Documente Academic
Documente Profesional
Documente Cultură
ON
HUMAN RESOURCE PRACTICES AT
C&S ELECTRIC
Submitted to:
Submitted by:
Prof. Raghvendra Sharma
SWATI
MBA (2014-2016)
14BSPDD01080
1
DESCRIPTION
Page No.
ACKNOWLEDGEMENT
ORGANIZATIONAL CERTIFICATE
4
FACULTY MENTOR APPROVAL
5
STUDENT DECLARATION
6
ABSTRACT
7
CHAPTER-1
INTRODUCTION
8-15
CHAPTER-2
COMPANY PROFILE
16-29
CHAPTER-3
ANALYSIS DURING SIP
30-77
SCOPE OF THE STUDY
78
RECOMMENDATIONS
79
LIMITATIONS OF THE STUDY
80
CONCLUSION
81
GLOSSARY
82
ACKNOWLEDGMENT
A Summer Internship is an invaluable opportunity for a student to
understand how organizations work, the processes that are
involved as well as learn the working of a particular sector in an
industry. One develops a perspective of the particular functional
area in which one is involved while working on the project. This
3
This is to certify that Ms. SWATI, pursuing MBA (2014-16) from IBS
DEHRADUN,
has completed her project on the topic HR PRACTICES AT C&S
ELECTRIC LTD.
Under my guidance.
Her work is satisfactory.
Project Guide:
Prof. Raghvendra Sharma
STUDENT DECLARATION
Thank You
(Swati)
MBA (2014-2016)
ICFAI UNIVERSITY, DEHRADUN
Swati_smart@hotmail.com
Date- MAY,2015
Place-HARIDWAR
ABSTRACT
The role of Human Resource is changing as fast as technology
and the global marketplace. Historically, the HR department was
viewed as administrative overhead. HR handled benefits
administration, kept personnel files, and other records, managed
the hiring process, and provided other administrative support to
the business. Those times have changed. The positive result of
these changes is that HR professionals have the opportunity to
play a more strategic role in the business. The challenge for HR
managers is to keep up to date with the latest HR innovations technological, legal, and otherwise.
Human resource management is concerned with people element
in management. Since every organization is made up of people,
acquiring their services, developing their skills/ motivating to high
level of performances and ensuring that they continue to
maintain their commitments to the organization which are
essential to achieve organizational objectives. This project is
meant to know the Human Resource Management in the
organization. The HR system of an organization is a tool to
achieve employee satisfaction and thus highly motivated
employees. The main objective of various HR areas is to increase
efficiency
by
increasing
motivation
and
thus
fulfill
organizational goals and objectives.
In this context, this project is been prepared to understand the
Human Resource management or Human Resource Practices at
C&S ELECTRIC LTD. And this is an absolute honor to present the
project report on HR PRACTICES AT C&S ELECTRIC LTD., at C&S
Electric ltd., in SIDCUL, HARIDWAR from 26th Feb. To 29th may.
CHAPTER-1
INTRODUCTION
Human resource management is a function in organizations
designed to maximize employee performance in service of an
employer's strategic objectives. HR is primarily concerned with
the management of people within organizations, focusing on
policies and systems. HR departments and units in organizations
typically
undertake
a
number
of
activities,
including
employee recruitment, training and
development, performance
appraisal, and rewarding. HR is also concerned with industrial
relations, that is, the balancing of organizational practices with
requirements arising from collective bargaining and from
governmental laws.
HR is a product of the human relations movement of the early
20th century, when researchers began documenting ways of
creating business value through the strategic management of the
workforce. The function was initially dominated by transactional
work, such as payroll and benefits administration, but due
to globalization, company consolidation, technological advances,
and further research, HR as of 2015 focuses on strategic
initiatives
like mergers
and
acquisitions, talent
management, succession planning, industrial and labor relations,
and diversity and inclusion.
