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A PROJECT REPORT
ON
“ Employees perception about organization HR practices andwelfare”
Submitted in partial fulfillment of the requirement for the degree of
M.B.A R! Sem
"nder the Super#i$ion of Submitted B%Mr. Mani$h Shri#a$ta#a An&ani Tripathi
!epartment Of Management Studie$Babulal Tarabai 'n$titute Of Re$ear(h ) Te(hnolog% *M.P.+
Januar% ,-/
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PREFACE
MBA i$ a $tepping $tone to management (areer. 'n order to a(hie#e pra(ti(al po$iti#e and (on(rete re$ult0
the (la$$room learning need$ to be effe(ti#el% fed to the realitie$ of the $ituation e1i$ting out$ide the
(la$$room.
Mar2eting i$ of intere$t to e#er%one0 3hether the% mar2eting good$0 $er#i(e$0 propertie$0 per$on0 e#ent$0
information0 'dea$ or organi4ation.
To de#elop health% managerial and admini$trati#e $2ill$ in the potential manager it i$ ne(e$$ar% that
theoreti(al 2no3ledge mu$t be $upplement 3ith e1po$ure of real en#ironment. A(tuall% it i$ #er% #ital for
the management and it i$ in the pra(ti(al training that the mea$uring of management i$ it$elf reali4ed.
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CER!"F"CA!E
Thi$ i$ to (ertif% that An-ani !ripat&i ha$ (ompleted hi$ pro&e(t report titled ““ Employees
perception about organization HR practices and welfare” under m% $uper#i$ion. To the be$t of
m% 2no3ledge and belief thi$ i$ hi$ original 3or2 and thi$0 3holl% or pra(ti(all%0 ha$ not been
$ubmitted for an% degree of thi$ or an% other uni#er$it%.
!ate8 Name Of the Student
An-ani !ripat&i
Appro#ed B% Dr) /ayant Dubey
0000000000000000000 9O!
BT'RT
Sagar *M.P.+
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AC1$#2ED3E(E$!5 Emplo%ee$ per(eption about organi4ation 9R pra(ti(e$ and 3elfare: ha$ been gi#en to me a$ a
part of the (urri(ulum in fifth $eme$ter of Ba(helor !egree of Bu$ine$$ Admini$tration.
' ha#e tried m% be$t to pre$ent thi$ information a$ (learl% a$ po$$ible u$ing ba$i( term$ that ' hope
3ill be (omprehended b% the 3ide$t $pe(trum of re$ear(her0 anal%$t$ and $tudent$ for further
$tudie$.
' am proud and pri#ileged to e1pre$$ m% heart% regard$ to our re$pe(ted Dr) /ayant Dubey
4H#D5 Dept of (anagement *tudy %!"R!5 *agar+ for gi#ing me opportunit% to prepare thi$
pro&e(t.
' am proud to e1pre$$ m% deep $en$e of gratitude to our re$pe(ted mentor 0000000000000000000 4ecturer5 Dept) of (anagement *tudy %!"R!5*agar6 for hi$ (ontent en(ouragement0
guidan(e and hi$ #aluable $ugge$tion$ a$ the rendered me all po$$ible help and guidan(e 3hile
re#ie3ing the manual $(ript and finali4ing the report.
' $pe(iall% 3ould li2e to than2 m% parent$ 3ho all the 3a% helped me mentall% and emotionall%
3ithout them ' 3ould not ha#e (ompleted m% pro&e(t $u((e$$full%.
' am grateful to all the re$pondent for their immen$e and appre(iation help 3ho (on$idered m%
time &u$t and $upplied me data.
' al$o than2ful to m% friend$ 3ho helped me a lot in the (ompletion of thi$ pro&e(t.
' al$o than2ful to ;O! for gi#ing me (ourage to (omplete thi$ pro&e(t 3or2.
An-ani !ripat&i
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A
PROJECT REPORT On
“Employees Perception About Organization HR Practices
And Welfare
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Co ntents
!"#O" T$T%E! PA&E#O"
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$n tro du cti o n
Employee1
An employee is anyone who has agreed to be employed, under a contractof 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 specied services for
another, the employer, in exchange for money.
T2is includes1
. !omeworkers.
". #eople who have been o$ered and have accepted a %ob.
&. 'ixed(term employees.
). *easonal employees.
+. asual and part(time employees.
-. mployees on probationary and trial periods.
An employee is not1
. A self(employed or independent contractor.
". A sharemilker.
&. A real estate agent whose agreement says they are an independent
contractor.
). A volunteer who does not receive a reward for working.
+. /n some cases, a person who is engaged in lm production.
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Perception0from the 1atin perceptio, percipio2 is the organi3ation, identication, and
interpretation of sensory information in order to fabricate a mental
representation through the process of transduction, which sensors in thebody 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.
'or example, vision involves light striking the retinas of the eyes, smell is
mediated by odor molecules and hearing involves pressure waves.
#erception is not the performance appraisalsive receipt of these signals,
but can be shaped by learning, memory and expectation. #erception
involves these 4top(down4 e$ects as well as the 4bottom(up4 process of processing sensory input. The 4bottom(up4 processing is basically low(
level information that5s used to build up higher(level information 0i.e. (
shapes for ob%ect recognition2. The 4top(down4 processing refers to a
person5s concept and expectations 0knowledge2 that in6uence
perception. #erception depends on complex functions of the nervous
system, but sub%ectively seems mostly e$ortless because this processing
happens outside conscious awareness.
