1.1 Introduction A manual that gives HR policies of an organization along with a wide overview of differ different ent HR proced procedure uress such such as work work force force planni planning ng,, enlisti enlisting, ng, pay packag packages es and profits, grooming, employee governance, etc. is called an HR manual. It is usually fashioned fashioned for internal use in the HR department department only. An An HR manual ought to result in the succeeding level of justification, wherever necessary. HR manuals are complete compilations of policies and procedural corroborations relevant to employees within the organization. he content of these manuals is not to be interpreted as the policy but it is to be utilized along with the HR policies formulated by the !epartment of Human Resource "anagement. he HR manual of any organization is formulated to enable the managers and supervisors to accomplish the human resources obligations meted out to them them effica efficaciou ciously sly.. his his is done done by supply supplying ing parame parameters ters and guidan guidance ce for making making decisions, along with supplying all staff members with user#friendly and approachable data. HR manuals are usually developed and revised by Human Resources !epartments of various companies.
he HR manual usually deals with the company policies regarding the following areas of operation. hese include ways and categories of hiring support staff and academic staff, guidelines for fi$ed#term employment, policies for selection and recruitment, position descriptions descriptions,, working working hours of main and support staff, guidelines guidelines for annual leaves and sick sick leav leaves es and and othe otherr form formss of leave leaves, s, salary salary pack packag ages es for for the the vario various us posit positio ions ns,, guidelines to staff grievances, etc. Along with these, the other things such manuals deal with with are% &electi &election on and Recrui Recruitme tment, nt, "ethod "ethodss of employ employmen mentt and workin working g hours, hours, 'le$ibility of employment and development of staff, (pportunity for e)ual employment, &uperannuation and remuneration, *eave, &afety and occupational health, !isciplinary procedures and termination of employment, and other other employment related provisions.
1.2Background of the study Any academic course of the study has a great value when it has practical application in the real life. (nly a lot of theoretical knowledge will be little important unless it is applicable in the practical life. &o we need proper application of our knowledge to get some benefit from our theoretical knowledge. o make it more fruitful when we engage ourselves in such field to make proper use of our theoretical knowledge in our practical life, only then we comes to know about the benefit of the theoretical knowledge. &uch an application is made possible through practical activities. +hen theoretical knowledge is obtained from a course of study it is only the half way of the subject matter. ractical working shows the full application of the methods and procedures through rich ac)uired knowledge of subject matter can be fruitfully applied in our daily life. &uch a procedure of practical application is shown in this study. he study is titled “HRM Policies and Pract Practice ices: s: A tu tudy dy on !a"i !a"i #arms #arms $r $rou% ou%&. &. 'rom 'rom my pract practic ical al study study I tried tried to
complete the report as an academic re)uirement of my "-A degree.
1.' ()*ecti+e of the study $eneral ()*ecti+e of the tudy :
o observe the HR" olicies and ractices% A &tudy on /azi 'arms 0roup1. %ecific ()*ecti+es of the tudy:
2. o observe observe the HR" corresp corresponden ondents ts of the 3ompany 3ompany.. 4. o iden identify tify the variou variouss avenues avenues for improvin improving g the HR" policies policies of /azi 'arms 'arms 0roup. 5. o learn about about recruitmen recruitmentt 6 selection selection procedure procedure of departm department ent of the /azi /azi 'arms 'arms 0roup. 7. o ac)ui ac)uire re in#depth in#depth knowle knowledge dge over the human human resource resource departm department ent of the /azi /azi 'arms 0roup. 8. o sugg suggest est some recomm recommen endat datio ions ns for for solv solvin ing g the the prob problem lemss faced faced by the the /azi /azi 'arms 0roup in HR" olicies and ractices.
1., co%e of the study Human Resources are essential and foundational to the growth and development of any organization and hence the ability to satisfy and retain )uality and trained employee is vital. It must be therefore very crucial to identify if there is an underlying dissatisfaction amongst amongst the e$isting employees employees of the organization organization.. his report report will give a clear idea about about HR" HR" olicie oliciess and ractic ractices es in the /azi /azi 'arms 'arms 0roup1 0roup1 How efficien efficiently tly they they utilize their resources9 resources9 +hat types to benefits they offer to their employees employees to motivate motivate their work9 !oes the training program that they organized is effective or not9 +hat are the aims to develop training program9 o have answers of all these )uestions, it is tried to go through the rogressive *ife Insurance 3ompany *td. HR policies.
1.- Methodology of the study In order to attain the objectives, collection of primary data is necessary. his data will be used to analyze the problem statement. he largest part of the analysis however would obviously be conducted by carrying out the employee satisfaction survey. he intention is to obtain a randomly selected unbiased sample of 4: employees across the company and to )uestion them on various HR 0rounds to assess the employee satisfaction level. herefo herefore re the method methodolo ology gy would would includ includee relevan relevantt inform informatio ation n is collecte collected d from interv interview iews, s, &urvey &urveys, s, observ observatio ation n and annual annual report reportss of the 3ompany 3ompany.. he he relevan relevantt information is collected from the primary sources and also uses the secondary sources of information. Primary data are are collected through: through: •
Relevant file study
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!iscu !iscussi ssion onss with with the the offi officia cials ls of /azi /azi 'arm 'arms, s, who who were were invo involv lved ed with with the the company for a long time.
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'ace to face conversation with other reputed poultry 'arms in the industry
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(bservation
Secondary data are collected collected through: •
Research papers relating poultry production.
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(ther ublished documents, Internet. ;ournals etc.
1. /imitations of the study he sources of the report are collected from different desks, various documents of /azi 'arms 0roup. hough the entire staff member remains busy all the time for their desk work they helped a lot to manage and collect the data 6 information. -ut it was very difficult to collect information on the client as it is very sensitive and secret issue for the 3ompany.
a0 hortage of time %eriod: his report is written within a shorter period of time. &o the
time constraint of the study hindering the course of vast area and time for preparing a report within the mentioned period is really difficult.
