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This is to certify that Miss Saloni Dhiman student of Shaheed
(SIGNATURE OF CANDIDATE)
Saloni Dhiman
(1810143)
ACKNOWLEDGEMENT
I would like to express my heartfelt thanks to many people.
This dissertation is an effort to contribute towards
achieving the desired objectives. In doing so, i have
optimized all available resources and made use of some
external resources, the interplay of which, over a period of
time, led to the attainment of the set goals.
TABLE OF CONTENTS
Chapter Particulars Page No.
No.
1 Introduction
2 Bank Profile
3 Research Methodology
4 Data Analysis
5 Findings From the Study
6 Suggestions and Recommendations
7 CONCLUSION
8 BIBLIOGRAPHY
9 ANNEXURE
Introduction to HRM
Evolution of HRM
Earlier references: In western countries HRM had its primitive beginning in
1930s. Not much thought was given on this subject in particular and no written
records or documents interesting to note HRM concepts was available, in ancient
philosophies of Greek, Indian and Chinese. This is not to suggest that industrial
establishment and factories system, as it is known today, existed in ancient
Greece, India or china. The philosophy of managing human being, as a concept
was found developed in ancient literatures in general and in Indian philosophy
in particular.
Personnel functions: Till 1930s, it was not felt necessary to have a separate
discipline of management called “Personnel management”. In fact, this job was
assigned as part of the factory manager. Adam Smith’s concept of factory was
that it consists of three resources, land, labor and capital. This factory manager is
expected to “procure,
Process and peddle” labor as one of the resources. The first time when such a
specialist “person” was used; it was to maintain a “buffer” between employer
and employee to meet the “legitimate need” of employees. However, it is the
employer who decided what “legitimate need” of employees is. In fact, the
specialist “person” was more needed to prevent “unionization” of employees.
This was the case before 1930-s all over the world.
Environmental Influences on HRM: Since 1930s, certain developments took
place, which greatly contributed, to the evolution and growth of Human
Resources Management (HRM). These developments are given below:
Scientific Management
Labour Movements
Government Regulations.
Need for the Study:
Shortage of skills.
Skills and knowledge people are always on short supply. Alternatively they are
too costly to hire from outside. The best alternative is to improve skill and
knowledge of existing employees.
Technological Obsolescence.
Growth of technology takes places very fast. This will render current technology
obsolete in the future. There is a great need to upgrade technology. This needs
suitable training.
Personal Obsolescence.
At the time recruitment employees possess certain of knowledge and skill. As
time passes knowledge becomes obsolete, unless it is updated by proper training.
This happens because of changes taking place in product technology, production
methods, procurement of better machines, setting up of modern production
lines, introduction of modern method of supervision and information processing
through MIS and EDO..
Organization Obsolescence.
Modern management has introduced a number of innovative steps in functions
of management like planning, organizing, controlling, coordinating and
directing. Organization which is impervious to such changes is bound to fail and
become obsolete.
Upgrading Ability of Threshold workers.
Public policy provides reservation to disadvantaged sections of the society like
handicapped, minorities and dependents of deceased workers etc. All these are
threshold workers having less than minimum prescribed level of knowledge and
skill. They require extensive training to bring them up to the minimum level of
performance standard.
Employee and
Industrial Human Resource executive
Relations Management Remuneration
Scope of HRM
The following steps must form the basis of any training activity:
Determine the training needs and objectives.
Translate them into programs that meet the needs of the selected trainees.
Evaluate the results.
There are few generalizations about training that can help the practitioner.
Training should be seen as a long term investment in human resources using the
equation given below:
Performance = ability (x) motivation
Training can have an impact on both these factors. It can heighten the skills and
abilities of the employees and their motivation by increasing their sense of
commitment and encouraging them to develop and use new skills. It is a
powerful tool that can have a major impact on both employee productivity and
morale, if properly used.
Introduction
Recruitment
Hiring officials are required to complete and sign an Equal Opportunity Compliance
(EOC) Form prior
to making a job offer, and for change in status involving promotions and transfers. This
document is
reviewed by the Office of Human Resources for compliance to ensure fair hiring and
selection processes
and good faith efforts are being made in recruitment.