In the current global work environment, most companies focus on
lowering employee turnover and on retaining the talent and
knowledge held by their workforce. New hiring not only entails a
high cost but also increases the risk of a newcomer not being
able to replace the person who was working in that position
before. HR departments also strive to offer benefits that will
appeal to workers, thus reducing the risk of losing corporate
knowledge.
HISTORY
Antecedent theoretical developments
HR spawned in the early 20th century, influenced by Frederick
Taylor (1856-1915). Taylor explored what he termed "scientific
management"
striving
to
improve economic
efficiency in
manufacturing jobs. He eventually keyed in on one of the
principal inputs into the manufacturing processlaborsparking
inquiry into workforce productivity.
Birth and evolution of the discipline
By the time enough theoretical evidence existed to make a
business case for strategic workforce management, changes in
the business landscape and in public policy had transformed the
employer-employee relationship, and the discipline was
formalized as "industrial and labor relations". In 1913, one of the
oldest
known professional
HR
associationsthe Chartered
Institute of Personnel and Developmentwas founded in England
as the Welfare Workers' Association, then changed its name a
decade later to the Institute of Industrial Welfare Workers, and
again the next decade to Institute of Labour Management before
settling upon its current name. Likewise in the United States, the
world's first institution of higher education dedicated to
workplace studiesthe School of Industrial and Labor Relations
was formed at Cornell University in 1945.
In Past
In 50s - Employees recruited not to question WHY but only To
do
In 60s - Term like manpower, staff and personnel came to used.
In 70s People realized that beyond a point, productivity
depended on people
Different Type Of Act Passed
HR IN A NUTSHELL:
12
CURRENT SCENERIO
Though HRM caught up in the world, and was duly imitated in
India, but is principally practiced in a handful of organizations.
However, more and more organizations are waking up to its
importance, and assigning the related tasks at Vice President
(HR) levels.
Span of HRM
HRM relates to functions specific to human beings in an
organization, as well as some traditionally attached/assigned
functions
to
such
a
wing.
These
are:HR planning job analysis, description and specification.
Recruitmen, Selection, Orientation, Training, Development,
Performance appraisal and promotion, Compensation and
motivation,
Transfer, Demotion and separation
In Industrial Relations, traditionally and additionally the functions
13
Old Myths
New Realities
People go into HR
because they like
People
Anyone can do
HR
HR deals with
the soft side of
business and is
therefore
not accountable
HR focuses on
costs, which
cannot
be
controlled
HRs job is to be
the policy police
and the healthandhappiness
patrol
must be
measured. HR professionals must learn how to
translate
their work into financial performance.
HR practices must create value by increasing
intellectual
capital within
the firm. HR professionals must add value, not
reduce c
The HR function does not own compliance,
managers d
HR practices
do not exist to make employees happy but to
help them
Become
committed. HR professionals must help
managers comm
Employees
and administer policies.
The root of all these myths lie in the way, HR has been perceived
by top line executives as advocates and by shop floor workers
as managements stooge. It is the prerogative of the HR
professionals to remove these misconceptions by acting as a vital
link between the strategic and operational functions in an
organization. Thus, if an organization has chosen to invest in an
HR department as part of its strategy to deal with the human
16
17
CHAPTER-2
COMPANY PROFILE
LV Switchgear SBU
Devices SBU
MV Switchgear SBU
Diesel Gensets
18
OUR VISION
OUR MISSION
19
OUR VALUES
Take some risks. If you are not making mistakes, you are not
trying hard enough
SUCCEED AS A TEAM AND AS AN INDIVIDUAL
Strike a balance between people and task orientation
JOINT VENTURES
DG Set Range:
Salient Features:
Silent DG sets
Fuel efficient
International design
Environmental friendly
22
23
Free door delivery within 48 hours (from Indian Stocks) & 7 days
(from International Warehouses)
RS Branch network-18 Key locations across India
24
12 Months warranty
MARKET SERVED
Indu
stry
Pow
er
Pape
r
Buil
ding
s
IT
Park
s
Hosp
itals
Petroc
hemica
l
F&B
Hotels
Group
Housin
g
Infr
astr
uctu
re
25
Me
tal
s
Ot
he
rs
Ot
he
rs
Rail
way
Wate
r
OEMs
Material
Handling
Lifts
Teleco
m
Airport
s
Ot
he
rs
Compressors
Telecom
Power
Supplies
Homes
Apartments
Villas
26
Machine
Tools
Others
27
1967
Control
Panels
for
Cranes
&
Lifts, Steel &
Petrochemic
als Industry,
Sugar
Centrifuges
and
sophisticate
d
Machine
Tools.