)0 Busy orking en+ironment: en+ironment: he officials had some times been unable to provide
information because of their huge routine work. hat is why we do not gather vast knowledge about the critical issues.
here some some inform informatio ation n which which are confid confidenti ential al for c0 ec ecre recy cy of Manag Manageme ement: nt: here collecting the data. &o, some data could not been collected for confidentiality or secrecy of management.
d0 Uneven Sample Distribution: he sample distribution may not be even, there may be
a majority of people coming from a fi$ed range of income level.
2.1 A)out !a"i #arms 'rom a modest beginning in 2=2>, it has grown into the largest producer of broiler and layer day#old chicks in -angladesh. hey are also the largest producer of poultry feed in -angladesh.
In -angladesh, they are the franchisee of 3obb#?antress of the @nited &tates of America for the 3obb 8:: broiler, considered to be the best in the world. Hy#line, the oldest poultry breeding company c ompany of the world and 3argill, the American feed f eed producer, are the other strategic partners of the /azi 'arms 0roup. /azi 'arms now operates 4 grand parent farms, 5 parent growing farms, parent production farms, B hatcheries and two pellet feed mills. heir present production capacity is 2. million day#old chicks per week. About 58C of all chicks sold in -angladesh come from /azi 'arms. /azi 'arms has begun e$ports to the "iddle#
2.2 om%any )ackground /azi 'arms *imited was established in 2==> as a hatchery for imported eggsE the following year it started its own parent farms. In 4::7 production started in our grand# parent F0G farms. which was responsible for -angladeshs first e$ports e $ports of hatching eggs and day#old chicks in 4::7. In that year, our "anaging !irector, /azi ahedul Hasan, was named -usinessperson of the Jear Jear by the !aily !ail y &tarK!H* -usiness Awards. Awards.
2.' Management Profile Mr. !a"i 3ahedul Hasan , an architectKengineer, obtained his ". Arch. degree from
Harvard @niversity in the @&A. He was a professor of the !epartment of Architecture at -angladesh @niversity of
4r. Pereen Hasan , wife of "r. /azi ahedul Hasan, received an ".A. in
!haka @niversity, and another ".A. and a h.!. FHistory of 'ine ArtsG from Harvard @niversity. @&A. resently, she is a professor at !haka @niversity. &he is a !irector of all companies in /azi 'arms 0roup.
Mr. !a"i 3eeshan Hasan obtained his -.A. in
his his ". heo heolo logi gica call &tud &tudie iess from from Harv Harvar ard d @niv @niver ersi sity ty,, @&A, @&A, and and an his his ".&c ".&c.. F"anagement of Information &ystemsG from the *ondon &chool of
Mr. !a"i 3ahin Hasan obtained his -.A. F
his "aster of ublic Administration degree from 3olumbia @niversity, @&A. He is a !irector of /azi 'arms *imited and its sister companies. He has been responsible for the
production operations of /azi 'arms 0roup for the past ten years. He has received training in poultry in the @.&.A. and hailand
2., #arms and Hatcheries: he farms of /azi 'arms group are located in the remote rural regions of • • •
hakurgaon anchagar 0ajipur districteach
Dayanpur, 3hitagong, 3omilla, &ylhet, 0opalgonj and &hirajgonj
hese farms have the largest production capacity of 2. million chicks per week. Around 2::: employees work in these hatcheries.
2.- #eed mills: ash and pellet feed for parent flocks are produced under strict hygienic conditions using latest feed mill technology and automated batching. /azi 'arms is also active in maize production in -angladesh.
2. ales netork: 3hicks from the hatcheries of the group are distributed all over the country by the largest sales network consisting of 4 sales e$ecutives and more then 7:: distributors. 'rom the hatcheries fresh chicks are supplied to farmers even in remote corners of the country.
2.5 6ision: o be one of the best managed commercial organization in -angladesh in terms of )uality, technology, innovation, operational e$cellence and growth. And produce day# old#chicks of the highest international standards.
2.7 Mission: (ur mission is to produce best )uality day# old#chicks of the country, compatible with international standards.
2.8 !a"i #ood Industries /azi 'ood Industries *imited is a recent venture of the /azi 'arms 0roup. *ocated in -eron, -eron, Ashulia, Ashulia, /'I* produces produces and sells premium dairy ice cream with minimum minimum 2:C milk fat Fas per international standardG under the brand name -ellissimo. Another line of ice creams and ice lollies is produced and sold under the brand name aDee.
A range of frozen food products are sold under the brand name /azi 'arms /itchen. hese are all guaranteed to not contain any antibiotic residues, as chickens are not fed any antibiotics within B days of slaughter, as per international practice. he meat is also guaranteed to be produced from chickens raised on feed not containing "-" Fmeat and bone mealG as per
2.19 Products Broiler %arent chicks and )roiler chicks
/azi 'arms 0roup is the -angladesh franchisee of 3obb#?antress 3obb#?antress @&A for the 3obb 8:: broiler, acknowledged to be the best broiler in the world. he 3obb 8:: parent and broiler chicks of /azi 'arms 0roup are considered to be the best performing chicks in the domestic market, and are sold at a premium over other broiler breeds.
/ayer chicks and ta)le eggs
/azi /azi 'arm 'armss 0rou 0roup p is also also the the distr distrib ibut utor or for for Hy#li Hy#line ne brow brown n and and whit whitee layer layerss in -angladesh. -angladesh. Hy#line International International is the oldest poultry poultry breeding company of the world, and is the leading breeders of layers. /azi 'arms own commercial layer farms make it the largest producer of commercial table eggs in -angladesh.
#eed
/azi 'arms 0roup e$panded its operation into poultry feed manufacture in 4::>. +ithin a very short period it has become recognized as a market leader in both )uality and volume. In order to ensure feed )uality, /azi 'arms 0roup received technical assistance from 3argill @&A and -uhler &witzerland to set up its commercial feed mill operation.
he he 0ajar 0ajaria ia feed feed mill mill uses uses state state#o #of#t f#the he#ar #artt saniti sanitizi zing ng pell pellet et mill millss from from -uhl -uhler er of &witzer &witzerlan land, d, manufa manufactu cturer rer of the world worldss best best feed e)uipm e)uipment ent.. -y elimina eliminatin ting g any possible bacterial contamination from f rom the feed, the -uhler sanitizing pellet mills ensure that poultry farmers e$perience fewer disease outbreaks and see better results.
