A PROJECT REPORT

ON

Employees perception about organization HR practices and

welfare
Submitted in partial fulfillment of the requirement for the degree of
M.B.A 3RD Sem

Under the Supervision of

Mr. Manish Shrivastava

Submitted By
Anjani Tripathi

Department Of Management Studies

Babulal Tarabai Institute Of Research & Technology (M.P.)
January 2015

PREFACE
MBA is a stepping stone to management career. In order to achieve practical positive and concrete result,
the classroom learning needs to be effectively fed to the realities of the situation existing outside the
classroom.
Marketing is of interest to everyone, whether they marketing goods, services, properties, person, events,
information, Ideas or organization.
To develop healthy managerial and administrative skills in the potential manager it is necessary that
theoretical knowledge must be supplement with exposure of real environment. Actually it is very vital for
the management and it is in the practical training that the measuring of management is itself realized.

DECLARATION
I hereby declare that the project work entitled on A study of Employees perception about
organization HR practices and welfare submitted to the Babulal Tarabai Institute Of Research &
Technology is a record of an original work done by me under the guidance of Mr. Manish
Shrivastava, Faculty member, Babulal Tarabai Institute Of Research & Technology and this
project work has not performed the basis for the award of any degree or diploma / associate ship
/fellowship and similar project if any.

Date:
Place:

Name and Signature of Candidate

Anjani Tripathi
M.B.A 3rd Sem
.

CERTIFICATE
This is to certify that Anjani Tripathi has completed his project report titled Employees
perception about organization HR practices and welfare under my supervision. To the best of
my knowledge and belief this is his original work and this, wholly or practically, has not been
submitted for any degree of this or any other university.
Date:

Name Of the Student

Anjani Tripathi

Approved By
___________________

Dr. Jayant Dubey

HOD
BTIRT
Sagar (M.P.)

ACKNOWLEDGEMENT
Employees perception about organization HR practices and welfare has been given to me as a
part of the curriculum in fifth semester of Bachelor Degree of Business Administration.
I have tried my best to present this information as clearly as possible using basic terms that I hope
will be comprehended by the widest spectrum of researcher, analysts and students for further
studies.
I am proud and privileged to express my hearty regards to our respected Dr. Jayant Dubey
(HOD, Dept of Management Study BTIRT, Sagar) for giving me opportunity to prepare this
project.
I am proud to express my deep sense of gratitude to our respected mentor ___________________
(Lecturer, Dept. of Management Study BTIRT,Sagar)

for his content encouragement,

guidance and his valuable suggestions as the rendered me all possible help and guidance while
reviewing the manual script and finalizing the report.
I specially would like to thank my parents who all the way helped me mentally and emotionally
without them I would not have completed my project successfully.
I am grateful to all the respondent for their immense and appreciation help who considered my
time just and supplied me data.
I also thankful to my friends who helped me a lot in the completion of this project.
I also thankful to GOD for giving me courage to complete this project work.

Anjani Tripathi

A
PROJECT REPORT On
Employees Perception About Organization HR Practices
And Welfare

Contents

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TITLES

PAGE NO.

Introduction
Employee:
An employee is anyone who has agreed to be employed, under a contract
of service, to work for some form of payment. This can include wages,
salary, commission and rates.
OR
A person who has agreed by contract to perform specified services for
another, the employer, in exchange for money.
This includes:
1.
2.
3.
4.
5.
6.

Homeworkers.
People who have been offered and have accepted a job.
Fixed-term employees.
Seasonal employees.
Casual and part-time employees.
Employees on probationary and trial periods.

An employee is not:
1. A self-employed or independent contractor.
2. A sharemilker.
3. A real estate agent whose agreement says they are an independent
contractor.
4. A volunteer who does not receive a reward for working.
5. In some cases, a person who is engaged in film production.

Perception
(from the Latin perceptio, percipio) is the organization, identification, and
interpretation of sensory information in order to fabricate a mental
representation through the process of transduction, which sensors in the
body transform signals from the environment into encoded neural
signals. All perception involves signals in the nervous system, which in
turn result from physical stimulation of the sense organs.
For example, vision involves light striking the retinas of the eyes, smell is
mediated by odor molecules and hearing involves pressure waves.
Perception is not the performance appraisalsive receipt of these signals,
but can be shaped by learning, memory and expectation. Perception
involves these "top-down" effects as well as the "bottom-up" process of
processing sensory input. The "bottom-up" processing is basically lowlevel information that's used to build up higher-level information (i.e. shapes for object recognition). The "top-down" processing refers to a
person's concept and expectations (knowledge) that influence
perception. Perception depends on complex functions of the nervous
system, but subjectively seems mostly effortless because this processing
happens outside conscious awareness.
Since the rise of experimental psychology in the late 19th Century,
psychology's understanding of perception has progressed by combining a
variety of techniques. Psychophysics measures the effect on perception
of
varying
the
physical
qualities
of
the
input.
Sensory
neurosciencestudies the brain mechanisms underlying perception.
Perceptual systems can also be studied computationally, in terms of the
information they process. Perceptual issues in philosophy include the
extent to which sensory qualities such as sounds, smells or colors exist in
objective reality rather than the mind of the perceiver.
Although the senses were traditionally viewed as performance
appraisalsive receptors, the study of illusions and ambiguous images has
demonstrated that the brain's perceptual systems actively and preconsciously attempt to make sense of their input. There is still active
debate about the extent to which perception is an active process of
hypothesis testing, analogous to science, or whether realistic sensory
information is rich enough to make this process unnecessary.

