.84% in net profit (2009-2010) banks capital remains adequate despite a drawdown from the reserves. Net profit of associate banks has increased by 21.62%.below are few data above entities.

Fig9 elements of hrm

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Strategy adopted by SBI Institutuion for advanced learning,internal consultant,feedback supplier,think tank,research and development,staff training centre overlapping, Hr practices in SBI Vision It is essentially to facilitate the bank to carry out central banking activities Mission It is to create a facilitating environment to enhance the efficiency of the Bank; to empower the staff so as to draw out the latent potential;and to catalyze conditions for a more wholesome quality of life on the work as well as personal front.

4.LITRETURE REVIEW The purpose of this section of the report is to look at research and information regarding HR departments. The background information is being provided in the context of determining the problems and opportunities that exist for HR departments to transition from simply doing human resource management to handling strategic human resource management for the companies in which they operate. One of the ideas that exists about human resource management is that it was divided into its various parts in the past. This division of what constitutes human resource management is known as a subfunctional view. One of these problems is that the subfunctional view created problems for HR managers to try to understand how all of these functions actually came together. The end result has been that HR

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departments have not seen that all of the functions they perform actually do work together to accomplish the overall vision for the company (Wright & Snell 2001: 206). In fact, Van Donk & Esser (2001: 302) note that human resource managers often view the idea of managing human resources as lying within certain areas of concern and policy for the company and its employees. These areas concern the influence that a company may give to employees and even employee unions, the flow of human resources to various parts of the company, the rewards and benefits that are given to the employees, and the actual design of the work and the jobs that are performed. Lundy (1994) also explains, as far as human resources goes in the United States, that their was an old system in place of managing employees. This was a system where those who oversaw personnel decisions really lacked any power or decision-making skills at all.In fact, Appleby & Mavin (2000) conducted research to determine what happens when there is an integration of human resource roles and ideas. The research looked at over 800 companies in the manufacturing industry in England. HR planning HR planning is classified as anticipating future business and environmental demands on organisations and meeting the personnel requirements dicatated by those

conditions(Cascio,1987a).Unfortunately evidence suggests that link between HRP and SHRM often is not emphasized in practice(Baird et al.,1983; Desanto,1983;Olian& rynes,1984;Rowland&Summers,1981) Performance management system

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Neely et al. defined performance measurement its strictest sense as the process of quantifying the efficiency and effectiveness of action. Neely went on to identify the activities required to measure performance by defining a performance measurement system
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Franco and Bourne identify the most significant factors affecting the use of performance management. These factors are heavily influenced by the change management literature reflecting the need not only to manage the implementation of a performance management system but also the ongoing change hat results from the review and management of performance. Corporate culture - some studies highlight the need for a corporate culture that encourages team working, ownership of problems and risk-taking or entrepreneurship, while others emphasise the need for a corporate culture orientated to continuous improvement and use of the SPM system. Alignment - the integration and linkage of individual strategies and goals, and the good match between managers responsibilities and the performance being managed. Review and update - a continuous review of the strategy, the performance being managed and systems and processes being used to manage. The focus of performance management should be to drive action for improvement and learning rather than control. There should also be focus on the development of action plans in order to explain how the gaps between performance measures and goals could be closed, and review their progress periodically. Communication and reporting - of performance and progress. There is emphasis on the need for prompt and formal feedback. Involvement of employees. There is consensus around the benefits of making everyone participate in the development of measures. Involvement in the selection and definition of

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measures can reduce employees and managers resistance to performance management, and increase their usage level of performance measures. Management understanding. Compensation link there is inconsistency in the literature regarding the linkage between incentive compensation and strategic performance measures. In addition, a lack of understanding around the concept of compensation seems to exist, since studies use the words incentives, rewards and compensation interchangeably. Table2 Performance management concepts Employee compensation Employee compensation practices differ across employment units (e.g., organizations, business units, and facilities) on several dimensions (Gerhart & Milkovich, 1990, 1992; Gerhart, Milkovich, & Murray, 1992). The focus of the employee compensation literature has been on defining these dimensions, understanding why organizations differ on them (determinants), and assessing whether such differences have consequences for employee attitudes and behaviors, and for organizational effectiveness. In the following discussion, we briefly describe the basic dimensions of compensation and summarize some of the key theories used to explain the consequences of different compensation decisions. A discussion of pay determinants can be found in Gerhart and Milkovich (1990, 1992). Strategic Pay Pay practices vary significantly across employing units and to some degree, across jobs. We discuss the form, level, structure, mix, and administration of payment systems (Gerhart & Milkovich, 1992; Heneman & Schwab, 1979; Milkovich & Newman, 1993). Reinforcement and expectancy theory