2.11 Producing #eed &ince starting trial production in ;anuary 4::>, /azi 'armsL centrally located poultry feed mill in 0ajaria, "unshiganj has become established as the leader amongst local producers. /azi 'armsL goal is to provide international )uality feed at an affordable price. In order to ensure feed )uality, /azi 'arms gets technical assistance for the running of the mill from 3argill, @&A. 3argill is the world largest producer of animal feed and runs feed mills in B: countries. All of the /azi 'armsL feed formulations are provided by 3argill, ensuring the international )uality of the products.
'ollowing 3argillLs e$pert guidance on feed mill technology, /azi 'arms imported state# of#the#art sanitizing pellet mills from -uhler of &witzerland, manufacturer of the worldLs best feed e)uipment. hese pellet mills are e)uipped with feed sanitizers ensure that our feed is free from harmfu harmfull bacteri bacteriaa such as salmon salmonella ella and e.coli e.coli,, thus thus removi removing ng one major route route of contaminatio contamination n in farms and helping farmers to maintain maintain bio#security. bio#security. /azi 'arms is the first feed mill in Asia to utilize this new sanitizing technology from -uhler. +ith a total production capacity of 7: metric tons per hour, /azi 'armsL 0ajaria plant is the largest in -angladesh as well as one of the largest in &outh Asia. 'our silos, each of 8,::: ton capacity, capacit y, are now under construction. A jetty and e)uipment e )uipment to unload vessels will be added soon. In a few short months, most of /azi 'armLs day#old chick customers have moved to using the /azi 'eed. o meet the re)uirements of /azi 'armsL breeder farms, /azi 'arms also operates a second feed mill in the north of the country at &alander, hakurgaon. hakurgaon.
2.12 /eaders in )roiler chick %roduction /azi /azi 'arm 'armss is the the large largest st prod produc ucer er of broi broiler ler chic chicks ks in -ang -anglad ladesh esh.. (f the the tota totall production, 58C comes from this farm, while the other nearly 2:: hatcheries produce the remaining )uantity. heir capacity at present is 2. million chicks per week, and is e$pec e$pecte ted d to e$ce e$ceed ed 4.8 4.8 mill millio ion n chic chicks ks per per week week by this this year year.. /azi /azi 'arm 'armss is the the -angladesh franchisee for 3obb 8::, universally acknowledge to be the best broiler in the world. he 3obb 8:: broiler chick produced by /azi 'arms is considered considered to be the finest available in the domestic market, and is sold at a premium. 3ompared to other broiler breeds, 3obb 8:: offers faster fas ter growth, higher livability,, livability,, superior uniformity and better feed utilization. /azi 'arms places more then more than a million parents in 5 growing parent farms and production parent farms. he farms are all single#age, and e)uipped with pan and chain feeders, nipple drinkers, evaporative cooling and tunnel ventilation. -io#security was the most most import important ant consid considerat eration ion in selectin selecting g the farm locatio locations. ns. &trict &trict bio#sec bio#securi urity ty is essential to keep the parent stocks free from diseases.
he eggs from the parent farms are sent to > hatcheries located around the country in the major broiler growing regions. here the eggs are hatched and fresh chicks are supplied to the farmers in the areas surrounding each hatchery. /azi 'armsL production production work force is highly highly skilled. skilled. heir breeder breeder productivity productivity is high compared to be performance of 3obb 8:: breeders in other countries. heir personnel are assisted by the e$perienced foreign technicians.
2.1' /eaders in /ayer hick Production /azi 'arms is the distributor for Hy#*ine International of the @nited &tates of America is the oldest poultry breeding company of the world and is the leading primary breeders of layers. Hy#*ine is the leading breed in -angladesh with a market share of about 55C.
Hy/ine Bron /ayer
Hy#*ine brown performs e$tremely well in hot and humid climates. It is a prolific producer of high )uality dark brown eggs, with low low mortality, high resistance to diseases, and high feed efficiency. his layer shows superior performance in poor management and poor feed situations.
Hy/ine ;hite /ayers
Hy#*ine white layers are now )uite popular in -angladesh. 3ompared to other white layer breeds, Hy#*ine white has lower mortality. At culling, farmers are able to sell higher higher numbers numbers of birds which improves improves profitability profitability.. his layer produces eggs of best )uality and the lowest number of unsaleable eggs.
*ow *ow feed feed cons consum umpt ptio ion n when when comp compar ared ed to othe otherr bree breeds ds is the the most most impo import rtan antt characteristic of this bird from the profit point of view.
2.1, ales and ser+ice :: feed and chick distributors all over the country, who in turn re#sell to the ultimate farmers. o ensure that farmers get freshly#hatched, fully hydrad chicks even in the heat of the summer summer,, /azi /azi 'arms 'arms have have establi establishe shed d > hatche hatcheries ries around around the country country.. he he locations have been carefully chosen to enable )uick transport to major poultry farming zones. hus /azi 'armsL customers can always be assured of receiving the best )uality fresh chicks around the year. /azi 'armsL efficient feed distribution system helps it to deliver feed to all its customers with minimum storage and transport costs.
2.1- After ale er+ice /azi 'arms has sat up a service network of veterinarians and animal husbandry graduates to help help farmers farmers with with their their managem management ent and disease disease problem problems. s. hey hey regula regularly rly visit visit customersL farms. hey also hold seminars where management issues are discussed. heir laboratories provide additional service to the farmers. *aboratory services open to all the customers.
2.1 /a)oratory he 3entral *aboratory of the /azi 'arms 0roup is well e)uipped for regular monitoring of flock health, diagnosis of poultry disease, feed and ingredient analysis and cleanliness audit of hatcheries, poultry shades, egg rooms etc. <*I&A is used for health status monitoring and diagnosis. 3onstant flock health status monitoring at the laboratory helps us to maintain grand parent and parent flocks in a virtually disease free state. he use of the laboratory is available to all the customers.