*ince the rise of experimental psychology in the late 7th entury,psychology5s understanding of perception has progressed by combining a
variety of techni8ues. #sychophysics measures the e$ect on perception
of varying the physical 8ualities of the input. *ensory
neurosciencestudies the brain mechanisms underlying perception.
#erceptual systems can also be studied computationally, in terms of the
information they process. #erceptual issues in philosophy include the
extent to which sensory 8ualities such as sounds, smells or colors exist in
ob%ective 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 brain5s perceptual systems actively and pre(
consciously 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.
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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. !uman and animal brains are structured
in a modular way, with di$erent areas processing di$erent kinds of
sensory information. *ome of these modules take the form of sensory
maps, mapping some aspect of the world across part of the brain5s
surface. These di$erent modules are interconnected and in6uence each
other. 'or instance, the taste is strongly in6uenced by its odor.Process and terminology
The process of perception begins with an ob%ect in the real world, termed
the distal stimulus or distal ob%ect. 9y means of light, sound or another
physical process, the ob%ect stimulates the body5s sensory organs.
These sensory organs transform the input energy into neural activity:a
process called transduction. This raw pattern of neural activity is called
the proximal stimulus. These neural signals are transmitted to the brain
and processed.;"< The resulting mental recreation of the distal stimulus is
the percept. #erception 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. =hen light from the shoe enters a person5s 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 person5s
auditory receptors is the proximal stimulus, and the brain5s interpretation
of this as the ringing of a telephone is the percept. The di$erent kinds of
sensation such as warmth, sound, and taste are called 4sensory
modalities4.;-
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#sychologist ?erome 9runer has developed a model of perception.
According to him people go through the following process to form
opinions@.;
=hen a perceiver encounters an unfamiliar target we are opened
di$erent informational cues and want to learn more about the target./n the second step we try to collect more information about the target.
radually, we encounter some familiar cues which helps us categori3e
the target.
At this stage the cues become less open and selective. =e try tosearch for more cues that conrm the categori3ation 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 nally paint a consistent picture of the target.
According to Alan *aks and ary ?ohns, there are three components
to #erception.
The #erceiver, the person who becomes aware about something and
comes to a nal understanding. There are & factors that can
in6uence his or her perceptions@ experience, motivational state and
nally emotional state. /n di$erent motivational or emotional states,
the perceiver will react to or perceive something in di$erent ways.
Also in di$erent situations he or she might employ a 4perceptual
defence4 where they tend to 4see what they want to see4.
The Target. This is the person who is being perceived or %udged.
4Ambiguity or lack of information about a target leads to a greater
need for interpretation and addition.4
The *ituation also greatly in6uences perceptions because di$erent
situations may call for additional information about the target.
*timuli 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 4multistable perception4. And the
same stimuli, or absence of them, may result in di$erent percepts
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8uanties the relationship between the intensity of physical stimuli
and their perceptual e$ects 0for example, testing how much darker
a computer screen can get before the viewer actually notices2. The
study of perception gave rise to the estalt school of psychology,
with its emphasis on holistic approach.
E5ect of moti6ation and e7pectation
8ain article1 !et 9psyc2ology:
A perceptual set, also called perceptual expectancy or %ust set is a
predisposition to perceive things in a certain way. /t is an example of
how perception can be shaped by 4top(down4 processes such as
drives and expectations. #erceptual sets occur in all the di$erent
senses. They can be long term, such as a special sensitivity tohearing one5s 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 e$ect involved very brief presentations of non(
words such as 4sael4. *ub%ects who were told to expect words about
animals read it as 4seal4, but others who were expecting boat(
related words read it as 4sail4.
*ets can be created by motivation and so can result in people
interpreting ambiguous gures so that they see what they want to
see. 'or instance, how someone perceives what unfolds during a
sports game can be biased if they strongly support one of the
teams. /n one experiment, students were allocated to pleasant or
unpleasant tasks by a computer. They were told that either a
number or a letter would 6ash on the screen to say whether they
were going to taste an orange %uice drink or an unpleasant(tasting
health drink. /n fact, an ambiguous gure was 6ashed on screen,
which could either be read as the letter 9 or the number &. =hen
the letters were associated with the pleasant task, sub%ects were
more likely to perceive a letter 9, and when letters were associated
with the unpleasant task they tended to perceive a number
#erceptual set has been demonstrated in many social contexts.
#eople who are primed to think of someone as 4warm4 are more
likely to perceive a variety of positive characteristics in them, than if
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the word 4warm4 is replaced by 4cold4. =hen someone has a
reputation for being funny, an audience are more likely to nd them
amusing. /ndividual5s perceptual sets re6ect their own personality
traits. 'or example, people with an aggressive personality are
8uicker to correctly identify aggressive words or situationsOne 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 0e.g. red spades and
black hearts2
#hilosopher Andy lark explains that perception, although it occurs
8uickly, is not simply a bottom(up process 0where minute details are
put together to form larger wholes2. /nstead, our brains use what he
calls #redictive coding. /t starts with very broad constraints andexpectations for the state of the world, and as expectations are met,
it makes more detailed predictions 0errors lead to new predictions,
or learning processes2. lark says this research has various
implicationsC not only can there be no completely 4unbiased,
unltered4 perception, but this means that there is a great deal of
feedback between perception and expectation 0perceptual
experiences often shape our beliefs, but those perceptions were
based on existing beliefs2.