YEAR-END EEO
A year-end EEO report shall be compiled by the Office of Human Resources. Included in
the summary
are applicant activity data, referral information, new hires, promotion, transfer,
reclassification, and
separation information by race and gender.
All reports and documentation required in recruitment, hiring and selection processes,
promotions,
transfers, reclassifications, and separations will be maintained in accordance with
U. T. System Administration's records retention plan.
EXIT INTERVIEW QUESTIONNAIRE
This document is administered to separating employees by the Office of Human
Resources. Exit
interviews provide the opportunity to address concerns that may exist in the areas of
equal opportunity,
fair treatment, and/or employee retention within U. T. System Administration.
Page 12
Design and Implementation
of Internal Audit and Reporting Systems
It is the responsibility of the Office of Human Resources to implement and monitor an
auditing and
reporting system that provides for the following:
1. Maintain accurate up-to-date records on all referrals, applicants, hires, promotions,
transfers, and
separations by race and gender to be certain that all employees are treated on a fair and
equitable
basis.
a. Data on applicants who apply for vacancies is collected through the administration of
the
voluntary Applicant Data Flow form. This voluntary form captures the applicant's race,
gender,
veteran status and date of birth. An analysis by such factors is conducted in order to
evaluate
the effectiveness of current recruiting efforts. All information voluntarily provided is kept
confidential.
b. Annual analysis by race and gender within each department for each EEO-6 category is
conducted in order to evaluate the effectiveness of current recruiting efforts to determine
if
stated goals and good faith efforts are being met.
c. Annual analysis by race and gender within each department for each EEO-6 category is
conducted in order to review internal promotion and monitor upward mobility
opportunities.
d. Annual analysis by name, race, gender, job title, and reason for separation within each
department for each EEO-6 category is conducted in order to identify possible areas of
concern
and need for remedial action.
e. All separating employees are requested to complete an exit interview questionnaire
administered
by the Office of Human Resources. The exit interviews provide the opportunity to
address
areas of concerns that may exist in the areas of equal opportunity, fair treatment, and
employee
retention within U. T. System Administration.
2. Review all selection, promotional, and training procedures to ensure that they are
nondiscriminatory.
a. Hiring Officials are required to complete and sign an Equal Opportunity Compliance
(EOC)
Form prior to making a job offer, and for change in status involving promotions and
transfers.
This document is reviewed by the Office of Human Resources for compliance to ensure
fair and
equitable hiring and selection processes and that good faith efforts are being made in
recruitment.
3. Inform executive management of the effectiveness of the EEO Policy and
recommendations for
improvements, if necessary.
Page 13
a. A year-end EEO report shall be compiled by the Office of Human Resources. Included
in the
summary are applicant activity data, referral information, new hire, promotion, transfer,
reclassification, and separation information by race and gender.
Page 14
Compliance with Sex Discrimination Guidelines
It has and continues to be the policy of U. T. System Administration not to discriminate
on the basis of
sex. To this end, we continue to do the following:
1. Recruitment and Advertisement
a. U. T. System Administration actively recruits both men and women for all jobs, unless
sex is a
bona fide occupational qualification. Referral sources are informed that U. T. System
Administration has no specific sex preference and seeks only qualified applicants without
regard
to race, color, gender, religion, or national origin.
b. U. T. System Administration actively recruits both men and women for all jobs, unless
sex is a
bona fide occupational qualification. Advertisements for employment in newspapers and
other
media do not express a gender preference. No advertisements will be placed in columns
headed "Male" or "Female." All advertisements are followed by "Equal Opportunity
Employer."
2. Job Policies and Practices
a. Monitor written personnel policies and procedures to assure that there shall be no
discrimination
against applicants for employment or employees on the basis of gender.
b. Employees and applicants for employment of both sexes shall have an equal
opportunity to any
available job that he or she is qualified to perform. Gender is currently not a bona fide
occupational qualification for any job within U. T. System Administration.
c. When terms and conditions of employment are the same, no distinction is made
between the
sexes in regard to opportunity, wages, hours, benefits, or other conditions of employment.