The perceptual systems of the brain enable individuals to see the world
around them as stable, even though the sensory information may be
incomplete and rapidly varying. Human and animal brains are structured
in a modular way, with different areas processing different kinds of
sensory information. Some of these modules take the form of sensory
maps, mapping some aspect of the world across part of the brain's
surface. These different modules are interconnected and influence each
other. For instance, the taste is strongly influenced by its odor.
Process and terminology
The process of perception begins with an object in the real world, termed
the distal stimulus or distal object. By means of light, sound or another
physical process, the object stimulates the body's sensory organs.
These sensory organs transform the input energy into neural activitya
process called transduction. This raw pattern of neural activity is called
the proximal stimulus. These neural signals are transmitted to the brain
and processed.[2] The resulting mental recreation of the distal stimulus is
the percept. Perception is sometimes described as the process of
constructing mental representations of distal stimuli using the
information available in proximal stimuli.
An example would be a person looking at a shoe. The shoe itself is the
distal stimulus. When light from the shoe enters a person's eye and
stimulates their retina, that stimulation is the proximal stimulus. The
image of the shoe reconstructed by the brain of the person is the
percept. Another example would be a telephone ringing. The ringing of
the telephone is the distal stimulus. The sound stimulating a person's
auditory receptors is the proximal stimulus, and the brain's interpretation
of this as the ringing of a telephone is the percept. The different kinds of
sensation such as warmth, sound, and taste are called "sensory
modalities".[6][8]

Psychologist Jerome Bruner has developed a model of perception.

According to him people go through the following process to form
opinions:.[
When a perceiver encounters an unfamiliar target we are opened
different informational cues and want to learn more about the target.
In the second step we try to collect more information about the target.
Gradually, we encounter some familiar cues which helps us categorize
the target.

At this stage the cues become less open and selective. We try to
search for more cues that confirm the categorization of the target.
At this stage we also actively ignore and even distort cues that
violate our initial perceptions. Our perception becomes more
selective and we finally paint a consistent picture of the target.
According to Alan Saks and Gary Johns, there are three components
to Perception.
The Perceiver, the person who becomes aware about something and
comes to a final understanding. There are 3 factors that can
influence his or her perceptions: experience, motivational state and
finally emotional state. In different motivational or emotional states,
the perceiver will react to or perceive something in different ways.
Also in different situations he or she might employ a "perceptual
defence" where they tend to "see what they want to see".
The Target. This is the person who is being perceived or judged.
"Ambiguity or lack of information about a target leads to a greater
need for interpretation and addition."
The Situation also greatly influences perceptions because different
situations may call for additional information about the target.
Stimuli are not necessarily translated into a percept and rarely does
a single stimulus translate into a percept. An ambiguous stimulus
may be translated into multiple percepts, experienced randomly,
one at a time, in what is called "multistable perception". And the
same stimuli, or absence of them, may result in different percepts

depending on subjects culture and previous experiences.

Ambiguous figures demonstrate that a single stimulus can result in
more than one percept; for example the Rubin vase which can be
interpreted either as a vase or as two faces. The percept can bind
sensations from multiple senses into a whole. A picture of a talking
person on a television screen, for example, is bound to the sound of
speech from speakers to form a percept of a talking person.
"Percept" is also a term used by Leibniz,[10] Bergson, Deleuze and
Guattari[11] to define perception independent from perceivers.

Perception and reality

In the case of visual perception, some people can actually see the
percept shift in their mind's eye. Others, who are not picture
thinkers, may not necessarily perceive the 'shape-shifting' as their
world changes. The 'esemplastic' nature has been shown by
experiment: an ambiguous image has multiple interpretations on
the perceptual level.
This confusing ambiguity of perception is exploited in human
technologies such as camouflage, and also in biological mimicry, for
example by European Peacock butterflies, whose wings bear eye
markings that birds respond to as though they were the eyes of a

DANGEROUS PREDATOR.
There is also evidence that the brain in some ways operates on a
slight "delay", to allow nerve impulses from distant parts of the body
to be integrated into simultaneous signals.
Perception is one of the oldest fields in psychology. The oldest
quantitative law in psychology is the Weber-Fechner law, which

quantifies the relationship between the intensity of physical stimuli

and their perceptual effects (for example, testing how much darker
a computer screen can get before the viewer actually notices). The
study of perception gave rise to the Gestalt school of psychology,
with its emphasis on holistic approach.
Effect of motivation and expectation
Main article: Set (psychology)
A perceptual set, also called perceptual expectancy or just set is a
predisposition to perceive things in a certain way. It is an example of
how perception can be shaped by "top-down" processes such as
drives and expectations. Perceptual sets occur in all the different
senses. They can be long term, such as a special sensitivity to
hearing one's own name in a crowded room, or short term, as in the
ease with which hungry people notice the smell of food. A simple
demonstration of the effect involved very brief presentations of nonwords such as "sael". Subjects who were told to expect words about
animals read it as "seal", but others who were expecting boatrelated words read it as "sail".
Sets can be created by motivation and so can result in people
interpreting ambiguous figures so that they see what they want to
see. For instance, how someone perceives what unfolds during a
sports game can be biased if they strongly support one of the
teams. In one experiment, students were allocated to pleasant or
unpleasant tasks by a computer. They were told that either a
number or a letter would flash on the screen to say whether they
were going to taste an orange juice drink or an unpleasant-tasting
health drink. In fact, an ambiguous figure was flashed on screen,
which could either be read as the letter B or the number 13. When
the letters were associated with the pleasant task, subjects were
more likely to perceive a letter B, and when letters were associated
with the unpleasant task they tended to perceive a number
Perceptual set has been demonstrated in many social contexts.
People who are primed to think of someone as "warm" are more
likely to perceive a variety of positive characteristics in them, than if

the word "warm" is replaced by "cold". When someone has a

reputation for being funny, an audience are more likely to find them
amusing. Individual's perceptual sets reflect their own personality
traits. For example, people with an aggressive personality are
quicker to correctly identify aggressive words or situations
One classic psychological experiment showed slower reaction times
and less accurate answers when a deck of playing cards reversed
the color of the suit symbol for some cards (e.g. red spades and
black hearts)
Philosopher Andy Clark explains that perception, although it occurs
quickly, is not simply a bottom-up process (where minute details are
put together to form larger wholes). Instead, our brains use what he
calls Predictive coding. It starts with very broad constraints and
expectations for the state of the world, and as expectations are met,
it makes more detailed predictions (errors lead to new predictions,
or learning processes). Clark says this research has various
implications; not only can there be no completely "unbiased,
unfiltered" perception, but this means that there is a great deal of
feedback between perception and expectation (perceptual
experiences often shape our beliefs, but those perceptions were
based on existing beliefs).