Manufacture
of Line up
Terminal
Blocks, Push
Buttons
&
Pilot Lamps;
196
8
197
0
197
2
197
4
ITI-Bangalore.
198
0
1982
1983
198
4
199
0
199
1
199
3
201
0
29
199
4 200
5
200
3
200
4
200
7
201
1
201
4
30
31
33
1.)
34
CHAPTER-3
ANALYSIS
STATUTORY COMPLIANCES
1. POLLUTION CONTROL
a.) COVERING LETTER: Covering letter is basically a letter in which
company mentions what all documents its attaching inside, and
taking approval on that letter.
b.)
FORM V, RULE-14
#FORM V- EXAMPLE
FORM OF APPLICATION FOR GRANT/RENEWAL OF REGISTRATION
OF INDUSTRIAL UNITS
POSSESSING
ENVIRONMENTALLY
SOUND
MANAGEMENT
FACILITIES FOR
REPROCESSING/RECYCLING
{To be submitted to the Central Pollution Control Board in
triplicate by the Re-processor/Recycler}
35
4.
6.
Name
and
Address of the
unit
:
Name of the
occupier
or
owner of the
unit
with
designation,
Tel / Fax:
Date
of
commissioning
of the unit :
No. of workers
(
including
contract
labourers )
Consent Validity
Product
Manufactured
during the last
three
years
(Tonnes / Year )
7.
Raw
material
consumption
during last three
years
(Tonnes/
year)
Y
e
a
r
P
r
o
d
u
c
t
a
)
b
)
c
)
N
a
m
e
o
f
t
h
e
R
a
w
M
a
t
e
r
i
a
l
c
o
n
s
u
37
Quantity
in
Metric
Tonnes or KL
m
e
d
a
)
b
)
c
)
8.
Manufacturing
Process
9.
Water
Consumption
10
11
12
13
Waste
water
discharge
14.
Air
Pollution
Control
Please
attach
manufacturing
process flow diagram for each
product (s)
Industrial
m3/
day
Domestic..m3/da
y
..
Industrial/Domestic
Actualm3/day (avg.
months)
of last 3
Industrial
Domestic
Quantity.
m3/day
Location
38
Na
me
of
fuel
a)
b)
39
Quantity
per
Day/Month :
d.
Stack emission
monitoring
results
S
t
a
c
k
a
t
t
a
c
h
e
d
t
o
:
e.
Ambient
air quality
A
m
b
i
e
n
t
a
i
r
q
u
a
l
i
t
y
l
40
Parameters
(SPM,
SO2, NOx,
Pb, any other ) in g/
m3
o
c
a
t
i
o
n
:
15.
Hazardous
waste
management
:
a.
Waste
generation
:
S.
No
.
b.
Details on
collection
,
treatment
and
transport
:
c. Disposal
(i)
Please
attach Details of
the
disposal
facilities
41
N
a
m
e
C
a
t
e
g
o
r
y
Quantity
(
last
3
years)
16.
17
18
(ii)
Please
attach analysis
report
of
characterisation
of
hazardous
waste
generated
(including
leachate test if
applicable)
Details
of
hazardous
wastes proposed
to be acquired
through
sale/negotiation/
contract
or
import as the
case may be for
use as raw
material.
Occupational
safety
and
Health aspects
1. Name
2. Quantity required per year
3.
Waste listing & No. in Annex VIII
(List A)/
Annex IX (List B) of Basel
Convention (BC)
4. Hazard Characteristic as per Annex
III of BC
Remarks
(i)
whether
industry
has
provided
adequate
pollution control
system/
equipment
to
meet
the
standards
of
emission/effluen
t.