"ore and more farmers are now seen using laboratory facilities to carefully control immunity against diseases. here is another laboratory for feed and ingredient testing at the 0ajaria feed mill.
2.15 <=%orts /azi 'arms is the first -angladeshi company to start e$porting parent stock chicks, hatching eggs and day old broiler chicks. hey are e$porting to &audi Arabia, (man and Depal. hey are now increasing their production in order to increase the e$port volumes substantially as the 3obb 8:: breed is e$tremely popular in these markets. /azi 'arms e$port high )uality products at reasonable prices. -angla -angladesh desh is comple completely tely free from from highly highly pathog pathogenic enic and low pathog pathogeni enicc avian avian influenza. It is completely safe to import chicks and hatching eggs from -angladesh. Azian Influenza#free certificates from the department of the livestock service of the 0overnment of -angladesh can be provided with each e$port shipment.
'.1 HR Recruitment
Recruitment is an important part of an organizationLs human resource planning and their comp compet etiti itive ve stren strengt gth. h. 3omp 3ompete etent nt huma human n reso resour urce cess at the the right right posit positio ions ns in the the organizati organization on are a vital resource resource and can be a core competency competency or a strategic strategic advantage for it. he he objec objecti tive ve of the the recru recruitm itmen entt proc process ess is to obtai obtain n the the numb number er and and )uali )uality ty of employees that can be selected in order to help the organization to achieve its goals and objectives. +ith the same objective, recruitment helps to create a pool of prospective employees for the organization so that the management can select the right candidate for the right job from this pool. According According to
A process of finding and attracting capable applicants for employment. he process begins when new recruits are sought and ends when their applications are submitted. he result is a pool of applications from which new employees are selected.
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It is the process to discover sources of manpower to meet the re)uirement of staffing schedule and to employ effective measures for attracting that manpower in ade)ua ade)uate te number numberss to facilita facilitate te effecti effective ve selectio selection n of an efficie efficient nt workin working g force.
Recruitment of candidates is the function preceding the selection, which helps create a pool of prospective employees for the organization so that the management can select the right candidate for the right job from this pool. he main objective of the recruitment process is to e$pedite the selection process. Recruitment is a continuous process whereby the firm attempts to develop a pool of )ualified applicants for the future human resources needs even though specific vacancies do not e$ist. Recruitment needs •
Planned
he needs arising from changes in organization and retirement policy. •
Antici%ated
Anticipated needs are those movements in personnel, which an organization can predict by studying trends in internal and e$ternal environment. environment. •
>ne=%ected
Resignation, deaths, accidents, illness give rise to une$pected needs.
Pur%oses of Recruitment •
Attract and encourage more and more candidates to apply in the organization.
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3reate a talent pool of candidates to enable the selection of best candidates for the organization.
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Recruitment is the process which links the employers with the employees.
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Increase the pool of job candidates at minimum cost.
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Help increase the success rate of selection process by decreasing number of visibly under )ualified or over)ualified job applicants.
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Help reduce the probability that job applicants once recruited and selected will leave the organization only after a short period of time.
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"eet the organizations legal and social obligations regarding the composition of its workforce.
Recruitment process involves a systematic procedure from sourcing the candidates to arranging and conducting the interviews and re)uires many resources and time. A general general recruitment process is as follows% •
Identifying the vacancy% he recruitment process begins with the human resource department receiving re)uisitions for recruitment from any department of the company. hese contain%
osts to be filled Dumber of persons
!uties to be performed
Mualifications re)uired
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reparing the job description and person specification.
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*ocating and developing the sources of re)uired number and type of employees FAdvertising etcG.
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Arranging the interviews with the selected candidates.
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3onducting the interview and decision making
2. Iden Identi tify fy vaca vacanc ncy y
4. repar reparee job descript description ion and and person person specific specificatio ation n 5. Adve Advert rtis isin ing g the the vacan vacancy cy 7. "ana "anagi ging ng the the resp respon onse se 8. &hort hort#l #lis isti ting ng >. Arra Arrang ngee inte interv rvie iews ws B. 3onduc 3onductin ting g intervi interview ew and and decisio decision n making making he recruitment process is immediately followed by the selection process i.e. the final interv interview iewss and the decisio decision n making making,, convey conveying ing the decisio decision n and the appoin appointme tment nt formalities. ources of Recruitment
#actors Affecting Recruitment
he recruitment function of the organizations is affected and governed by a mi$ of various internal and e$ternal forces. he internal forces or factors are the factors that can be controlled by the organization. And And the e$ternal factors are those factors fac tors which cannot be controlled by the organization. he internal and a nd e$ternal forces affecting recruitment recr uitment function of an organization are%
#actors Affecting Recruitment
c. Observation
2. !irect !irect observa observatio tions ns are useful useful when jobs jobs consist consist of mainly mainly observab observable le physical physical activity as opposed to mental activity. 4. Reactivity Reactivity can can be a problem problem with with direct direct observatio observations, ns, which which is where where the worker worker changes what heKshe normally does because heKshe is being watched. 5. "anagers "anagers often often use direct direct observati observation on and interviewing interviewing together together.. d. Participant Diary / Logs
2. he he employee employee records records every activ activity ity heKshe heKshe engage engagess in, in a diary diary or log along along with the amount of time to perform each activity to produce a complete picture of the job. 4.