Theories
Perception as hypothesis-testing
Cognitive theories of perception assume there is a poverty of
stimulus. This (with reference to perception) is the claim that
sensations are, by themselves, unable to provide a unique
description of the world. Sensations require 'enriching', which is the
role of the mental model. A different type of theory is the perceptual
ecology approach of James J. Gibson. Gibson rejected the
assumption of a poverty of stimulus by rejecting the notion that

perception is based in sensations instead, he investigated what

information is actually presented to the perceptual systems. His
theory "assumes the existence of stable, unbounded, and
permanent stimulus-information in the ambient optic array. And it
supposes that the visual system can explore and detect this
information. The theory is information-based, not sensation-based."
He and the psychologists who work within this paradigm detailed
how the world could be specified to a mobile, exploring organism via
the lawful projection of information about the world into energy
arrays. Specification is a mapping of some aspect of the world into a
perceptual array;

given such a mapping, no enrichment is required and perception is

direct perception
Perception-in-action
An ecological understanding of perception derived from Gibson's
early work is that of "perception-in-action", the notion that
perception is a requisite property of animate action; that without
perception action would be unguided, and without action perception
would serve no purpose. Animate actions require both perception
and motion, and perception and movement can be described as
"two sides of the same coin, the coin is action". Gibson works from
the assumption that singular entities, which he calls "invariants",
already exist in the real world and that all that the perception
process does is to home in upon them. A view known as
constructivism (held by such philosophers as Ernst von Glasersfeld)
regards the continual adjustment of perception and action to the
external input as precisely what constitutes the "entity", which is
therefore
far
from
being
invariant.

Glasersfeld considers an "invariant" as a target to be homed in

upon, and a pragmatic necessity to allow an initial measure of
understanding to be established prior to the updating that a

statement aims to achieve. The invariant does not and need not
represent an actuality, and Glasersfeld describes it as extremely
unlikely that what is desired or feared by an organism will never
suffer change as time goes on. This social constructionist theory
thus allows for a needful evolutionary adjustment.
A mathematical theory of perception-in-action has been devised and
investigated in many forms of controlled movement, and has been
described in many different species of organism using the General
Tau Theory. According to this theory, tau information, or time-to-goal
information is the fundamental 'percept' in perception.

RESEARCH METHODOLOGY

Research Methodology Adopted

Research Design : Descriptive research
Research Instrument : Structured Questionnaire
Sampling Plan
i) Sample Method : Non-Probability Sampling
(Convenience Sampling)
ii) Sample Size : 100
iii) Sample Unit : Employees who do not hold a
supervisory position
Sampling Design
Convenience Sampling, as the name implies, is based on the
convenience of the
researcher who is to select a sample. Respondents in the sample are
included in it merely on account of their being available on the spot
where the survey was in progress.
Source of Data
1. Data Source:
There are two types of data; primary and secondary data.
Primary data
In this project work primary data has been collected by:

Questionnaires have been done on several respondents in the

local area and perception about the data card were collected.

Secondary data
The data collected from secondary source is through Magazine ,
newspaper, internet.
2. Data Analysis:
Statistical Tool
The statistical tool used in this project is chi square.

HR
PRACTICES
The success of any business depends as much on appropriate,
effective, well-communicated, HR and business practices as it
depends on meeting the requirements of mandated laws and
regulations. In fact, good planning and the development of
effective practices make regulatory compliance much easier.
HR practices helps in increasing the productivity and quality,
and
to
gain
the
competitive advantage of a workforce
strategically aligned with the organizations goals and objectives.
KPI's
For
PRACTICES

HR

Some of the key performance indicators for Human Resources

include but are not limited to the following.

Employees clarity on HR policies

Employees clarity on roles, responsibilities and expectations
Development of qualitative staff

 Number of HR issues arising for which there are no clear policies

and guidelines
Competitiveness of compensation structure relative to industry
benchmark
Usefulness and accuracy of compensation survey
Lead time to respond to staff welfare issues
Employees assessment of promotion criteria and process (clarity,
fairness)
Measurement of HR policy violation
Average time required to fill vacancies
Proportion
improvement

of

training

programs

resulting

in

productivity

Staff attrition rate

Understanding / Clarity of the Organizational philosophy
Outline Internal capabilities
competencies-behavioral aspects

and

identify

gaps

on

skills-

Prepare HR strategic Objectives and bring in clarity as to how

the HR strategy supports the organizational strategy
Develop KPI's for each of the
strategic objectives.
Track and measure
performance

Human Resources Best

Practices

The best practices in the management of human resources are the

ones which optimize a workforce so that it can not only get work
done, but also ensure a greater level of efficiency, timeliness and
quality as it accomplishes increases productivity overall.
Hence the job of the best practices human resources firm is to
make sure that these benefits and pay scales meet the companys
budget while remaining attractive and competitive enough to pull
in the very best talent possible. We should know that these figures
put the company in a good light while also presenting themselves
as engaging and competitive for companys recruitment efforts.