Yes / No
42
19
20
(ii) whether HW
collection
and
Treatment
,
Storage
and
Disposal Facility
(TSDF)
are
operating
satisfactorily.
(iii)Whether
conditions exists
or
likely
to
exists of the
hazardous
waste
being
handled
/processed
of
posing
immediate
or
delayed adverse
impacts on the
Environment.
(iv)
Whether
conditions exists
or is likely to
exists of the
wastes
being
handled
/
processed
by
any
means
capable
of
yielding another
material eg ,
leachate which
may
possess
eco-toxicity.
Any
other
Information
i)
ii)
iii)
List
of
enclosures
as
Yes / No
Yes / No
Yes / No
43
per rule
Date:.............
signature:
Place:...........
Designation:
d.)
WORKING CAPITAL REPORT
e.)
BALANCE SHEET
f.) PROFIT & LOSS STATEMENT
# Working capital report, balance sheet and profit & loss
statements should be Chartered accountant certified.
4. EMPLOYMENT EXCHANGE
a.) Covering letter
b.) ER-I (employment return which is paid quarterly)
c.) ER-II (paid once in 5 years)
5. FIRE DEPARTMENT
It comes under company insurances. It is one of the insurance
under which an organization secures itself from the
mishappenings because of fire etc.
45
ATTENDANCE MANAGEMENT:
Attendance management is important to every single
organisation, it can determine whether or not a business will be
successful in the future. Businesses will have to keep a track of
employees, this being their main concern and a lot of other
things. Monitoring attendance helps in the long term for a
business, as an employer will be able to tell which employees
arrive early, which arrive late and who has the most absences
without any valid reason. This could help an employer in deciding
which employees are most suitable to work in the business,
having employees who arrive to work on time means that the
day-to-day tasks of the organisation will be fulfilled. Employees
within an organisation should know about their employers
attendance and absence policy, so that they are aware of what is
required of them. Attendance management is also a health and
safety procedure something in which that has to be carried out. It
is important because in case of an emergency that was to arise
in a workplace like a fire, then if they register in the company
they will know how many people are inside a building. It is
important to manage a set of workforce as it can lead to higher
profits as well as an increase in productivity. If you have a look on
the other side of what will happen if a business does not manage
their attendance, it will mean that they will have no sort of
information to look back on in case if it is needed in the future.
They also will not be able to keep a track on their employees on
a day-to-day basis which means there is no leadership in place.
46
EMPLOYEE ENGAGEMENT
EMPLOYEE ENGAGEMENT is a property of the relationship
between an organization and its employees. An "engaged
employee" is one who is fully absorbed by and enthusiastic about
49
CONNECT
2
3
CAREER
CLARITY
7
8
CONVEY
CONGRATU
LATE
1
0
CONTRIBU
TE
CONTROL
COLLABO
RATE
CREDIBILI
TY
CONFIDEN
CE
PERFORMANCE
COMPETENCY
ENGAGEMENT
ALIGNMENT
Engageme
nt
Engag
ed
Inbetween
Disengaged
Organizati
on
49 %
Managers
35
25
17
43
Alignment
Strategic
Competenc
y
Feedback:
360
Aligne
57
In-
31
between
Notaligned
12
32
T -Score: 48
51
52
PAYROLL MANAGEMENT
BASIC (Minimum wage + D.A)
1100
0
4400
800
1011
9
HRA
CONVEYANCE ALLOWANCE
SPECIAL ALLOWANCE
2631
9
LTA
MEDICAL
PF
ESIC
BONUS
GRATUITY
916
916
1320
193
0
529
3874
TOTAL
(A+B)
3019
3
MONTHLY
SALARY
ANNUAL CTC
3623
16
SALARY STRUCTURE
53
Gratuity is 4.81 %
54
CALCULATION OF SALARY
B
a
s
i
c
N
o
.
N
o
.
o
f
o
f
+
D
.