'.2 ?o) Analysis @echniues 2. osi ositi tion on Analy nalysi siss Mues Muesti tion onna nair iree FA FAMG is a )ues )uesti tion onna nair iree used used to coll collec ectt )uantifiable data concerning the duties and responsibilities of various jobs, see 'igure
5#8,
on
five
basic
activities%
aG
having
decision#
makingKcommunicationKsocial responsibilities, bG performing skilled activities, cG being physically active, dG operating vehiclesKe)uipment, and eG processing information. 4. !epa !epartm rtmen entt of *abo *aborr roc roced edur uree F!(* F!(*GG is a stan standa dard rdiz ized ed meth method od for for ratin rating, g, classifying, and comparing virtually every kind of job based on data, people, and
things. able 5#2 shows a set of basic activities, and 'igure 5#> gives a sample summary. 5. 'unctional 'unctional job job analysis% analysis% 2G rates rates a job on dataE dataE peopleE peopleE thingsE thingsE the the e$tent e$tent to which which specifi specificc instru instructio ctions ns are necessa necessary ry to perform perform the taskE taskE the e$tent e$tent to which which reason reasoning ing and judgme judgment nt are re)uir re)uired ed to perform perform the taskE taskE and mathem mathematic atical al ability re)uired to perform the taskE and 4G identifies performance standards and training re)uirements. f. Using Multiple Sources of nformation *ikely, no one job analysis method will be
used e$clusively. A combination is often more appropriate. 2. +her +heree possi possibl ble, e, colle collect ct job job analy analysis sis data data usin using g sever several al type typess of coll collect ectio ion n techni)ues and respondents. 4. otential otential inaccuracies inaccuracies in peoplesL peoplesL judgments judgments could could lead to inaccurate inaccurate conclusio conclusions ns III. ource of 4ata Main sources of collection of data for *o) analysis are as folloing: •
•
&upervisor
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"anager
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;ob Analyst
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;ob Analyst FHRG
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(utside consultant
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&upervisorK"anager
I6. Pro)lems ith ?o) Analysis
oo lengthy •
ime consuming and re)uires much patience
•
"ight be a reflection of stereotypes
6. ?o) analysis outcomes a. ?o) descri%tion
he job description is a document that provides information regarding the tasks, duties, and responsibilities of the job. ;ob description takes on an even greater importance under the Americans with !isabilities Act because the description of essential job functions may be critical to a defense regarding reasonable accommodation. 2. ;ob Identification N contains the job title, the '*&A status, date, and possible space to indi indicat catee who who appr approv oved ed the the descr descrip ipti tion on,, the the loca locatio tion n of the the job, job, the the imme immedi diate ate supervisorLs title, salary andKor pay scale. 4. ;ob &ummary &ummary N should describe describe the general nature of the job, and includes includes only its major functions or activities.
5. Relatio Relationsh nships ips N occasio occasionall nally y a relatio relationsh nships ips stateme statement nt is includ included. ed. It shows shows the jobholdersL relationships with others inside and outside the organization. 7. Responsibilities and !uties N he !epartment of *aborLs !ictionary !ictionary of (ccupational of (ccupational itles can be used for itemizing the jobLs duties and responsibilities. ). ?o) s%ecification
"inimum acceptable )ualifications that a person should possess to perform the job are included included in the job specification specification.. &ome of the items often included included are re)uirements re)uirements for education, e$perience, personality, and physical abilities. c. ?o) e+aluation
In ;ob
'.' election Process
4. A%%lication )lanks he candidates who clear the preliminary interview are re)uired to fill application blank. It contains data record of the candidates such as details about age, )ualifications, reason for leaving previous job, e$perience, etc. 5. ;ritten @ests ?arious written tests conducted during selection procedure are aptitude test, intelligence test, reasoning test, personality test, etc. hese tests are used to objectively assess the potential candidate. hey should not be biased. 7. . A%%ointment /etter A reference check is made about the candidate selected and then finally he is appointed.
'., @raining and 4e+elo%ment he )uality of employees and their development through training and education are major factors in determining long#term profitability of a small business. If you hire and keep good employees, it is good policy to invest in the development of their skills, so they can increase their productivity. raining often is considered for new employees only. his is a mistake because ongoing training for current employees helps them adjust to rapidly changing job re)uirements. Pur%ose of @raining and 4e+elo%ment
Reasons for emphasizing the growth and development of personnel include •
3reating a pool of readily available and ade)uate replacements for personnel who may leave or move up in the organization.
•
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-uilding -uilding a more efficient, efficient, effective effective and highly highly motivated motivated team, which enhances enhances the companys competitive position and improves employee morale.
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Research has shown specific benefits that a small business receives from training and developing its workers, including% •
Increased productivity.
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Reduced employee turnover.
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Increased efficiency resulting in financial gains.
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!ecreased need for supervision.
he model below traces the steps necessary in the training process% •
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(rganizational (bjectives Deeds Assessment Assessment
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Is here a 0ap9
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raining (bjectives
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&elect the rainees
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&elect the raining "ethods and "ode
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3hoose a "eans of
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Administer raining
•
Jour business should have a clearly defined strategy and set of objectives that direct and drive all the decisions made especially for training decisions. 'irms that plan their training training process are more successful successful than those that do not. "ost business owners owners want to succeed, but do not engage in training design that promise to improve their chances of success. +hy9 he five reasons most often identified are% Time # Time # &mall businesses managers find that time demands do not allow them to train employees. Getting started # # "ost small business managers have not practiced training employees. he training process is unfamiliar. Broad expertise # expertise # "anagers tend to have broad e$pertise rather than the specialized skills needed for training and development activities. Lack of trust and openness # "any managers managers prefer to keep information information to themselves. themselves. -y doing so, they keep information from subordinates and others who could be useful in the training and development process. Skepticism as to the value of the training # &ome small business owners believe the future cannot be predicted or controlled and their efforts, therefore, are best centered on current activities i.e., making money today. A well#conceived training program can help your firm succeed. A program structured with the companys strategy and objectives in mind has a high probability of improving productivity and other goals that are set in the training mission. 'or 'or any any busi busine ness, ss, form formul ulati ating ng a train trainin ing g strat strategy egy re)ui re)uires res addr address essin ing g a serie seriess of )uestions. •
+ho are your customers9 +hy do they buy from you9
•
+ho are your competitors9 How do they serve the market9 +hat competitive advantages do they enjoy9 +hat parts of the market have they ignored9
•
+hat strengths does the company have9 +hat weaknesses9
•
+hat social trends are emerging that will affect the firm9
he purpose of formulating a training strategy is to answer two relatively simple but vitally important )uestions% F2G what is our business9 And F4G what should our business business be9 Armed with the answers to these )uestions and a clear vision of its mission, strategy and objectives, a company can identify its training needs.