OBJECTIVE
PRACTICES:-

OF

HR

The main objective of HR Practices is to differentiate the

organization from its competitors by effective and efficient HR
Practices. By following this, the organization does its whole work
process. The objective of HR Practices is to increase productivity
and quality, and to gain the competitive advantage of a workforce
strategically aligned with the organizations goals and objectives.
As The Transparent HR
reduce attrition, Because-

practices

can

Transparent HR practices ensure continuous business

growth in every organization.
It gives the suitable
environment to the employees.

working

The success of company motivates the employees of

organization to continue relationship with it. As all the employees
Perks chart has been mentioned according to their designation in
the HR
practices, it helps the employees to know what their perks charts
are. So it creates a transparency.

Objectives of the

project-

As we know the whole function of HR department depends

upon the HR Practices of the organization. The HR management
is done according to the HR Practices of the company. Which
things to be done and which things should not be done depend
upon this only. It also helps the organization to achieve the target
of the organization.

The HR policies of the organization have been mentioned in the HR

Practices. All the rules & regulations for the employees have been
also mentioned in this. All the welfare of the employees processes
is also mentioned in this.

So the study of the HR Practices means basically the brief study of

all HR functions in the organization. I believe the HR Practices is
a vital part of an organization, which helps the organization to
achieve the goal of the organization.

All companies are having their HR Practices but the company who
is having the best, is the most successful company among its
competitors. So the company can get success within its
competitors by applying best, effective HR Practices.

The main objective of the project is:

>To understand the HR practices followed & Process of
Performance Appraisal.
>To know what are the uses of HR
practices for any organization.
>How these HR Practices help any organization to know its
stand in the market and to be competitive by implementing
good HR Practices for their employees.
>To understand how the organization would achieve its
goals by implementing good HR Practices.
>To understand the work culture
of the organization.
HR function is very important in every organization. It helps the
organization to manage not only the people of the organization
but to manage all the working processes in it also. HR is
management function that helps managers to recruit, select, train
and develop members for an organization. Obviously HR is
concerned with the peoples dimensions in organizations. HR refers
to set of programs, functions, and activities designed and carried
out.
The HR practices are as follows:
1.Recruitment & Selection:

I.Recritment:
It is a process to discover the sources of manpower to meet the
requirements of the staffing schedules and to employ the effective
measures for attracting that manpower in adequate numbers to
facilitate effective selection of an efficient workforce.

Edwin B. Flippo has defined it as the process of searching for

prospective employees and stimulating them to apply for jobs in
the organization.
Objectives of Recruitment:
To attract people with multi-dimensional skills and experiences
that suti the present and future organizational strategies,
To infuse fresh blood at all levels of the organization,

To develop an organisational culture that attracts competent

people to the company,
To search for talent globally and not just within the company,
To design entry pay that competes on quality but not on
quantum,
To anticipate and find people for positions that do not exists yet.
PROCESS
Finding out the requirement (hiring vs. exit), upcoming vacancies,
kind of employees needed.
Developing suitable techniques to attract suitable candidates.
Stimulating as many candidates as possible.

Factors Affecting Recruitment:

Internal Factors
External Factors
Employers
brand
Socio-economic factors Companys pay package
Supply & Demand factors Quality of work life
Employment
Rate
Organisation
culture
Labour market conditions
Career planning & growth
Political, Legal,
Governmental factors
Companys size
Companys products, services
Role of trade unions
Cost of recruitment
Companys name & fame.

Sources Of Recruitment:

Internal
External Sources
Present
Campus Recruitment
Retired
Private employment consultant
Dependent
of
Data
Banks
Employee
Casual Applicants Trade Unions
Walkins
Head
Hunting

Sources

employees

employees

present
Referrals

Mergers
Acquisitions

&

ERecruitm
ent
It helps in translating Business Strategy into people requirements.
A combination of internal recruitment, campus recruitment, and
executive search is leveraged to meet up to the changing needs of
the organization
In todays rapidly changing business environment, organizations
have to respond quickly to requirements for people. Hence, it is
important to have a well-defined recruitment policy in place, which
can be executed effectively to get the best fits for the vacant
positions. Selecting the wrong
candidate or rejecting the right candidate could turn out to be
costly mistakes for the organization.
II.Selection:
It is one area where the interference of external factors is minimal.
Hence the HR department can use its discretion in framing its
selection policy and using various selection tools for the best
result. Recruitment of staff should be preceded by:
An analysis of the job to be done (i.e. an analytical study of the
tasks to be performed to determine their essential factors) written
into a job description so that the selectors know what physical and
mental characteristics applicants must possess, what qualities and
attitudes are desirable and what characteristics are a decided
disadvantage.
Effectively, selection is 'buying' an employee (the price being the
wage or salary multiplied by probable years of service) hence bad
buys can be very expensive. For that reason some firms (and some
firms for particular jobs) use external expert consultants for
recruitment and selection.

Equally some small organizations exist to 'head hunt', i.e. to attract

staff with high reputations from existing employers to the
recruiting employer. However, the 'cost' of poor selection is such
that, even for the mundane day-to-day jobs, those who recruit and
select should be well trained to judge the suitability of applicants.
Outsourcing is also done through consultancies by mentioning the
requirement, number and time.
Where the organization does its own printed advertising it is useful
if it has some identifying logo as its trade mark for rapid attraction
and it must take care not to offend the sex, race, etc.
antidiscrimination legislation either directly or indirectly. The form
on which the applicant is to apply (personal appearance, letter of
application, completion of a form) will vary according to the posts
vacant and numbers to be recruited.
Interviewing can be carried out by individuals (e.g. supervisor or
departmental manager), by panels of interviewers or in the form
of sequential interviews by different experts and can vary from a
five minute 'chat' to a process of several days. Ultimately personal
skills in judgment are probably the most important.
Training in interviewing and in appraising candidates is clearly
essential to good

recruitment. Largely the former consists of teaching interviewers

how to draw out the interviewee and the latter how to rate the
candidates. For consistency (and as an aid to checking that) rating
often consists of scoring candidates for experience, knowledge,
physical/mental capabilities, intellectual levels, motivation,
prospective potential, leadership abilities etc. (according to the
needs of the post). Application of the normal curve of distribution
to scoring eliminates freak judgments
The Chart of Recruitment &
Process has been given here:

Selection

HOD
Requisitio
n
for
Vacancy to
be as per
Org
hart
1. Data bank
HR

Short Listing
2.