T2eories
Perception as 2ypot2esis;testing
ognitive theories of perception assume there is a poverty of
stimulus. This 0with reference to perception2 is the claim that
sensations are, by themselves, unable to provide a uni8ue
description of the world. *ensations re8uire 5enriching5, which is the
role of the mental model. A di$erent type of theory is the perceptual
ecology approach of ?ames ?. ibson. ibson re%ected the
assumption of a poverty of stimulus by re%ecting the notion that
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perception is based in sensations F instead, he investigated what
information is actually presented to the perceptual systems. !is
theory 4assumes 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 thisinformation. The theory is information(based, not sensation(based.4
!e and the psychologists who work within this paradigm detailed
how the world could be specied to a mobile, exploring organism via
the lawful pro%ection of information about the world into energy
arrays. *pecication is a mapping of some aspect of the world into a
perceptual arrayC
given such a mapping, no enrichment is re8uired and perception is
direct perception
#erception(in(action
An ecological understanding of perception derived from ibson5s
early work is that of 4perception(in(action4, the notion that
perception is a re8uisite property of animate actionC that without
perception action would be unguided, and without action perception
would serve no purpose. Animate actions re8uire both perception
and motion, and perception and movement can be described as
4two sides of the same coin, the coin is action4. ibson works from
the assumption that singular entities, which he calls 4invariants4,
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 0held by such philosophers as rnst von lasersfeld2
regards the continual ad%ustment of perception and action to the
external input as precisely what constitutes the 4entity4, which is
therefore far from being invariant.
lasersfeld considers an 4invariant4 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
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statement aims to achieve. The invariant does not and need not
represent an actuality, and lasersfeld describes it as extremely
unlikely that what is desired or feared by an organism will never
su$er change as time goes on. This social constructionist theory
thus allows for a needful evolutionary ad%ustment.A mathematical theory of perception(in(action has been devised and
investigated in many forms of controlled movement, and has been
described in many di$erent species of organism using the eneral
Tau Theory. According to this theory, tau information, or time(to(goal
information is the fundamental 5percept5 in perception.
RE!EARCH 8ETHO3O%O&
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Research Gethodology Adopted
Research Eesign @ Eescriptive research
Research /nstrument @ *tructured Huestionnaire
*ampling #lani2 *ample Gethod @ Ion(#robability *ampling
0onvenience *ampling2
ii2 *ample *i3e @ DD
iii2 *ample Jnit @ mployees who do not hold a
supervisory position
!ampling 3esign
onvenience *ampling, as the name implies, is based on the
convenience of theresearcher 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.
!ource of 3ata
. Eata *ource@
There are two types of dataC primary and secondary data.
#rimary data
/n this pro%ect work primary data has been collected by@
● Huestionnaires have been done on several respondents in the
local area and perception about the data card were collected.
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!econdary data
The data collected from secondary source is through Gaga3ine ,
newspaper, internet.
". Eata Analysis@
*tatistical Tool
The statistical tool used in this pro%ect is chi s8uare.
H R
P R AC T $C E !
The success of any business depends as much on appropriate,
effective, well(communicated, !R and business practices as it
depends on meeting the re8uirements of mandated laws and
regulations. /n fact, good planning and the development of
e$ective practices make regulatory compliance much easier.
!R practices helps in increasing the productivity and 8uality,
and to gain the competitive advantage of a workforce
strategically aligned with the organi3ationBs goals and ob%ectives.
= P$>s ?or H R
PR ACT $CE !
*ome of the @ey performance indicators for !uman Resources
include but are not limited to the following.
K mployeesB clarity on !R policies
K mployeesB clarity on roles, responsibilities and expectations
K Eevelopment of 8ualitative staff
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K Iumber of !R issues arising for which there are no clear policies
and guidelines
K ompetitiveness of compensation structure relative to industry
benchmark
K Jsefulness and accuracy of compensation survey
K 1ead time to respond to staff welfare issues
K mployeesB assessment of promotion criteria and process 0clarity,
fairness2
K Geasurement of !R policy violation
K Average time re8uired to fill vacancies
K #roportion of training programs resulting in productivity
improvement
K *taff attrition rate
K Jnderstanding L larity of the Organi3ational philosophy
Outline /nternal capabilities and identify gaps on skills(
competencies(behavioral aspects
#repare !R strategic Ob%ectives and bring in clarity as to how
the !R strategy supports the organi3ational strategy
Eevelop M#/5s for each of the
strategic ob%ectives.
Track and measure
performance
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H u m a n R e s o u r ces e s t
P r a ct ices
The best practices in the management of human resources are the
ones which optimi3e a workforce so that it can not only get work
done, but also ensure a greater level of efficiency, timeliness and
8uality as it accomplishes increases productivity overall.
!ence the %ob of the best practices human resources firm is to
make sure that these benefits and pay scales meet the companyBs
budget while remaining attractive and competitive enough to pull
in the very best talent possible. =e should know that these figures
put the company in a good light while also presenting themselves
as engaging and competitive for companyBs recruitment e$orts.
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O JE CT $BE O ? H R
PRACT$CE! 1;
The main ob%ective of !R #ractices is to di$erentiate the
organi3ation from its competitors by e$ective and e$icient !R
#ractices. 9y following this, the organi3ation does its whole work
process. The ob%ective of !R #ractices is to increase productivityand 8uality, and to gain the competitive advantage of a workforce
strategically aligned with the organi3ationBs goals and ob%ectives.