Identifying @raining eeds
raining needs can be assessed by analyzing three major human resource areas% the organization as a whole, the job characteristics and the needs of the individuals. his analysis will provide answers to the following )uestions% •
+here is training needed9
•
+hat specifically must an employee learn in order to be more productive9
•
+ho needs to be trained9
-egin by assessing the current status of the company how it does what it does best and the abilities of your employees to do these tasks. his analysis will provide some benchmarks against which the effectiveness of a tr aining program can be evaluated. Jo Jour firm should know where it wants to be in five years from its long#range strategic plan. +hat you need is a training program to take your firm from here to there. &econd, consider whether the organization is financially committed to supporting the training efforts. If not, any attempt to develop a solid training program will fail. De$t, determine e$actly where training is needed. It is foolish to implement a companywide training effort without concentrating resources where they are needed most. An An internal internal audit will help point out areas that may benefit from training. Also, Also, a skills inventory can help determine the skills possessed by the employees in general. his inventory will help the organization determine what skills are available now and what skills are needed for future development. Also, in todays market#driven economy, you would be remiss not to ask your customers what they like about your business and what areas they think should be improved. In summary, the analysis should focus on the total organization and should tell you F2G where training is needed and F4G where it will work within the organization.
election of @rainees
(nce you have decided what training is necessary and where it is needed, the ne$t decision is who should be trained9 'or a small business, this )uestion is crucial. raining an employee is e$pensive, especially when he or she leaves your firm for a better job. herefore, it is important to carefully select who will be trained. raining programs should be designed to consider the ability of the employee to lea rn the material and to use it effectively, and to make the most efficient use of resources possible. It is also important that employees be motivated by the training e$perience.
@raining $oals
he goals of the training program should relate directly to the needs determined by the assessment process outlined above. 3ourse objectives should clearly state what behavior or skill will be changed as a result of the training and should relate to the mission and strategic plan of the company c ompany.. 0oals should include milestones to help take the employee from where he or she is today to where the firm wants him or her in the future. &etting goals help to evaluate the training program and also to motivate employees. Allowing employees to participate in setting goals increases the probability of success.
@raining Methods
here are two broad types of training available to small businesses% on#the#job and off# the#job the#job techni)ues. techni)ues. Individual Individual circumstances circumstances and the Owho,O Owho,O OwhatO OwhatO and OwhyO of your training program determine which method to use. On-the-job training is is delivered to employees while they perform their regular jobs. In this way, they do not lose time while they are learning. After a plan is developed for what should be taught, employees should be informed of the details. A timetable should be established with periodic evaluations to inform employees about their progress. (n#the# job techni)ues te chni)ues include orientations, job instruction instr uction training, tr aining, apprenticeships, apprentices hips, internships and assistantships, job rotation and coaching.
Off-the-job techniques include techniques include lectures, special study, films, television conferences or discu discussi ssion ons, s, case case studi studies es,, role role play playin ing, g, simul simulati ation on,, prog progra ramm mmed ed inst instru ructi ction on and and laboratory training. "ost of these techni)ues can be used by small businesses although, some may be too costly. c ostly. Orientations are Orientations are for new employees. he first several days on the job are crucial in the success of new employees. his point is illustrated by the fact that >: percent of all employees who )uit do so in the first ten days. (rientation training should emphasize the following topics% •
he companys history and mission.
•
he key members in the organization.
•
he key members in the department, and how the department helps fulfill the mission of the company.
•
ersonnel rules and regulations.
&ome companies use verbal presentations while others have written presentations. "any small businesses convey these topics in one#on#one orientations. Do matter what method is used used,, it is impo import rtan antt that that the the newc newcom omer er unde unders rsta tand nd his his or her her new new plac placee of employment. Lectures present Lectures present training material verbally and are used when the goal is to present a great deal of material to many people. It is more cost effective to lecture to a group than to train people people individually individually.. *ecturing is one#way one#way communication communication and as such may not be the most effective way to train. Also, it is hard to ensure that the entire audience understands a topic on the same levelE by targeting the average attendee you may under train some and lose others. !espite these drawbacks, lecturing is the most cost#effective way of reaching large audiences. ole pla!ing and simulation are trainin training g techni techni)ue )uess that that attemp attemptt to bring bring realist realistic ic decision decision making situations situations to the trainee. trainee. *ikely problems problems and alternative solutions solutions are presented for discussion. he adage there is no better trainer than e$perience is e$emplified with this type of training. <$perienced employees can describe real world e$pe e$perie rienc nces, es, and and can help help in and and learn learn from from deve develo lopi ping ng the the solu solutio tions ns to these these simulations. his method is cost effective and is used in marketing and management training.
"ob rotation involves rotation involves moving an employee through a series of jobs so he or she can get a good feel for the tasks that are associated with different jobs. It is usually used in training for supervisory supervisory positions. positions. he employee employee learns a little about everything. everything. his is a good strategy for small businesses because of the many jobs an employee may be asked to do. #pprenticeships develo develop p employ employees ees who who can do many many differe different nt tasks. tasks. hey hey usually usually involve involve several related groups of skills that allow the apprentice apprentice to practice a particular particular trade, and they take place over a long period of time in which the apprentice apprentice works for, and with, the senior skilled skilled worker. worker. Apprentice Apprenticeships ships are especially especially appropriate appropriate for jobs re)uiring production skills. $nternships and assistantships assistantships are usually a combination of classroom and on#the#job training. hey are often used to train prospective managers or marketing personnel. Laborator! training is is conducted for groups by skilled trainers. It usually is conducted at a neutral site and is used by upper# and middle management management trainees to develop develop a spirit of teamwork and an increased ability to deal with management and peers. It can be costly and usually is offered by larger small businesses. @rainer
who actually conducts the training depends on the type of training needed and who will be receiving it. (n#the#job training is conducted mostly by supervisorsE off#the#job training, by either in#house personnel or outside instructors. In#house training is the daily responsibility of supervisors and employees. &upervisors are ultimat ultimately ely respons responsibl iblee for the produc productiv tivity ity and, and, therefo therefore, re, the traini training ng of their their subordinates. hese supervisors should be taught the techni)ues of good training. hey must be aware of the knowledge and skills necessary to make a productive employee. rainers should be taught to establish goals and objectives for their training and to determ determine ine how these these object objective ivess can be used used to influe influence nce the produc productiv tivity ity of their their departments. hey also must be aware of how adults learn and how best to communicate with adults. &mall businesses need to develop develop their supervisors supervisors training capabilities capabilities by sending them to courses on training methods. he investment will pay off in increased productivity. here are several ways to select training personnel for off#the#job training programs. "any small businesses use in#house personnel to develop formal training programs to be delive delivered red to employ employees ees off line from from their their normal normal work work activi activities ties,, during during company company meetings or individually at prearranged training sessions.