Req Agency
3. Poornata
END
Scheduli
ng
the
intervie
w

Induct
ion

Joining

Offer
Letter

Selection &
Negotiatio

2. Performance Management System:

It is a structured method of formally and objectively evaluating

employees performance with respect to their objectives. It
addresses the issue of an employees development by providing
them with structured and in-depth analysis of strengths and areas
of improvement. It provides with input for annual increments,
training and development.
For an organization the aim should not be just to have the best
people, but also to retain them and get best out of them.
Employee Performance management includes planning work and
setting expectations, developing the capacity to perform,
continuously monitoring performance and evaluating it.

Most organizations focus on an annual evaluation process for

employees and call that Performance Management.
However,
annual evaluations are often subjective and can lack
specific measurements and supportive data to help the employee
truly improve their behavior.

Simply putting, a Performance Management System is essential to

the success of any organization because it influences the effort
expended by employees, which in turn, drives bottom-line business
results. Furthermore, the Performance Management System helps
an organization identify, recruit, motivate, and retain key
employees.

An effective Performance Management

should achieve the following:

System

Review the employment cycle of

every employee,
Beginning with
recruiting process,

the

Employee
development,
Ending with effective
exit interviews.
Employees knowledge, skills, and abilities with
organization's human capital needs and business objectives.

the

Provide managers and employees with the tools necessary to

focus on short-term and long-term goals that contribute to both
career and organizational success.

Support the organization in developing and sustaining a culture

that recognizes and rewards individual contributions and team
performance.
Promote a work climate that requires employees to remain
flexibly focused. For instance, employees can manage current
tasks and unit goals while keeping pace with, and adapting to,
change in the work environment.
HR Performance Management System can be
performed in three steps: Needs Analysis
Identifying Competencies
Development of effective Performance Management System.

PURPOSE:

For Administration
Document HR decisions with regards to performance & its
related issues.

Determine promotion of employees.

Determine increment in pay of employees.

Determine transfer & change in job assignments.

Determine retention or termination.

Decide on layoffs.

Decide need for training

Decide salary & related issues.

For Development Provide performance feedback to all concerned.

Identify individual
weaknesses.

skills,

core

Assist employees in setting goals.

competencies,

strength

&

 Identify training needs.

Improve communication.

Method employed

Rating & Contribution

Management by Objectives (MBO)-

Advanced by Peter F. Drucker, way back in 1954. During last

decade about 50 organisations have adopted MBO in work settings.

MBO is a process whereby superior & subordinate managers of an

organization jointly identify its common goals, define each
individuals major areas of responsibilities in terms of results
expected of him & use these measures of guides for operating the
unit & assessing the contribution of its members.
The MBO focuses attention on participatively set goals that are
tangible, verifiable
& measurable.
The superior & subordinates jointly determine goals to be
considered during appraisal period & what level of performance is
necessary for subordinates to satisfactorily achieve specific goals.
During performance appraisal period the superior & subordinates
update & alter goals as necessary due to changes in business
environment.
If not achieved identify reasons for deviation.

System of Performance Appraisal

a)

Establish Performance Standard.

b)

Communicate standard & expectation to employees.

c)
Measure actual performance, by
following instructions. d)
Adjust actual
performance due to environment influence.
e)
Compare actual performance with set
standards & find out deviations. f)
Suggest
changes in job analysis & standards if necessary.
g)
Follow up.

PROBLEMS Rating biases Halo effect

Error of central tendency.
Personal Prejudice.
Recency effect.

Mainly the performance management

includes the following basic processes:
1.
Annual goal setting
2.

Mid year review

3.

Annual performance review

is done by online system

1.Annual goal setting

In the month of April/May every year, after the annual planning

and budgeting rounds, all teams identify their KRAs and goals for
the forthcoming financial year. This process occurs by offline.
Then the employees fill their goal setting document in the
Poornata system, listing the KRAs, Goals, Measurement Criteria,
Assigning Weightage and due date for completion of specific
goals as already discussed offline.
Then they notify the same to their manager/immediate
supervisor and await approval.
The manager recommends any changes if required or else
approves the goals set in the document.
The approval of the goals set by the managers
completes the goal setting process.
The approved documents will be then available to the
employees as well as their managers for the reference
throughout the year. These documents can also be viewed by
managers manager
(Reviewer) for their indirect
subordinates.

2. Mid Year Review:

Mid year review of goals set at the beginning of the financial
year held on the months of October/November every year.
The mid year review generally initiated by the manager. The main
focus of the mid year review is to check if the goals set at the
beginning of the year are relevant or if they need to be revised or
updated. The mid year review is also an opportunity for the
manager and his team members to identify and discuss about any
performance issues and initiate corrective action for the same.
The mid year review does not entail any ratings.

3. Annual Performance review:

The annual performance reviews against goals set and achieved
held during the months of April- May every year.
The employee completes his self-review /appraisal against
goals set, online in the Poornata system and submits the same
to his manager for review.
The manager then discuss the performance of the employee
with him/her off-line, give him feedback on his performance and
capture his own comments and performance ratings against goals
and overall ratings in the managers evaluation form.
The manager also discusses the employees performance as
well as rating with the managers
manager (reviewer) and sends the document to the HR
department for further processing.