As The Transparent !R practices can
reduce attrition, 9ecause(
Transparent !R practices ensure continuous businessgrowth in every organi3ation.
/t gives the suitable working
environment to the employees.
The success of company motivates the employees of
organi3ation to continue relationship with it. As all the employees
#erks chart has been mentioned according to their designation inthe !R
practices, it helps the employees to know what their perks charts
are. *o it creates a transparency.
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Obecti6es o f t2 e proect;
As we know the whole function of !R department depends
upon the !R #ractices of the organi3ation. The !R management
is done according to the !R #ractices of the company. =hich
things to be done and which things should not be done depend
upon this only. /t also helps the organi3ation to achieve the target
of the organi3ation.
The !R policies of the organi3ation have been mentioned in the !R
#ractices. All the rules N regulations for the employees have been
also mentioned in this. All the welfare of the employeesB processes
is also mentioned in this.
*o the study of the !R #ractices means basically the brief study of
all !R functions in the organi3ation. / believe the !R #ractices is
a vital part of an organi3ation, which helps the organi3ation to
achieve the goal of the organi3ation.
All companies are having their !R #ractices but the company who
is having the best, is the most successful company among its
competitors. *o the company can get success within its
competitors by applying best, e$ective !R #ractices.
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The main ob%ective of the pro%ect is@
To understand the !R practices followed N #rocess of
#erformance Appraisal.
To know what are the uses of !R
practices for any organi3ation.
!ow these !R #ractices help any organi3ation to know its
stand in the market and to be competitive by implementing
good !R #ractices for their employees.
To understand how the organi3ation would achieve its
goals by implementing good !R #ractices. To understand the work culture
of the organi3ation.
!R function is very important in every organi3ation. /t helps the
organi3ation to manage not only the people of the organi3ation
but to manage all the working processes in it also. !R is
management function that helps managers to recruit, select, train
and develop members for an organi3ation. Obviously !R isconcerned with the peopleBs dimensions in organi3ations. !R refers
to set of programs, functions, and activities designed and carried
out.
The !R practices are as follows@
'"Recruitment D !election1
$"Recritment1
/t is a process to discover the sources of manpower to meet the
re8uirements of the sta$ing schedules and to employ the e$ective
measures for attracting that manpower in ade8uate numbers to
facilitate effective selection of an efficient workforce.
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dwin 9. 'lippo has defined it as P the process of searching for
prospective employees and stimulating them to apply for %obs in
the organi3ation. P
Obecti6es of Recruitment1
To attract people with multi(dimensional skills and experiences
that suti the present and future organi3ational strategies,
To infuse fresh blood at all levels of the organi3ation,
To develop an organisational culture that attracts competent
people to the company,
To search for talent globally and not %ust within the company,
To design entry pay that competes on 8uality but not on
8uantum,
To anticipate and find people for positions that do not exists yet.
PROCE!!
'inding out the re8uirement 0hiring vs. exit2, upcoming vacancies,
kind of employees needed.
Eeveloping suitable techni8ues to attract suitable candidates.
*timulating as many candidates as possible"
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?actors A5ecting Recruitment1
$nternal ?actors
E7ternal ?actors
mployerBs brand
*ocio(economic factors ompanyBs pay package
*upply N Eemand factors Huality of work life
mployment Rate Organisation culture
1abour market conditions
areer planning N growth #olitical, 1egal,
overnmental factors
ompanyBs si3e
ompanyBs products, services
Role of trade unions
ost of recruitment
ompanyBs name N fame.
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!ources Of Recruitment 1
$nternal !ources
E7ternal !ources
#resent employeesampus Recruitment
Retired employees
#rivate employment consultant
Eependent of present
Eata 9anks mployee Referrals
asual Applicants Trade Jnions
=alk(
ins
!ead
!unting
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Gergers N
Ac8uisitions
(
Recruitment
/t helps in translating 9usiness *trategy into people re8uirements.
A combination of internal recruitment, campus recruitment, and
executive search is leveraged to meet up to the changing needs of
the organi3ation
/n todayBs rapidly changing business environment, organi3ations
have to respond 8uickly to re8uirements for people. !ence, it isimportant to have a well(defined recruitment policy in place, which
can be executed e$ectively to get the best fits for the vacant
positions. *electing the wrong
candidate or re%ecting the right candidate could turn out to be
costly mistakes for the organi3ation.
//.!el ectio n1
/t is one area where the interference of external factors is minimal.!ence the !R 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 %ob to be done 0i.e. an analytical study of the
tasks to be performed to determine their essential factors2 written
into a %ob description so that the selectors know what physical and
mental characteristics applicants must possess, what 8ualities andattitudes are desirable and what characteristics are a decided
disadvantage.
$ectively, selection is 5buying5 an employee 0the price being the
wage or salary multiplied by probable years of service2 hence bad
buys can be very expensive. 'or that reason some firms 0and some
firms for particular %obs2 use external expert consultants for
recruitment and selection.
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8ually some small organi3ations exist to 5head hunt5, i.e. to attract
staff with high reputations from existing employers to the
recruiting employer. !owever, the 5cost5 of poor selection is such
that, even for the mundane day(to(day %obs, those who recruit and
select should be well trained to %udge the suitability of applicants.Outsourcing is also done through consultancies by mentioning the
re8uirement, number and time.
=here the organi3ation 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 o$end the sex, race, etc.
antidiscrimination legislation either directly or indirectly. The form
on which the applicant is to apply 0personal appearance, letter of
application, completion of a form2 will vary according to the postsvacant and numbers to be recruited.