here are many outside training sources, including consultants, technical and vocational scho school ols, s, cont contin inui uing ng educa educati tion on prog progra rams ms,, cham chambe bers rs of comm commerc ercee and and econ econom omic ic develo developme pment nt groups groups.. &electi &electing ng an outside outside source source for trainin training g has advanta advantages ges and disadv disadvant antage ages. s. he he bigges biggestt advant advantage age is that that these these organi organizati zations ons are well well versed versed in training techni)ues, which is often not the case with in#house personnel. @raining Administration
Having planned the training program properly, you must now administer the training to the selected employees. It is important to follow through to make sure the goals are being met. Muestions to consider before training begins include% •
*ocation.
•
'acilities.
•
3omfort.
•
<)uipment.
•
iming.
(rganizatio (rganizations ns need to determine where they want to pay specific jobsKjob categories categories in relation relation to the employment market Findustry and regional regional compensatio compensation n normsG. normsG. -ased on availability of )ualified employees, employees, funds available for salaries, ability to offer non# monetar monetary y attract attractors ors Fsuch Fsuch as vacatio vacation, n, benefi benefits ts or alternat alternative ive work work arrang arrangeme ementsG ntsG organizations make a choice to pay at the low end of the market, in the middle, or at the high end. Placement on salary range
3ompensation policies will often establish criteria for employee placement on the salary range. ypical criteria include years of e$perience, years with the organization or in the position, and specific skill sets related to the position. 3onsideration should be given to how the organization organization wants to position position new hires on the salary range relative to current employees. riteria for salary increases
In order order to ensure ensure fair fair and e)uitab e)uitable le compen compensati sation on practic practices, es, organiz organizati ations ons need need to clearly establish, communicate and apply decision#making criteria for salary increases. !ecisions on salary increases can be based on a number of factors, such as seniority, cost of living increases, or performance FmeritG based. he trend in compensation is toward performance#based pay # organizations choosing to adopt performance based pay need to ensure that they have a clear performance management policy that is applied e)uitably throughout the organization. alary re+ie timing
(rganizations need to establish regular time frames for salary review. ypically salary reviews are conducted annually, often in conjunction with performance reviews. F-est practice organizations hold separate separa te meetings meet ings with employees for performance appraisal and salary review.G review.G
,.1 HR 4e%artment Huma Human n Reso Resour urce ce !epa !epartm rtment ent is conce concern rned ed with with the the peo peopl ple1 e1 and and tran transla slate tess the the organizationLs objectives and plans into the number of workers needed to meet those objectives. objectives. he HR department department is very vital for every organization organization.. It is responsible for hiring hiring and protect protecting ing the company companyLs Ls most most import important ant asset# asset# people people.. +itho +ithout ut strong, strong, satisfied and motivated people in place, a business will not grow to its potential. HR is a small subset of core competencies needed to run a company successfully. /azi /azi 'arms 'arms 0roup 0roup establi established shed their HR K Admin Admin !epartmen !epartmentt from from its origin origin.. his his department is responsible for carrying out the basic functions of any HR department# recruitment of the best suited employees for the organizationE training these employees to meet the standards and e$pectations of the organization organization and develop into a team of very efficient and effective personnelE provide compensation and benefits to meet the needs of these employees and at the same time ensure that the specialized employees are retained in face of lucrative offers from competitorsE and ensure good health and safety of the personnel in the organization. &ome basic functions of an HR e$ecutive includes keeping track of an employeeLs attendance, (ver ime, leave management, basic information about about employ employees ees Ftrack Ftrack recordG recordG,, shift shift manage managemen mentt etc using using some some modern modern softwa software re which helps automatically process salary and retrieve that information when it is needed. his is part of an internal analysis that includes an inventory of the employees and skills already available within the company and their time status. he HR department of /azi 'arms 0roup.
,.2 4e+elo%ment of Human Resources Impr Improv oveme ement nt of HR is a cont contin inuo uous us and and ongo ongoin ing g proc process ess..
"anagement !e !evelopment
4.
3areer !evelopment
5.
(vers versea eass raini ainin ng for for 3aree areerr !eve !evelo lopm pmen entt
om%ensation and Benefits
fact factor orss Fbes Fbesid ides es 3omp 3ompen ensa sati tion onGG that that will will infl influe uenc ncee whet whethe herr appl applic ican ants ts acce accept pt employment with a given organization, or continue working for that organization. /ea+e:
*eave is a privilege and cannot be claimed as a matter of right Fas per labor lawG and it is calculated on the basis of
/azi 'arms 0roup provides transportation for all its employees. 'or Industry workers, /azi 'arms 0roup provide a bus, which transports day and night shift workers. 'or (ffice employees, there are three coasters to pick up and drop off employees from different destination. 'or managers, cars Fwith driversG are provided. Pro+ident #und:
All employees of /azi 'arms 0roup are member of rovident 'und of the company. Do employee shall be deprived of his subscription to rovident 'und due to retrenchment, dismissal, dismissal, discharge discharge or termination termination from service, if he is so entitled to it under the rules of provident fund. Insurance:
/azi 'arms 0roup provides "edical and 0roup *ife Insurance for all its employees. Internshi% Programs:
/azi 'arms 0roup is going to arrange Internship I nternship program in its facility facilit y. 'or this they will select some well#known well#known @niversities because these are the e$cellent source of potential potential employees for entry#level positions in organization. <+ent management:
/azi 'arms 0roup arrange annual picnic, sports, indoor#outdoor training program and social service like flood relief distribution program every year. he motivation behind managementL managementLss offering social and recreational programs is to develop develop cohesiveness cohesiveness among employees, as well as commitment and loyalty lo yalty to the company.