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Reinforcement theory states that a response followed by a reward is more likely to recur in the future (Thorndike's Law of Effect) expectancy theory (Vroom, 1964) focuses on the link between rewards and behaviors (instrumentality perceptions), although it emphasizes expected (rather than experienced) rewards (i.e., incentives).

Equity theory Equity theory suggests that employee perceptions of what they contribute to the organization, what they get in return, and how their return-contribution ratio compares to others inside and outside the organization,' determine how fair they perceive their employment relationship to be (Adams, 1963). Agency theory Agency theory, until recently best known in the economics, finance, and law literatures, focuses on the divergent interests and goals of the organization's stakeholders, and the ways that employee compensation can be used to align these interests and goals (Eisenhardt, 1989; Fama & Jensen, 1983) Thinking Integrated Space-TQM and HRM By P. Vijayan TQM refers to a set of principles and practices whose core ideas include understanding customer needs, doing things right the first time, and striving for continuous improvement. TQM approach emphasizes a prevention, rather than a detection approach to work. Traditionally, TQM was on the agenda of Manufacturing, Operations and SCM.

TQM SELECTION PROCESS


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As opposed to what was believed traditionally by the HR Department, generation of more number of CVs is generally not good. Instead, firms should filter the applications and spend more time with few candidates. EMPLOYEE SATISFACTION Itis as important as Customer Satisfaction because satisfied employees can add value towards enhancing customer satisfaction. It also bridges the gap between what senior leaders feel is necessary to improve employee satisfaction & their real need. PERFORMANCE APPRAISAL & JOB PERFORMANCE These practices can cause managers to ignore system factors and cause employees to compete instead of cooperate as: In sharp contrast to the TQM performance assumption, the field of human resource management (HRM) assumes that performance is largely due to the worker and not the system/process. Both person and system factors can directly influence work performance. Moreover, system factors can enhance or constrain the influence of person factors on work performance 5.CRITICAL ANALYSIS 5.1HR PLANNING HR initiatives have been taken by the bank to motivate the employees to perform better so as to achieve banks growth plans. 5.1.1Learning and development Jagrithi a leadership program for branch managers and unit heads of CPCs has been designed and conducted.Training system of the bak was awarded Golden peacock national award 2009

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5.1.2Personnel management Retired employees medical benefit scheme has been modified.centralised payment of pension has been made operational. 5.1.3Industry relations Massive recruitment excercises have been undertaken to recruit around 22000clerical staff and 5000 officers. 5.1.4HRMS project Salary and pension processing and payment of 2.08lac employees including employees retired have been centralised.HRMS wil make additional services on online submission and viewing of the data.The above initiatives would help in employee satisfaction. 5.2Training and development sbi The State Bank Academy (SBA), was set up at Gurgaon, on the 18th November, 1982. Its a centre for training and development. Its basically for middle and senior management officials of the State Bank group. Various programmes are held there for the officials. These have attained a steady - stream maturity over the years. Over 19,000 managers during the past five years have been trained. Gurgaon visualizes an unfolding opportunity in the use of new, technology enabled training methods as a supplemental training medium. It has designed and launched an institution-wide elearning programmes to be used by managers at various branches of the bank . This Endeavour is intended to deepen the collective training exposure of SBI managers.