In
the area of employer contributions for insurance, pensions, and other fringe benefits,
contributions shall be the same for both sexes.
d. Marital status has no basis between the treatment of male and female as it relates to
employment
or separation from employment. Also, U. T. System Administration does not deny
employment
to women with young children, nor does it terminate employees of one sex in a particular
job
classification upon reaching a certain age.
e. U. T. System Administration provides appropriate and comparable physical facilities
for both
female and male employees.
f. U. T. System Administration follows federal and state guidelines relative to
employment.
g. No difference is made between women and men as to retirement age for a particular
job.
Page 15
h. Both women and men are eligible for all training programs and benefits offered by U.
T. System
Administration. U. T. System Administration encourages women to participate in
management
training programs both internal and external of U. T. System Administration.
3. Seniority System
a. Gender shall not be a factor in the determination of service benefits.
4. Discriminatory Wages
a. No distinction shall be made between male and female in establishment of wage
schedules.
b. No restrictions shall be made on one gender regarding certain job classifications.
Proactive
steps shall be taken to make jobs available to all qualified employees in all classifications
without
regard to gender.
Page 16
Guidelines on Discrimination
Because of Religion or National Origin
1. Equal Employment Policy
U. T. System Administration does the following to ensure that all applicants for
employment and
employees are not discriminated against because of religion or national origin:
a. Reviews employment practices to determine whether members of various religious
and/or ethnic
groups are given equal employment opportunities.
b. To ensure non-discrimination based on religion or national origin, U. T. System
Administration is
involved in the following outreach and recruitment activities:
1. U. T. System Administration communicates its obligation to provide equal employment
opportunity without regard to religion or national origin to all employees and applicants
for
employment.
2. Internal procedures exist at U. T. System Administration to implement equal
employment
opportunity without regard to religion or national origin.
3. U. T. System Administration informs all employees and applicants for employment of
its
commitment to equal employment opportunity without regard to religion or national
origin.
4. Recruitment sources are used to provide equal employment opportunity without regard
to
religion or national origin.
2. Accommodations to Religious Observations and Practice
U. T. System Administration accommodates the religious observances and practices of
employees
except where such accommodation causes undue hardship on the conduct of U. T. System
Administration’s business. The extent of our obligation is determined by considering
business
necessity, financial costs and expenses, and resulting human resources problems.
3. Non-discrimination
In implementing its EEO policy regarding non-discrimination because of religion or
national origin,
Statement of Problem:
Field of study:
This project work was carried out in collaboration with TECH LIFE
CONNECT (TLC), DELHI.
Research samples:
IT industry plays a very important role in the economy. The sample
was therefore chosen as it portrays the needs of the researchers.
Research provides an insight into any study top basically evaluate and
judge the data or to find the solution to any given problem a simple is
representative of a group or population that identifies itself as part of it. The
sample chosen for this report is TECH LIFE CONNECT (TLC).
Data Collection:
The data collected contains primary data and secondary data. The
primary data has been collected mainly by interviewing and also observation
and audit. Secondary data has been obtained from published journals,
company broachers, books, internet, etc.
Data analysis
Questionnaires
4) Are you happy with the salary that was offered from the Bank?
a) Yes
b) No
5) Did Galaxy fulfill the commitments which were given to you at the
time of interview?
a) Yes
b) No
11) Did you fully know about the company policies before joined in this
company?
a) Yes
b) No
12) Did you under gone any Written Test during recruitment?
a) Yes
b) No
13) How do you think about Recruitment and selection procedure in
your company?
a) Satisfactory
b) Unsatisfactory
The data collected and analyzed and general observation has proven
that M/S Galaxy Consultancy Services has done remarkable job in its
Human resource development.
The main findings are as follows:
Suggestions
Bibliography
Primary Source
1. Principles of Management
- By R.N.Gupta.
2. Business Management
- By Reddy and Appanaiah
3. Personal Management and Industrial Relations
-By Dr.T.N.Bhagoliwali
Secondary source
4. www.Google.com
5. www.KarnatakaHRGroup.com
6. www.HRCommunity.com
7. www.HRIndia.com
8. Mr.BV Raghunath – (HRD Professional)