/nterviewing can be carried out by individuals 0e.g. supervisor or
departmental manager2, by panels of interviewers or in the form
of se8uential interviews by di$erent experts and can vary from a
five minute 5chat5 to a process of several days. Jltimately personal
skills in %udgment are probably the most important.
Training in interviewing and in appraising candidates is clearly
essential to good
recruitment. 1argely the former consists of teaching interviewers
how to draw out the interviewee and the latter how to rate the
candidates. 'or consistency 0and as an aid to checking that2 rating
often consists of scoring candidates for experience, knowledge,
physicalLmental capabilities, intellectual levels, motivation,
prospective potential, leadership abilities etc. 0according to the
needs of the post2. Application of the normal curve of distribution
to scoring eliminates freak %udgments
T2 e C2 art of Recrui t ment D ! el ecti on
Pro cess 2 as b een gi 6en 2 ere1
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HO3
Reuisitio
n for
Bacancy to
be as per
Org
2art
'" 3ata ban@
HR
("
Re Agency
)" Poornata
!2ort %isting
E#3
$nduct
ion
!c2eduli
ng t2einter6ie
F
JoiningOffer
%etter
!election D
#egotiatio
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( " P erf o rm a n ce 8a n ag e m e n t ! y stem1
/t is a structured method of formally and ob%ectively evaluatingemployeesB performance with respect to their ob%ectives. /t
addresses the issue of an employeeBs development by providing
them with structured and in(depth analysis of strengths and areas
of improvement. /t provides with input for annual increments,
training and development.
'or an organi3ation the aim should not be %ust to have the best
people, but also to retain them and get best out of them.
mployee #erformance management includes planning work andsetting expectations, developing the capacity to perform,
continuously monitoring performance and evaluating it.
Gost organi3ations focus on an annual evaluation process for
employees and call that #erformance Ganagement. !owever,
annual evaluations are often sub%ective and can lack
specific measurements and supportive data to help the employeetruly improve their behavior.
*imply putting, a #erformance Ganagement *ystem is essential to
the success of any organi3ation because it influences the e$ort
expended by employees, which in turn, drives bottom(line business
results. 'urthermore, the #erformance Ganagement *ystem helps
an organi3ation identify, recruit, motivate, and retain key
employees.
An effective #erformance Ganagement *ystem
should achieve the following@
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Review the employment cycle of
every employee,
9eginning with the
recruiting process,
mployee
development,
nding with effective
exit interviews.
mployeeBs knowledge, skills, and abilities with theorgani3ation5s human capital needs and business ob%ectives.
#rovide managers and employees with the tools necessary to
focus on short(term and long(term goals that contribute to both
career and organi3ational success.
*upport the organi3ation in developing and sustaining a culturethat recogni3es and rewards individual contributions and team
performance.
#romote a work climate that re8uires employees to remain
flexibly focused. 'or instance, employees can manage current
tasks and unit goals while keeping pace with, and adapting to,
change in the work environment.
!R #erformance Ganagement *ystem can be
performed in three steps@ Ieeds Analysis/dentifying ompetencies
Eevelopment of e$ective #erformance Ganagement *ystem.
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P 4R P O! E1
?or Administration(
Eocument !R decisions with regards to performance N its
related issues.
Eetermine promotion of employees.
Eetermine increment in pay of employees.
Eetermine transfer N change in %ob assignments.
Eetermine retention or termination.
Eecide on layo$s.
Eecide need for training
Eecide salary N related issues.
?or 3e6elopment;
#rovide performance feedback to all concerned.
/dentify individual skills, core competencies, strength N
weaknesses.
Assist employees in setting goals.
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/dentify training needs.
/mprove communication.
8 et 2 od e m pl oy e d G
Ra ti n g D Co n tr ibu t i on
8a n ag e m e n t b y Ob Cec ti 6 e s 9 8 O :(
Advanced by #eter '. Erucker, way back in 7+). Euring last
decade about +D organisations have adopted G9O in work settings.
G9O is a process whereby superior N subordinate managers of an
organi3ation %ointly identify its common goals, define each
individualBs ma%or areas of responsibilities in terms of resultsexpected of him N use these measures of guides for operating the
unit N assessing the contribution of its members.
The G9O focuses attention on participatively set goals that are
tangible, verifiable
N measurable.
The superior N subordinates %ointly determine goals to beconsidered during appraisal period N what level of performance is
necessary for subordinates to satisfactorily achieve specific goals.
Euring performance appraisal period the superior N subordinates
update N alter goals as necessary due to changes in business
environment.
/f not achieved identify reasons for deviation.
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! ystem of P er f o r m a n c e A pp r a i sal G
a2 stablish #erformance *tandard.
b2 ommunicate standard N expectation to employees.
c2 Geasure actual performance, by
following instructions. d2 Ad%ust actual
performance due to environment influence.
e2 ompare actual performance with set
standards N find out deviations. f2 *uggest
changes in %ob analysis N standards if necessary.g2 'ollow up.
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P R O%E 8 ! ;
Rating biases(
!alo effect
rror of central tendency.
#ersonal #re%udice.
Recency effect.
Gainly the performance management is done by online system
includes the following basic processes@
. Annual goal setting
". Gid year review
&. Annual performance review
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'"Annu al go al settin g G
/n the month of AprilLGay every year, after the annual planning
and budgeting rounds, all teams identify their MRABs and goals for
the forthcoming financial year. This process occurs by o$line.