3. Training and Development

The needs of individual are objectively identified & necessary
interventions are planned for identified groups, which get rolled
out in a phased manner through training calendar.
The training and development program is charted out to cover the
number of trainees, existing staff etc. The programs also cover
the identification of resource personnel for conducting
development program, frequency of training and development
programs and budget allocation. Training and development
programs can also be designed depending upon job requirement
and analysis. Selection of trainees is also facilitated by job
analysis.
The company has a strong focus on manpower training
according to
their
requirements. The internal
training
department aims at improving the skill sets relevant to the
work profile of employees.
This includes improving
communication Different skills
E-mail programming
Operation systems.

The design of the training program can be undertaken only

when a clear training objective has been produced. The training
objective clears what goal has to be achieved by the end of

training program i.e. what the trainees are expected to be able

to do at the end of their training. Training
objectives assist trainers to design
the training program.

Training DesignThe trainer Before starting a training program, a trainer

analyzes his technical, interpersonal, judgmental skills in order
to deliver quality content to trainers.
The trainees A good training design requires close scrutiny
of the trainees and their profiles. Age, experience, needs and
expectations of the trainees are some of the important factors
that affect training design.
Training climate A good training climate comprises of
ambience, tone, feelings, positive perception for training
program, etc.

Trainees learning style The learning style, age, experience,

educational background of trainees must be kept in mind in order
to get the right pitch to the design of the program.

Training strategies Once the training objective has been

identified, the trainer translates it into specific training areas and
modules. The trainer prepares the priority list of about what must
be included, what could be included.

Training topics After formulating a strategy, trainer decides

upon the content to be delivered. Trainers break the content
into headings, topics and ad modules. These topics and modules
are then classified into information, knowledge, skills, and
attitudes.

Sequence the contents Contents are then sequenced in a

following manner:
From simple to complex
Topics are arranged in terms of their relative importance
From known to unknown
From specific to general
Dependent relationship

Training tactics Once the objectives and the strategy of the

training program becomes clear, trainer comes in the position
to select most appropriate tactics or methods or techniques.
The
method selection depends on the following factors:

Trainees background

 Time allocated
Style preference of trainer
Level of competence of trainer
Availability of facilities and resources, etc

Improve performance:
Training & Development is any 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 the
employees performance deficiency, computed as follows.
Training & Development Need = Standard
Performance Actual Performance
Training: Training refers to the process of imparting specific
skills. An employee undergoing training is presumed to have had
some formal education. No training program is complete without
an element of education. Hence we can say that Training is
offered to operatives.
Development: Development means those learning opportunities
designed to help employees to grow. Development is not
primarily skills oriented. Instead it provides the general
knowledge and attitudes, which will be helpful to employers in
higher positions. Efforts towards development often depend on
personal drive and ambition. Development activities such as
those supplied by management development programs are
generally voluntary in nature. Development provides knowledge
about business environment, management principles and
techniques, human relations, specific industry analysis and the
like is useful for better management of a company.

The Training Inputs are:

Skill
Education
Development
Ethics
Problem Solving Skills
Decision Making
Attitudinal Changes

Importance of Training & Development:

Helps remove performance deficiencies in employees

Greater stability, flexibility and capacity for growth in an
organization
Accidents, scraps and damages to machinery can be avoided
Serves as effective source of recruitment
It is an investment in HR with a promise of better returns in
future

 Reduces dissatisfaction, absenteeism, complaints and turnover

of employees

Needs of Training:
Individual level
Diagnosis of present problems and future challenges
Improve individual performance or fix up performance deficiency
Improve skills or knowledge or any other problem
To anticipate future skill-needs and prepare employee to handle
more challenging tasks
To prepare for possible job transfers

Training given on:

Safety aspects
Behavorial aspects
Technical aspects
Communication skills

Identification of Training Needs (Methods)

Individual Training Needs Identification
1.
Performance Appraisals
2.

Interviews

3.

Questionnaires

4.

Attitude Surveys

5.

Training Progress Feedback

6.

Work Sampling

7.

Rating Scales

Group Level Training Needs Identification

1.

Organizational Goals and Objectives

2.

Personnel / Skills Inventories

3.

Organizational Climate Indices

4.

Efficiency Indices

5.

Exit Interviews

6.

MBO / Work Planning Systems

7.

Quality Circles

8.

Customer Satisfaction Survey

9.
Analysis of Current and Anticipated Changes
Benefits of Training Needs Identification
1.
advance

Trainers can be informed about the broader needs in

2.
Trainers Perception Gaps can be reduced between
employees and their supervisors
3.
Trainers can design course inputs closer to the specific
needs of the participants
4.
done.

Diagnosis of causes of performance deficiencies can be

4. Talent Management:

It is a holistic and systematic process, across the group. It is

built on the work done so far on people processes, and has a
Talent Identification and Talent Development Strategy for all the
3 levels of management i.e. Senior, Middle & Junior
Management. This is facilitated by Development Assessment
Center followed by Individual Development Plan, enabling planned
succession and career management.
The talent management process
includes HR process for:
Recruitment,
Performance,
Compensation,
Succession planning,

 Learning and other capabilities around self-service,

Analytics
Reporting.

With businesses going global and competition becoming intense,

there is mounting pressure on organizations to deliver more and
better than before. Organizations therefore need to be able to
develop and deploy people who can articulate the passion and
vision of the organization and make teams with the energy to
perform at much higher levels.