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Changes observed due to SAP and ERP: State Bank Group responded faster to market demands. It also enabled real-time information access. It could assign the right people to the right positions at the right time. On Implementation of SAP ERP helps the State Bank Group drive in innovation in areas of human capital management and ERP such as e- learning, virtual classrooms, career development competency assessment, performance management and property management Brainstorming sessions were conducted to find solutions about declining market share, and came up with the idea of a massive programme of transformation. A program titled "Parivartan" was conducted to get employees at all levels to undergo training and charge themselves to better tackle competition and change at the market place. 5.3RECRUITMENT SBI is committed to principles in recruitment and selection process.The following are the principles Recruitment is purely based on merit.Promotion of equity in the company.fairness and transperancy. SBI recruitment objective is to find the best talent and to endeavor right talent at the right time as per the business requirements. Types Bank hires employees on permanent and contract basis as well.Any departmental head in need of additional employees should raise the man power requisition form to HR and discuss the arrangement.Fulltime employees are required to work 44hours per week.

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Use of recruitagencies will be resorted by the bank only if the advertisements and website posting donot get the righ kind of person for the job.The process begins with manpower requisition and the overall pricess is completed by the CEO. Sourcing the candidates Internal job postings,employee referral,job portals,walkins,web site,campus

recruitment,newspaper advertising,existing database.


5.4SELECTIONPROCESS

general steps in the selection process Resumes review Initial screening interview Analyze the application blank Conducting test n evaluating performance Preliminary interview Core n departmental interviews Reference checks Job offerrejection by candidate offer to next suitable candidate Medical examination / placement

Table3 Stages in selection process

Screening at SBI is conducted to narrow down the pool of candidates to those who meet best position requirements.By using the job description it can be concluded if the job is suitabke for the candidate or not.It also lists the qualifications,scope,experience etc.Functional and technical knowledge is also a crieteria looked upon at this stage. Final selection will be made on the basis of performance in the written test and interview takentogether.

SBI Written Examination (Phase - I)


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Maximum Marks - 300, Total Duration - 4 hours.

Objective Type Tests consists of

Test of data Interpretation and Analysis,Test of Reasoning.Test of General Awareness,Test of English Language.

SBI Descriptive Type

Test of English Language The Descriptive Test will be for maximum of 50 marks and for duration of 1 hour.

SBI Group Discussion & Interview (Phase - II)

Group Discussion and SBI Interview will be of 50 marks (20 marks for Group discussion and 30 marks for interview

Interview and selection Its the most important stage in recruitment process.The interview will be conducted in two stages.Interview panels are different for different positions and members in the corporate teams may participate in interviewing when recommended by the CEO.Few criteria are followed before appointment process such as Reference checks,original certificates clarifications,medical results etc. Offer and notification The decision to offer the job to the selected candidate will be based on final candidate assessment and reference.Hr will prepare letters of appointment with terms and condition as accorded by the CEO.The letter of appointment is issued and signed by head HR.In all cases

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the new employee must sign in full on duplicate copy of offer letter duly accepting conditions and complete all necessary formalities before the commencement of duty.

SBI Probation for Recruitment SBI Selected candidates will be on probation for a period of one year. After completion of probation successfully, the officers will be confirmed in SBI Bank position. Confirmation This process is initiated by reporting manager of the employee.The manager would give a written feedback to HOD.And then a confirmation letter will be issued to the employee by the HR.An employee failing to achieve will repeat the probation period. Posting It involves positioning the employee in a particular role.It depends on needs of the bank.

5.5PERFORMANCE MANAGEMENT

There are three phases in performance management system of SBI Setting expectations for employee performance, maintaining communication between supervisors and employees,measuring actual performance relative to expected performance.

Objectives

The primary focus is on appropriate training measures,consistent performance appraisal system,system for evaluating performance.
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Performance appraisal

Framework

Appraisal forms- various formats have been developed for grades. These appraisal forms recognise the role diversities in various levels of the organisation. Format design Its common for all grades but the criteria changes.both qualitative and quantitative factors are to be appraised.Assessment is done on weightage basis and these forms are reviewed in the mid of year.accurate and fair evaluations are to be undertaken by reporting and reviewing authorities.