Then the employees fill their goal setting document in the
#oornata system, listing the MRABs, oals, Geasurement riteria,
Assigning =eightage and due date for completion of specificgoals as already discussed offline.
Then they notify the same to their managerLimmediate
supervisor and await approval.
The manager recommends any changes if re8uired 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
managerBs manager
0Reviewer2 for their indirect
subordinates.
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(" 8id
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)" Trainin g and 3 e6 elop ment
The needs of individual are ob%ectively identified N necessaryinterventions 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, fre8uency of training and development
programs and budget allocation. Training and developmentprograms can also be designed depending upon %ob re8uirement
and analysis. *election of trainees is also facilitated by %ob
analysis.
The company has a strong focus on manpower training
according to their re8uirements. The internal training
department aims at improving the skill sets relevant to the
work profile of employees.
This includes improving
communication(
Ei$erent skills
(mail programming
Operation systems.
The design of the training program can be undertaken only
when a clear training ob%ective has been produced. The training
ob%ective clears what goal has to be achieved by the end of
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training program i.e. what the trainees are expected to be able
to do at the end of their training. Training
ob%ectives assist trainers to design
the training program.
T r a ining 3e s ig n;
T2e trainer F 9efore starting a training program, a trainer
analy3es his technical, interpersonal, %udgmental skills in order
to deliver 8uality content to trainers.
T2e trainees F A good training design re8uires close scrutiny
of the trainees and their profiles. Age, experience, needs and
expectations of the trainees are some of the important factors
that a$ect training design.
Training climate F A good training climate comprises of
ambience, tone, feelings, positive perception for trainingprogram, etc.
Trainees learning style F 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 F Once the training ob%ective 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.
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Training topics F 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.
!euence the contents F ontents are then se8uenced in afollowing manner@
K 'rom simple to complex
K Topics are arranged in terms of their relative importance
K 'rom known to unknown
K 'rom specific to general
K Eependent relationship
Training tactics F Once the ob%ectives and the strategy of the
training program becomes clear, trainer comes in the position
to select most appropriate tactics or methods or techni8ues.
The
method selection depends on the following factors@
K TraineesB background
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K Time allocated
K *tyle preference of trainer
K 1evel of competence of trainer
K Availability of facilities and resources, etc
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$mp r o 6 e p e r f o r m a n ce1
PTraining N Eevelopment is any attempt to improve current or
future employee performance by increasing an employeeBs ability
to perform through learning, usually by changing the employeeBs
attitude or increasing his or her skills and knowledge.Q
The need for Training and Eevelopment is determined by the
employeeBs performance deficiency, computed as follows.
Training N Eevelopment Ieed *tandard
#erformance F Actual #erformance
Training1 Training refers to the process of imparting specific
skills. An employee undergoing training is presumed to have hadsome formal education. Io training program is complete without
an element of education. !ence we can say that Training is
offered to operatives.
3e6elopment1 Eevelopment means those learning opportunities
designed to help employees to grow. Eevelopment is not
primarily skills oriented. /nstead it provides the general
knowledge and attitudes, which will be helpful to employers inhigher positions. fforts towards development often depend on
personal drive and ambition. Eevelopment activities such as
those supplied by management development programs are
generally voluntary in nature. Eevelopment provides knowledge
about business environment, management principles and
techni8ues, human relations, specific industry analysis and the
like is useful for better management of a company.
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T2e T ra i n i n g $npu t s a r e1
*kill
ducation
Eevelopment
thics
#roblem *olving *kills
Eecision Gaking
Attitudinal hanges
$ m p o rt a n ce o f T r ai n i ng D 3 e 6 e lo p m ent1
!elps remove performance deficiencies in employees
reater stability, flexibility and capacity for growth in an
organi3ation
Accidents, scraps and damages to machinery can be avoided
*erves as e$ective source of recruitment
/t is an investment in !R with a promise of better returns in
future
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Reduces dissatisfaction, absenteeism, complaints and turnover
of employees
#eeds o f Tr a i n i ng1
/ndividual level
Eiagnosis of present problems and future challenges
/mprove individual performance or fix up performance deficiency
/mprove skills or knowledge or any other problem
To anticipate future skill(needs and prepare employee to handle
more challenging tasks
To prepare for possible %ob transfers
Tr a i n i n g g i6 en o n1
*afety aspects
9ehavorial aspects
Technical aspects
ommunication skills
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$ den t i f ic a t io n o f Tr a i n i n g#ee d s 98et 2 o d s :
/ndividual Training Ieeds /dentification
. #erformance Appraisals
". /nterviews
&. Huestionnaires
). Attitude *urveys
+. Training #rogress 'eedback
-. =ork *ampling
S. Rating *cales
& r o up % e 6 e l T r a in ing#eeds $ den t i f i c a t i o n
. Organi3ational oals and Ob%ectives
". #ersonnel L *kills /nventories
&. Organi3ational limate /ndices
). $iciency /ndices
+. xit /nterviews
-. G9O L =ork #lanning *ystems
S. Huality ircles
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>. ustomer *atisfaction *urvey
7. Analysis of urrent and Anticipated hanges
enef its o f T r a i n i n g#eeds $ d e nt i f i c a t i o n
. Trainers can be informed about the broader needs in
advance
". Trainers #erception aps can be reduced between
employees and their supervisors
&. Trainers can design course inputs closer to the specificneeds of the participants
). Eiagnosis of causes of performance deficiencies can be
done.