A
w
o
r
k
i
n
g
p
r
e
s
e
n
t
d
a
y
s
d
a
y
s
E
a
r
n
T
o
t
a
l
b
a
s
i
c
o
v
e
r
t
i
m
e
(
i
n
h
r
s
)
55
E
a
r
n
O
T
T
o
t
a
l
e
a
r
n
i
n
g
E
P
F
E
S
I
C
T
o
t
a
l
d
e
d
u
c
t
i
o
n
s
7
2
0
0
2
6
2
5
6
9
2
3
2
5
8
6
5
7
7
8
8
8
3
0
Earn Overtime=
56
1
3
6
9
6
6
LABOUR TURNOVER
The ratio of
the
number
of employees that
leave
a company through attrition, dismissal, or resignation during
a period to the number of employees on payroll during the same
period.
Turnover
In human resources context, turnover is the act of replacing an
employee with a new employee. Partings between organizations
and employees consist of retirements, deaths, interagency
transfers, and resignations. An organizations turnover is
measured as a percentage rate which is called, Turnover Rate.
Turnover rate is the percentage of employees in a workforce that
leave during a certain period of time. Organizations and
industries as a whole measure their turnover rate during a fiscal
year or calendar year.
There are four types of turnovers:
Voluntary, is the first type of turnover, which is when an
employee self- willingly makes the decision to leave the
organization. Voluntary turnover could be a result of a better job
offering, staff conflict, and lack of opportunities in career
advancement.
57
Identification
High labor turnover rates are characterized by the "movement of
workers in and out of employment," states the Economic History
Association. This movement is measured by the number of
employees with a particular company who quit, are laid off or are
otherwise terminated from their positions. This rate is
determined by how many employees in every 100 separate from
the company.
Resolutions
Poll staffers and find out why there is such a high rate of
turnover; perhaps your company's rate of pay is not competitive
versus other organizations in the same industry. Perhaps your
management techniques are less professionally nurturing and
more uncompromising. Maintain an open door policy for upper
management and encourage employees to come in -- without
consequence -- and discuss issues they are having with the
company as a whole. If you can get them to talk, you will get a
great deal of feedback regarding causes of high turnover in your
organization.
Considerations
While it is important to do what you can as an organization to
avoid high labor turnover, you also have to consider your
company as a whole. The last thing you want is for your
employees -- despite the fact that they are your most valuable
company asset -- to influence company policy based on past
turnover rates and threats to quit.
Generate policy based on what is best for the clients or
customers you serve and what is in the best interest of your
company in terms of growth, financials and your industry profile.
Costs
59
When accounting for the costs (both real costs, such as time
taken to select and recruit a replacement, and also opportunity
costs, such as lost productivity), the cost of employee turnover to
for-profit organizations has been estimated to be between 30%
(the figure used by the American Management Association) to
upwards
of
150%
of
the
employees'
remuneration
package. There are both direct and indirect costs. Direct costs
relate to the leaving costs, replacement costs and transitions
costs, and indirect costs relate to the loss of production, reduced
performance levels, unnecessary overtime and low morale. The
true cost of turnover is going to depend on a number of variables
including ease or difficulty in filling the position and the nature of
the job itself. Estimating the costs of turnover within an
organization can be a worthwhile exercise, especially since
turnover costs are unlikely to appear in an organizations
balance sheets. Some of the direct costs can be readily
calculated, while the indirect costs can often be more difficult to
determine and may require educated guesses. Nevertheless,
calculating even a rough idea of the total expenses relating to
turnover can spur action planning within an organization to
improve the work environment and reduce turnover. Surveying
employees at the time they leave an organization can also be an
effective approach to understanding the drivers of turnover
within a particular organization.
Calculation
Labour turnover is equal to the number of employees leaving,
divided by the average total number of employees, multiplied by
100% (in order to give a percentage value). The number of
employees leaving and the total number of employees are
measured over one calendar year.