Talent management is a key business process and like any

business process takes inputs and generates output.
Talent management is a professional term that gained popularity
in the late 1990s. It refers to the process of developing and
fostering new workers through onboarding, developing and
keeping current workers and attracting highly skilled workers to
work for your company. Talent management in this context does
not refer to the management of entertainers.
Companies that are engaged in talent management (human
capital management) are strategic and deliberate in how they
source, attract, select, train, develop, promote, and move
employees through the organization. This term also incorporates
how companies drive performance at the individual level
(performance management).

The term talent management means different

things to different people.

To some it is about the management of high-worth

individuals or the talented.
To others it is about how talent is managed generally - i.e. on
the assumption that all people have talent which should be
identified and liberated.
Talent management decisions are often driven by a set of
organizational core competencies as well as position-specific
competencies. The competency set may include knowledge, skills,
experience,
and personal traits (demonstrated
through defined behaviors)

5. Job Analysis & Evaluation:

It is broadly categorized in two parts. Job Analysis is a process to

understand the job, identify and disaggregate the activities,
competencies and accountabilities associated with the job. It
defines and clusters the task required to perform the job. It also
clarifies boundaries between jobs. The output of Job Analysis
exercise is referred to as job description.

STEPS:

1) P r o c e s s o f C o l l e c t i n g I n f o r m a t i o n

Job Analysis is a process of studying and collecting

information relating to operations and responsibilities of a
specific job. The immediate products of this analysis are Job
Description and
Job
Specifications
.

2) S ys t e m a t i c E x p l o r a t i o n o f A c t i v i t i e s

Job Analysis is a systematic exploration of activities within a job.

It is a basic technical procedure that is used to define duties and
responsibilities and accountabilities of the job.
3) I d e n t i f yi n g J o b R e q u i r e m e n t s

Job is a collection of tasks that can be performed by a single

employee to contribute to the production of some product or
service, provided by the organization. Each job has certain ability
requirements (as well as certain rewards) associated with it. Job
Analysis is a process used to identify these requirements.
Each job is a unique description of a role that a person can hold
in an organization or required to be performed for the business
benefit of that organization. When jobs are created, their tasks
and requirements are taken into consideration.

Jobs are used in the following components:

Job and Position Description
Shift Planning
Personnel Cost Planning
Career and Succession Planning
Note:

Job descriptions should be as general as

possible and as detailed as necessary.
JOBS
obs
Jobs
are
general
classificatio
ns of tasks
performed
by
employees

Examples :
Head of Department
Buyer
Secretary

Buyer

Secretary

Head Of Dept.

Positions:

Positions
Positions
are
the
concrete
representation
of jobs. They are
held
by individuals
at
your
enterprise.

More than one

position
can
be
based on the same
job
Each position
typically represents
one employee, but
may be partially
filled by more than
one

Job:
Hea
d of
Dep
t.

Positi
on: HOD
:
Purchas
ing

Positions are
specific to your
enterprise

Posit
ion:
HOD
:
Sales

Posi
tion
:
HOD
: HR

Once you have created a job, define the number of positions

required the enterprise.
Jobs are not staffed by employees. That is the role of positions.
If more than one person must perform jobs, more than one
position must be created to meet this requirement.
A position inherits the jobs tasks, and can also be
assigned its own additional tasks.
Positions can be 100% staffed,
partially staffed, or vacant.
When we define a position as vacant, the system prompts us to
define the period for which the position will be vacant There will
be a central authority that will be designated to declare
vacancies and make them available for Recruitment (both
internal and external). Positions can fall vacant due to
reassignment or Separation as well. Such positions
become unoccupied and not vacant. Vacancy is thus a
declared feature for a position.
A chief position is a position designated as the leader of a
particular organizational unit.

By matching the requirements of a position and the

qualifications of the employees, we will be able to do career
planning for employees and succession planning for positions.
A profile matching reports can also be run to review the results
of how an existing employee or
an applicant fares against
requirements of a position.

the

6. Organizational Structure:
Using the basic object types constructs of relationships is built to
mirror the business edifices and processes. By assigning object
characteristics, validations, requirements etc, we can capture
complex organizational realities with relative ease.
Process Flow:

Before creating all of the other necessary objects and

relationships, the user must first create a
one organizational unit has been created, it
root
organizational is recommended to
unit. Once

create the appropriate organizational units below it.

Jobs may be created after an organizational unit exists in the
model.
You can assign cost centers to organizational units and Positions.

7. Compensation Philosophy of the company-

It is an outcome of what the Organization would like to pay for,

which is determined by external and internal factors. All the
processes are aligned to reinforce the philosophy. The company
views compensation not only as something that reflects on the
pay slip or in the CTC (Cost To Company) but also they are
concerned about overall employee well being though they may
not put any monetary value on items like Scholarships, Club
membership, Retirement benefit, Health and Accident coverage.
The Groups approach towards various aspects of
compensation focuses on:

Pay for performance (Variable Pay)

Rewards stretch performance which is linked to business, team
and individual results
Compensation increase
Pay for the job
Internal equity based on contribution to the organization

External benchmarking
Relevant industry segment and people market
Parameters beyond compensation: head count/ level/ reporting
Individual profile and performance

To be market aware, not blindly follow market practices

Compensation structure

Tax efficient but compliant

Common perk structure but varying amount

Three major terms used in the companys compensation:

1. Fixed Cost: It is the fixed component of the salary that is

committed to an employee and is paid on monthly / annual basis.
This includes base salary, all perks and reimbursements and
retrials such as PF, Gratuity and Superannuation.

2. VariablePay: This is the variable component, payout of which

is contingent on Business, Unit/Zone and Individual performance.
Targets for the year will be fixed and communicated at the
beginning of every performance year

3. Cost to Company: This is a sum of Fixed

Cost and Variable Pay.

CTC is decided based on designation, qualification and

experience. Basic is around 42% of fixed cost without housing.
Perks and allowances are fixed as per the designations. Variable
pay based on job band is payable at 18%, 15% and 12% of fixed
cost without housing. Balance amount is

paid as special
allowance.