* " Talen t 8a nag ement1
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/t is a holistic and systematic process, across the group. /t is
built on the work done so far on people processes, and has a
Talent /dentification and Talent Eevelopment *trategy for all the
& levels of management i.e. *enior, Giddle N ?uniorGanagement. This is facilitated by Eevelopment Assessment
enter followed by /ndividual Eevelopment #lan, enabling planned
succession and career management.
T2e talent management process
includes HR process for1
Recruitment,
#erformance,
ompensation,
*uccession planning,
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1earning and other capabilities around self(service,
Analytics
Reporting.
=ith businesses going global and competition becoming intense,
there is mounting pressure on organi3ations to deliver more and
better than before. Organi3ations therefore need to be able to
develop and deploy people who can articulate the passion and
vision of the organi3ation 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 77Ds. /t 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.
ompanies that are engaged in talent management 0human
capital management2 are strategic and deliberate in how they
source, attract, select, train, develop, promote, and move
employees through the organi3ation. This term also incorporates
how companies drive performance at the individual level
0performance management2.
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The term talent management means di$erent
things to different people.
To some it is about the management of high(worthindividuals or Pthe talentedQ.
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
organi3ational core competencies as well as position(specificcompetencies. The competency set may include knowledge, skills,
experience,
and personal traits 0demonstrated
through defined behaviors2
+ " J ob A nalysis D E6a lua t ion1
/t is broadly categori3ed in two parts. ?ob Analysis is a process to
understand the %ob, identify and disaggregate the activities,
competencies and accountabilities associated with the %ob. /tdefines and clusters the task re8uired to perform the %ob. /t also
clarifies boundaries between %obs. The output of ?ob Analysis
exercise is referred to as %ob description.
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.
!TE P!1
2 P r o c e s s o f C o l l e c t i n g $ n f o r m a t i o n
P?ob Analysis is a process of studying and collecting
information relating to operations and responsibilities of a
specific %ob. The immediate products of this analysis are ?ob
EescriptionB and
?ob
*pecifications
B.Q
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(: ! ys t e m a t i c E 7 p l o r a t i o n o f A c t i 6 i t i e s
P?ob Analysis is a systematic exploration of activities within a %ob.
/t is a basic technical procedure that is used to define duties and
responsibilities and accountabilities of the %ob.Q
&2 $ d e n t i f yi n g J o b R e u i r e m e n t s
P?ob is a collection of tasks that can be performed by a singleemployee to contribute to the production of some product or
service, provided by the organi3ation. ach %ob has certain ability
re8uirements 0as well as certain rewards2 associated with it. ?ob
Analysis is a process used to identify these re8uirements.Q
ach %ob is a uni8ue description of a role that a person can hold
in an organi3ation or re8uired to be performed for the business
benefit of that organi3ation. =hen %obs are created, their tasksand re8uirements are taken into consideration.
Jobs are used in t2e folloFing components1
Job and Position Description
Shift Planning
Personnel Cost Planning
Career and Succession Planning
#o t e 1
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J ob descri pti ons s2oul d be as gene ral as
possi bl e a nd as det ail ed as n ecess ar y"
JO !
obs
Jobs are
general
classificatio
ns of tas@s
performed
by
employees
E7amples 1
Head of 3epartment
Auyer
!ecretary
9ead Of !ept.
Se(retar%
Bu%er
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Po sit io n s1
Positions
Positions are
t2e concrete
representation
of obs" T2ey are
2eld
by indi6iduals
at your
enterprise"
Job1
Hea
d of
3ep
t"
Positions are
specific to your
enterprise
8ore t2an one
position can be
based on t2e same
ob
Eac2 position
typically represents
one employeeI but
may be partially
filled by more t2an
one
Positi
on1 HO3
1
Purc2as
ing
Posit
ion1
HO3
1
!ales
Posi
tion
1
HO3
1 HR
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, " O r g a n iz a t io n a l ! t r u c t u re1
Jsing the basic ob%ect types F constructs of relationships is built to
mirror the business edifices and processes. 9y assigning ob%ectcharacteristics, validations, re8uirements etc, we can capture
complex organi3ational realities with relative ease.
Pro cess ?l oF 1
9efore creating all of the other necessary ob%ects and
relationships, the user must first create a
root organi3ational
unit. Once
one organi3ational unit has been created, it
is recommended to
create the appropriate organi3ational units below it.
?obs may be created after an organi3ational unit exists in themodel.
Vou can assign cost centers to organi3ational units and #ositions.
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-" Co mp ensatio n P2iloso p2y o f t2e co mpan y ;
/t is an outcome of what the Organi3ation 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 T 0ost To ompany2 but also they are
concerned about overall employee well being though they may
not put any monetary value on items like *cholarships, lub
membership, Retirement benefit, !ealth and Accident coverage.
The roupBs approach towards various aspects of compensation focuses on@
K #ay for performance 0Wariable #ay2
Rewards stretch performance which is linked to business, team
and individual results
K ompensation increase
#ay for the %ob
/nternal e8uity based on contribution to the organi3ation
K xternal benchmarking
Relevant industry segment and people market
#arameters beyond compensation@ head countL levelL reporting
/ndividual profile and performance
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To be market aware, not blindly follow market practices
K Compensation structure
Tax e$icient but compliant
ommon perk structure but varying amount
Three ma%or terms used in the companyBs compensation@
'" ? i7 e d Cos t 1 /t is the fixed component of the salary that is
committed to an employee and is paid on monthly L annual basis.