Where:
NELDY = Number of Employees who Left During the Year
NEBY = Number of Employees at the Beginning of the Year
NEEY = Number of Employees at the End of the Year
61
62
The conflicts that are the best part of career consequences are
those that take place between employees and their bosses. The
number one reason people leave their jobs is conflict with their
bosses. And yet, as author, workplace relationship authority, and
executive coach, Dr. John Hoover points out, "Tempting as it is,
nobody ever enhanced his or her career by making the boss look
stupid." Training an employee to get along well with authority
and with people who entertain diverse points of view is one of
the best guarantees of long-term success. Talent, knowledge,
and skill alone won't compensate for a sour relationship with a
superior, peer, or customer.
63
Learning happens all the time whether or not you are fully aware
of it. Are you a person who forgets to save your work on your
computer on a regular basis? If a power failure occurs and you
loose some data, do you learn anything? If you say to yourself, "I
must remember to save more often", you have done some
learning. This type of learning is called incidental learning; you
have learned without really thinking about it or meaning to. On
the other hand, intentional learning happens when you engage in
activities with an attitude of "what can I learn from this?"
Employee development requires you to approach everyday
activity with the intention of learning from what is going on
around you.
steps
Step 1 - Self-assessment
The employee identifies his or her skills, abilities, values,
strengths and weaknesses. To conduct a self-assessment:
65
Review your plan with your supervisor for his or her input and
approval
Start working on your plan
Cost-effective
development
methods
for
employee
training
and
On-the-job experience
Committees
Conferences and forums
Critical incident notes
Field trips
Job aids
Job expanding
Job rotation
Job shadowing
Learning alerts
67
Peer-assisted learning
'Stretch' assignments
Special projects
Relationships and feedback
Coaching
Mentoring
Networking
Off-the-job learning
68
Critic
al
incid
ent
Date
Description
Signature of manager:_______________
70
Were you prepared for the activity? Did you have a briefing with
your manager?
What else would have been useful to know before you attended
this activity?
How will attending this activity help you in your everyday role?
Will it help you significantly improve your contribution to the
business?
71
72
Implementation stages
The following implementation stages are suggested for mid to
large organizations implementing competencies in support of
Strategic Human Resources Planning.
Stage 1
Short - Term HR Planning
Stage 2
74
Stage 1
Stage 2
Need:
1. Replacement of Persons
2. Labour Turnover
3. Expansion Plans
4. Technological Changes
5. Assessing Future Requirements
training
and
development
needs
of
the
77
1. You will have to replace the person who has been promoted
External recruitment
questions
need
to
be
explored:
the title of the job to whom the employee is responsible for
whom the employee is responsible a simple description of the
role and duties of the employee within the organisation.
Job analysis is used in order to:
Job description
A job description will set out how a particular employee will fit
into the organisation. It will therefore need to set out:
80
Job specification.
candidates selected, will want the job, and will stay with
company.
the
Performance
management (PM)
includes activities which
ensure that goals are consistently being met in an effective and
efficient manner. Performance management can focus on the
performance of an organization, a department, employee, or
even the processes to build a product or service, as well as many
other areas.
PM is also known as a process by which organizations align their
resources, systems and employees to strategic objectives and
priorities.
Application
This is
people
sports
events
Benefits
Managing employee or system performance and aligning their
objectives facilitates the effective delivery of strategic and
operational goals. Some proponents argue that there is a clear
and immediate correlation between using performance
management programs or software and improved business and
84
Motivated workforce
Optimizes incentive plans to specific goals for over achievement,
not just business as usual
Improves employee engagement because everyone understands
how they are directly contributing to the organizations high level
goals
Create transparency in achievement of goals
85
Provides
well
documented
process documentation
and
communicated
Organizational development
In organizational development (OD), performance can be thought
of as Actual Results vs Desired Results. Any discrepancy, where
Actual is less than Desired, could constitute the performance
improvement zone. Performance management and improvement
can be thought of as a cycle:
1. Performance
planning where
goals
and
objectives
are
established
2. Performance coaching where a manager intervenes to give
feedback and adjust performance
3. Performance appraisal where individual performance is formally
documented and feedback delivered
A performance problem is any gap between Desired Results and
Actual Results. Performance improvement is any effort targeted
at closing the gap between Actual Results and Desired Results.