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Performance management process flow

Performance planning

review

Performance rating

Personal development plan

Rewards and career development

Learning and development

Fig10 performance management system at sbi

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Various parameters are used to asses employee performance Rating scale 5- outstanding- employees performance is exceptionally excellent. 4- very good- employee exceeds expected level 3- good- meets requirements more than satisfactory level 2-above average- just satisfactory 1-average- meets minimum requirements KPI and normalisation methods are used for objective assessment.KPI method is used in SBI for measuring performance.two kind of measurements are used for goal accomplishment using numerical data and verifying input from those who know (qualitative).normalisation can be carried out as per the guidelines after the appraisal format ratings.an example below shows how normalisation is done Performance of the bank-------------------------->

Below budget Excellent Very good Good Above average Average 5% 10% 45% 25% 15%

at budget 10% 20% 50% 20% 10%

above budget 20% 30% 55% 15% 5%

Percentage of employees receiving rating Table 2 normalisation method at sbi

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Normalisation process Normalisation of performance score is done when required, a distribution curve is drawn based on bank performance, various employee clusters are identified, respective employees are slotted into categories.

5.6COMPENSATION AND BENEFITS

Bank uses an appropriate mix of compensation components such as Base pay- Its the salary paid to staff for normal duties during the course of work. Basic rate pay- Salary paid to all staff for normal duties and fixed monthly allowances. Commissions- to drive performance incentive schemes based on job needs are provided. Allowances- SBI offers various allowances such as

Shift allowance Employees who are required to regularly work more than 1 rotating shift pattern at the request of the bank will be paid shift allowance.

Meal allowance Its provided when the employee works on Sundays and public holidays or after office hours.

Transport allowance Its provided to senior staff members at SBI.

Overtimepay

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When staff work additional hours at SBI they are provided with extra pay.various procedures are followed to calculate overtime. Salary ranges Each job at sbi has salary range with minimumand maximum points.on annual basis salary range is reviewed to ensure internal equity and market competitiveness. Annual increments

Salaries re reviewed every 1st july on each year.First service increment will be given on the anniversary day of employment for each employee.

Promotion increments Upon promotions employees will have their salaries reviewed.

MEDICAL AND HEALTH

The bank provides medical benefits to the employees by reimbursement against medical expenses.For specialist care or diagonistic tests a referral letter will be given by the bank to the banks appointed panel of general practitioners.bank entered into agreement with leading insurance companies for suitable group medical insurance policies.

TRAVEL AND ENTERTAINMENT In the normal course of their duties, employees may be required to incur business related expenses.So they are entitled to reimbursements of such reasonable expenses.any mode of transport such as private vehicles,local bus,trains can be adopted to visit for the business

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issue.But the employees should choose most economical route and mode of transport for the visit. Claim procedure Claims must be submitted to the HR and must be signed both by the employee and the manager. Overseas business travel Overseas Business trips includes meetings,conferences,seminars,training programs

etc.Employees are required to obtain prior approval from the head.employees are required to travel by airlines appointed by the bank.All bookings should be made directly through airlines or banks appointed travel agencies.out of pocket expenses will also be paid to the employees during the business trip.Employees will pay for the accommodation charges and claim reimbursement from the bank upon their return.All the transport claims should be submitted to the HR with supporting receipts.

Entertainment Leave travel concession (LTC) is provided once in every four years by SBI to all the employees and family with more than one year experience. They can visit hometown which is also borne by the Bank once in every two years.

5.7Employee Relations

The employer employee relations in State Bank of India are very harmonious and cordial. The roles and responsibilities of the employees are clearly defined and documented. A grievance redressal mechanism is also in place to address employee grievances. The bank also supports formation of Union of the employees which is a democratically elected body

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and represents the voice of the employees. The salaries, perks and other benefits of the employees are represented to the management by the employees Union and amicably settled. Both the management and employees ensure that there is constructive cooperation for the betterment of the Bank and the employees. The industrial relations are bound by a Code of Discipline accepted both by the Management and Employees.

6.SWOT analysis of SBI

Strengths Brand name

Weaknesses Needs modernisation

Opportunities further New branches

Threats in CRM

foreign locations Mergers Employee strike

Govt. Owned

Hierarchical Management.

Leader

Hindrances in org.