8.Exit Interviews:

An exit interview is simply a conversation between a departing

employee (who is leaving the company either voluntarily or
involuntarily) and a representative from the organization. The
interview can follow a structured format or be conducted on an
informal basis; written questionnaires can even be used in place
of a face-to-face meeting. Whichever format is used, exit
interviews are generally documented.

Traditionally, exit interviews are conducted with employees

leaving an organization. The purpose of the interview is to
provide feedback on why employees are leaving, what they liked
or didnt like about their employment and what areas of the
organization they feel need improvement. Exit interviews are one
of the most widely used methods of gathering employee
feedback, along with employee satisfaction surveys.

Benefits of Exit Interview

Exit interviews can be a win-win situation for both the

organization and the leaver. The organization gets to retain a
portion of the leavers knowledge and make it available to
others, while the leaver gets to articulate their unique
contributions to the organization and to leave their mark.
Exit interviews offer a fleeting opportunity to find out information
that otherwise might be more difficult or impossible to obtain. The
exit interview is an important learning tool for employers. When

properly conducted, the interview provides the employer with the

opportunity to:
Discuss and clarify the reasons
for the termination
Clarify pay and benefits issues (e.g., receipt of the last
paycheck, the amount of unused vacation, conversion or
continuation of benefits, terms of a severance package,
unemployment insurance, etc.)

Explain company policies relating to departing employees

(e.g., trade secret confidentiality, restrictive covenants or noncompete
agreements,
the
possibility
of
future
reemployment,
freelance or contract work, the provision of references to
prospective employers, etc.)

Ensure the return of keys, security cards, and company property

Obtain information about improper or questionable
management
practices
connected
with
the employee's
termination
Obtain information about a supervisor's management skills
Obtain information about how effectively a department operates
Obtain feedback about employees' opinions and attitudes about
the company
Resolve or defuse any remaining disputes with the exiting
employee

 Protect itself
against subsequent charges that
the
employee was forced to resign (i.e., constructive discharge)

Suggestions:
The company should give the compensation as per to the
skills, so that the employees could do the efficient work.

Organizations must enhance work force motivation to

improve productivity. Workers must be encouraged and
motivated to develop a customer satisfaction mind set.

Organizations need to empower their workers by allowing

them greater autonomy and control and to design jobs
that are more stimulating. This will enhance the personal
productivity.

Interdependency of different departments should be well

studied, co-ordinated for effective output.

Training schedule is worked out well here with proper

planning schedule.
Recruitment proper planned, structured
openings in plant, new vacancies.

according

to

 Goal Setting programs undertaken with schedule to find

potential prospective employees for higher posts, giving
training, discussing the on job responsibilities.

The employee goals are well studied and structured. The

Key Related Areas are properly designed & clearly
mentioned to employees.

Limitations:
During the project there were various constraints, which were
faced.

The review is done in retrospect and is an average of six

months old, so recollection of events is poor .
The opinions of staff and manager are often in opposition,
causing de-motivation .
The process is usually Manager driven and the staff member
is expected to be compliant in the interview .
The process usually involves the Manager giving their
opinion and the staff member having to defend the position,
rather than a positive discussion .
The process is usually done in a rushed manner to meet a
budget development process and therefore loses its
relevance to performance .
Results of merit rating are not accurate unless factors in the
assessment are relevant.
Sometimes, proper weightage may not be given to different
qualities to be rated.
Actual rating of subjective factors like initiative &
personality of employees may not be on scientific lines.
Superior may be biased.
Method of Appraisal unreliable.

BIBILIOGRAPHY:

www.google.com
www.uflexltd.com
www.flexfilm.com
www.uflexengg.com
www.wikipedia.org

References:

Text Books:
Thornton, G.C. & W.C. Byham (1982) Assessment centres and
Managerial Performance, Academic Press, New York .
T.V.Rao & U. Pareek (1978) Performace Appraisal and Review:
Operating Manual, Learning System, New Delhi.
H. Richl (1996). A Skilful Approach to High Productivity, H.R.
Magazine, August, 97-102
J.A.D Conger Finegold & E.E.Lawler (1998).Appraising Boardroom
Performance. Harvard Business Review, January- February.

ANNEXURE
QUESTIONNAIRE
Name: ..
Sex:
[ ] Male
Age:
[ ]Upto 20 years
Marital Status:
[ ] Married
Years of service:
[ ]Upto 2 years
Monthly Income:
[ ] below 10,000

[ ] Female

[ ] 20-30 years

[ ] 30-40 years

[ ] above 40 years

[ ] 6-10 years

[ ] above 10 years

[ ] Unmarried

[ ] 2-6 years

[ ] 10,000-20,000

[ ] 20,000-30,000

[ ] above 30,000

STUDY FACTORS:
SA- Strongly agree, A- Agree, NS- No response, DA- Disagree, SDA- Strongly
Disagree

S.no Particulars
.
Performance appraisal improves job performance
7
The assessment of performance motivates to work harder
8
Performance goals are clearly defined in the process of
9
10
11
12
13
14
15
16
17
18
19
20

appraisal
My performance is adequately monitored during
performance appraisal
Performance appraisal does not contribute to job
performance
The performance appraisal is helpful in reducing grievance
among the employee
I do not need feedback to monitor my performance
The performance appraisal is helpful for improving
personnel skill
Promotion is purely based on performance appraisal
Is the Performance assessment match to your expectations
Appraisals encourage career growth
Appraisals enhances the chances for promotion
Performance appraisal provides me with the opportunity to
set personal goals
The Performance Appraisal System give a proper
assessment of your contribution to the Organization

S
A

A N
R

D
A

SD
A