This includes base salary, all perks and reimbursements and
retrials such as #', ratuity and *uperannuation.
(" Ba r ia b le P ay 1 This is the variable component, payout of which
is contingent on 9usiness, JnitLXone and /ndividual performance.
Targets for the year will be fixed and communicated at the
beginning of every performance year
)" Cost t o C o m p a n y@ This is a sum of 'ixed
ost and Wariable #ay.
T is decided based on designation, 8ualification and
experience. 9asic is around )"U of fixed cost without housing.
#erks and allowances are fixed as per the designations. Wariable
pay based on %ob band is payable at >U, +U and "U of fixed
cost without housing. 9alance amount is
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paid as special
allowance.
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properly conducted, the interview provides the employer with the
opportunity to@
Eiscuss and clarify the reasons
for the termination
larify pay and benefits issues 0e.g., receipt of the last
paycheck, the amount of unused vacation, conversion or
continuation of benefits, terms of a severance package,
unemployment insurance, etc.2
xplain company policies relating to departing employees0e.g., trade secret confidentiality, restrictive covenants or non(
compete agreements, the possibility of future re(
employment,
freelance or contract work, the provision of references to
prospective employers, etc.2
nsure the return of keys, security cards, and company property
Obtain information about improper or 8uestionable
management practices connected with the employee5s
termination
Obtain information about a supervisor5s management skills
Obtain information about how effectively a department operates
Obtain feedback about employees5 opinions and attitudes about
the company
Resolve or defuse any remaining disputes with the exiting
employee
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#rotect itself against subse8uent charges that the
employee was forced to resign 0i.e., constructive discharge2
!uggestions1
The company should give the compensation as per to theskills, so that the employees could do the e$icient work.
Organi3ations must enhance work force motivation to
improve productivity. =orkers must be encouraged and
motivated to develop a customer satisfaction mind set.
Organi3ations need to empower their workers by allowing
them greater autonomy and control and to design %obs
that are more stimulating. This will enhance the personal
productivity.
/nterdependency of di$erent departments should be well
studied, co(ordinated for e$ective output.
Training schedule is worked out well here with proper
planning schedule.
Recruitment proper planned, structured according to
openings in plant, new vacancies.
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oal *etting programs undertaken with schedule to find
potential prospective employees for higher posts, giving
training, discussing the on %ob responsibilities.
The employee goals are well studied and structured. The
Mey Related Areas are properly designed N clearly
mentioned to employees.
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%imitations1
Euring the pro%ect 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 Ganager driven and the staff member
is expected to be compliant in the interview .
The process usually involves the Ganager giving theiropinion 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.
*ometimes, proper weightage may not be given to di$erent8ualities to be rated.
Actual rating of sub%ective factors like initiative N
personality of employees may not be on scientific lines.
*uperior may be biased.
Gethod of Appraisal unreliable.
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$ $ % $O& RAP H < 1
333 .google .(om
333 .ufle1ltd .(om
333 .fle1film .(om
333 .ufle1engg .(om
333 .3i2ipedia .org
http://www.google.com/http://www.uflexltd.com/http://www.flexfilm.com/http://www.uflexengg.com/http://www.wikipedia.org/http://www.google.com/http://www.google.com/http://www.google.com/http://www.google.com/http://www.uflexltd.com/http://www.uflexltd.com/http://www.uflexltd.com/http://www.uflexltd.com/http://www.uflexltd.com/http://www.flexfilm.com/http://www.flexfilm.com/http://www.flexfilm.com/http://www.flexfilm.com/http://www.flexfilm.com/http://www.uflexengg.com/http://www.uflexengg.com/http://www.uflexengg.com/http://www.uflexengg.com/http://www.uflexengg.com/http://www.wikipedia.org/http://www.wikipedia.org/http://www.wikipedia.org/http://www.wikipedia.org/http://www.wikipedia.org/http://www.google.com/
8/19/2019 Employees Perception About Organization HR Practices and Welfare
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Re f ere n ce s 1
T e7t oo @ s1
Thornton, .. N =.. 9yham 07>"2 Assessment centres and
Ganagerial #erformance, Academic #ress, Iew Vork .
T.W.Rao N J. #areek 07S>2 #erformace Appraisal and Review@
Operating Ganual, 1earning *ystem, Iew Eelhi.
!. Richl 077-2. A *kilful Approach to !igh #roductivityB, !.R.
Gaga3ine, August, 7S(D"
?.A.E onger 'inegold N ..1awler 077>2.BAppraising 9oardroom#erformanceB. !arvard 9usiness Review, ?anuary( 'ebruary.
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A$$E78RE
98E*!"#$$A"RE
$ame, ::::::::::::::::::::::::::::))
*e;,
< = (ale < = Female
Age,
< =8pto >? years < = >?@.? years < = .?@? years < = abo+e ? years
(arital *tatus,
< = (arried < = 8nmarried
Bears of ser+ice,
< =8pto > years < = >@ years < = @? years < = abo+e ? years
(ont&ly "ncome,
< = below ?5??? < = ?5???@>?5??? < = >?5???@.?5??? < = abo+e .?5???
*!8DB FAC!#R*,
SA< Strongl% agree0 A< Agree0 NS< No re$pon$e0 !A< !i$agree0 S!A< Strongl%
!i$agree
8/19/2019 Employees Perception About Organization HR Practices and Welfare
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*)no
)
Particulars *
A
A $
R
D
A
*D
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