ATMs

Advent banks

of

MNC

Wide network

distribution Delay making

in

decision Expansion

Private

banks

venturing into rural areas; Banking

licences to Foreign Banks a major threat

Table3 swot analysis of sbi

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7.RECOMMENDATIONS

Competition in banking sectors increases due toprivate banks and grant of bank licenses to foreign banks by RBI.Private sector banks pay higher salaries to attract the talent of SBI. Thus its necessary for sbi to increase performance linked salaries.Decision making process to be improved.Give more emphasis on training and development of employees.Increase motivation by giving extra benefits.Further modernisation of information technology platform to ensure higher efficiency and better customer service.Setting goals monthly basis will provide a review of individuals performance and enhance company growth. Training can be done on the employees level of intelligence and the need as per the job rather than making it compulsory for all. It can save a lot of time and money involved in the training process. Government policies should be revised. Selection levels can be elaborated and more taken care of as selecting the right person for the company is essential.

8.CONCLUSION The information that is provided should also make it clear that SHRM is more than just about the role that the human resource department of a company plays in the strategic vision of an organization. It is the role of senior management that helps to actually make SHRM work. They must communicate with human resource managers, and they must also listen to human resource managers. In the end, it could be easily explained that strategic human resource management is about adjusting the role of human resources. Rather than having a department that reacts to the needs of the company, SHRM is about having a department that is on top of the planning that goes into deciding the human resource needs of the company (McMahan, Bell & Virick 1998: 196).
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9.REFERENCES

Armstring,M.Baron.A.(2003)

Performance

management:The

new

realities,Chartered

institute of personnel development. (Armstrong, M (ed.) 192a) Strategies for Human Resource Management: A Total Business Approach. London:Kogan Aktouf,1996,nature of human resource management,p-93. http://www.ndu.edu/press/stavridis-ch2.html Appleby, A. & Mavin, S. 2000. Innovation not imitation: Human Resource Strategy and the Impact on World-Class Status, Total Quality Management, vol. 11, no. 5, s554-s561. Adams, J.S. (1963). Toward an understanding of inequity. Journal of Abnormal Psychology, 67, 422-436. Boxall, P. & Purcell, J. 2000. Strategic Human Resource Management: Where Have we Come From and Where Should we be Going? International Journal of Management Reviews, vol. 2, no. 2, pp. 183-203. Beam, B.T. Jr., & McFadden, J.J. (1992). Employee benefits. Chicago: Dearborn Financial Publishing.Bretz, R.D., Ash, R.A., & Dreher, G.F. (1989). Do people make the place? An examination of the attraction-selection-attrition hypothesis. Personnel Psychology, 42, 561581 Barry.A.gehart,HarveyB.Minkoff,Ran.N.Olsen,1995,Employee compensation:Theory,practice and evidence Cornell university.

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Colbert, B. A. 2004. The Complex Resource-Based View: Implications for Theory and Practice in Strategic Human Resource Management, Academy of Management Review, vol. 29, no. 3, pp. 341-356. devanna et. Al,1984,Humanresource management,towards a strategic model of employment reform in developing countries Article Source: http://EzineArticles.com/549585) Gerry jhonson,kevan schools,2002,exploring techniques of analysis and evaluation in strategic management,sixth edition,Europe,prentice hall. Kazmi, A. & Ahmad, F. 2001. Differening Approaches to Strategic Human Resource Management, Journal of Management Research, vol. 1, no. 3, pp. 133-140. Lundy, O. 1994. From Personnel Management to Strategic Human Resource Management, International Journal of Human Resource Management, vol. 5, no. 3, pp. 687-720. McMahan, G. C., Bell, M. P. & Virick, M. 1998. Strategic Human Resource Management: Employee Involvement, Diversity, and International Issues, Human Resource Management Review, vol. 8, no. 3, pp. 193-214. Mueller, F. 1996. Human Resources as Strategic Assets: An Evolutionary Resource-Based Theory, Journal of Management Studies, vol. 33, no. 6, pp. 757-785. Robert L mathis, John H Jackson ,2004,Human resource management,11th edition,south western college pub. Rodwell, J. J. & Teo, S. T. T. 2004. Strategic HRM in For-Profit and Non-Profit Organizations in a Knowledge-Intensive Industry, Public Management Review, vol. 6, no. 3, pp. 311-331. Rogers, E. W. & Wright, P. M. 1998. Measuring Organizational Performance in

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emedying experience to date,p-56-75.

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