Other organizational development definitions are slightly
different. The U.S. Office of Personnel Management (OPM)
indicates that Performance Management consists of a system or
process whereby:
1.
2.
3.
4.
1
Evaluate
your
current
performance
appraisal
process. Look at what type of feedback you are providing to
your employees. Determine if there is anything you need to
change or add to the evaluation itself. You may decide to build on
what you already have or to develop a new system altogether.
2 Identify organizational goals. Performance management
systems help rally staff members around your organization's
goals because they help staff know how they are to be involved
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in reaching that goal. Take the time to clarify what your goals are
for the next year as a company.
Identify processes or procedures that could be simplified or done
more effectively.
Declare your sales goals for the next year or new products you
would like to develop.
Share your hope for better communication between departments
and staff members.
3 Set performance expectations. As you sit down with each
employee, clearly lay out your expectations for them.
Acknowledge what they are already doing well. Use this to
encourage them.
Share some weaknesses that you have observed in them and in
their work habits, and how overcoming those would help their
performance in the company.
Identify specific things you would like them to accomplish over
the next year, or whatever time frame works best for you.
4 Monitor and develop their performance throughout the
year. As employees begin to work on their performance, keep an
eye on how they are doing. If they appear to be struggling to
meet performance expectations, talk with them and see if you
can offer any support or coaching.
Bad Timing
More often than not, the annual appraisal is executed on the
employees' anniversary which does not coincide with any
particular performance period. If appraisals are conducted
annually on the anniversary date, it is only possible to align at
best only 50% of your staff with future objectives, assuming
there is an even distribution of start dates across the
employee workforce. Given that most appraisal systems are not
automated, there is poor reporting and therefore low visibility as
to who did or did not achieve their objectives.
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The outcome for the CEO is that they do not have the
ability to see failure as it is occurring.
Instead, they see failure after the fact and radical adjustments
are then required to repair the situation. By using standalone
appraisal systems, the outcome for the line manager is that they
have additional pressure applied to them, to fix a problem which
has become a major issue and which could have been otherwise
identified and fixed in a very timely fashion.
objective will get a favorable review, those that could not, will
get an unfavourable performance evaluation in the absence of
extenuating
circumstances.
The
process
of Performance
Management therefore
drives
organisational
performance
outcomes. Employees that achieve the organisational goals are
rewarded with favourable reviews and bonuses in line with their
performance and contribution to the organisation.
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SCOPE OF STUDY
The scope of the study will be useful in future. Through this study
we can know what is the importance of HR department in any
organization, and how well it coordinates with other departments
and its important role behind organizational success.
Through this study we will go through the HR PRACTICES in the
organization in managing its operational activities.
Hence by implementing all the above on C&S ELECTRIC can
increase its productivity, efficiency, effectiveness and goodwill.
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RECOMMENDATIONS
1.)
2.)
3.)
4.)
5.)
6.)
7.)
8.)
9.)
10.)
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The limitation of the study was that the HR practices have been
studied during this study and the implementations to that study
are restricted to the particular organization. These cannot be
applied to any other organization because of the way of
employment in the organization. The number of permanent
employees and number of contractual employees differs from
organization to organization and location wise as well. So, it
cannot be applied anywhere else.
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CONCLUSION
In a succinct conclusion, I came to know about the HR practices
in the current situation. HR practices mainly include the
recruitment process, training and development process, health
and safety of the employees and rewards and benefits of the
employee etc. people are the common denominator of any
organization.
In the end, we came to know how HR is implementing
globally and the benefits of apply these practices to the
business.
Whalen said:
If you have a happy employee, you have a productive
employee
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GLOSSARY
www.citehr.com
www.wikipedia.org
www.internationalseminar.org
www.creativehrm.com
www.futurehrtrends.eiu.com
http://www.shrm.org
www.cselectric.co.in
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