,.' Human resources %lanning: hey need for human resource planning may not be readily apparent. However an organization that does not do planning for human resources may find that it is not meeting meeting either its personal personal re)uirements re)uirements or its overall goals effectively effectively.. 'or e$ample, e$ample, a manufac manufactur turing ing compan company y may hope hope to increa increase se produc productiv tivity ity.. +ith +ith new automa automated ted e)uipment, but if the company does not start to hire and train to people to aspirate the e)uipment before installation ,the e)uipment may retain idle for ,weeks or ever months. &imilar &imilarly ly an#all an#all male, male, all#whi all#white te organi organizati zation on that does not plan to add women women and minority minority group member to its staff may well have travel maintaining maintaining high performance performance and itLs also likely to become the in a civil rights lawsuit. lanning for human resources is a challenging task today, given the increasingly competitive environment, projected labor shortages, changing demographics and pressure from government to protect both empl employ oyees ees and and the the envi enviro ronm nmen ent. t. he he HR" HR" can have have a sign signif ifica icant nt effe effect ct on an organization in a number of ways, depending on what goals a company choose to focus.
,., Recruitment
business models demand skill and e$perience that cannot be sourced or rapidly enough developed developed from the e$isting employee employee base. It would would be unusual unusual for an organization organization to underta undertake ke all aspects aspects of the recrui recruitmen tmentt process process withou withoutt suppor supportt from from third#p third#party arty dedicated recruitment firms. his may involve a range of support services, such asE provision of 3?s or resumes, resumes, identifying recruitment media, advertisement design and medi mediaa plac placem emen entt for for job job vaca vacanc ncie ies, s, cand candid idat atee resp respon onse se hand handli ling ng,, sho short rt list listing ing,, cond conduc ucti ting ng aptitu aptitude de testin testing g, prelim prelimina inary ry interviews or ref referen rence and and )ualification verific verificatio ation. n. ypica ypically lly,, small small organi organizati zations ons may not have have in#hou in#house se resourc resources es or, or, in common with larger organizations, may not possess the particular skill#set re)uired to undertake a specific recruitment assignment. +here re)uirements arise, these are referred on an ad hoc basis to government job government job centers or centers or commercially run employment agencies. agencies. 6acancy
here are > ways by which vacancy is usually created in /azi 'arms 0roup. hese are% Resignation:
A position can be opened by resignation of an e$isting employee. @ermination:
An employee may be terminated from his K her services by discretion of the management or Head Head of HR of the the orga organi niza zatio tion. n. ossi ossibl blee reaso reasons ns for for term termin inati ation on incl includ udee the the following%
3orruption K (ffense
Inefficiency of
"isconduct
-reach of 3ode of 3onduct
Retrenchment:
Any employee employee can be retrenched on ground of redundancy redundancy and then the employer employer shall ordinarily follow the procedure of *ast come first go1 .he employer may deviate from this this orde orderr for for reas reason on of spec specia iall effi effici cien ency cy of an empl employ oyee ee and and in e$ce e$cept ptio iona nall circumstances. 4ischarge:
An employee may be discharged from service for reason of physical or mental incapacity or continued ill health or such other reasons not amounting to misconduct. hen as a result, vacancy will be created in that particular position. @ransfer:
3urrently /azi 'arms 0roup does not provide transfer facility to its employees. It is very unlikely that jobs will be created or posts will become vacant due to transfer. -ut there are very few instances of Interdepartmental transfer1. his is done mainly based on re)uirement of the department and )ualification of the employee. &o far, in /azi 'arms
0roup one employee was transferred from marketing department to finance department. As a result a vacancy was created in marketing department.
reation of a ne %ost:
-ased on the re)uirements of the company, and the department concerned, a new post can be created. he recruitment process in /azi 'arms 0roup consists of the following steps% •
;ob Analysis
•
Advertisement 6 &creening (ut the applied applicants
•
Interview
•
;ob (ffer and lacement
•
!eliver HR ackage to the selected candidate
his part is most e$citing for a new employee of /azi 'arms 0roup After completing all the above stepsE HR department now introduces the newly joined employee with his K her colleagues and gives :B days Induction rogram &chedule with every department. he new employee will get ac)uainted with the employees of the organization and at the same time learn about the business and rules and regulations of the organization.
,.- @raining and 4e+elo%ment his department is concerned with the following% •
raining Deeds Analysis
•
Arranging of raining rogram
•
'ollow#up K 'eedback on the delivered training
he constant change in technology and increased competition make training essential. It changes the skills, knowledge, attitudes or social behavior. At /azi 'arms 0roup the rain rainin ing g @nit @nit as a part part of HR !epa !epartm rtment ent is respo responsi nsibl blee for for cond conduc ucti ting ng trai traini ning ng throughout the year. !ifferent activities of the raining and !evelopment unit of the HR department of /azi 'arms 0roup include the following% f ollowing% 2.
raining Deed Analysis
4.
reparation of of r raining 3a 3alendar
5.
3onduct of raining a.
Hard Hard ra rain inin ing% g% his his inc inclu lude dess ;ob ;ob instr instruc ucti tion on train trainin ing, g, ;ob ;ob rota rotatio tion n train trainin ing g and Apprenticeship and coaching training.
b.
&oft raining% his includes lecture and video presentation, &imulation and ?estibule ?estibule training and done for operating level workers.
7.
0eneralized on the ;ob raining
8.
!epartmental on the ;ob raining
>.
*aboratory raining
B.
off the ;ob raining
,.
,.5 (rientation: A new class of /azi 'arms 0roup Human Resource "anagement begins each ;uly, the beginning of in the fiscal year. he program kicks off with two days of orientation. !uring these days an introduction to the program and the /azi 'arms 0roup is provided. he rain rainees ees also learn learn about about their their first first rotatio rotational nal assignm assignment ent.. hese hese openin opening g days days provide the opportunity to meet one another and to meet personally with a number of /azi 'arms 0roup Human Resource "anagement &ystem officials.
-.1 Analysis C #indings tatistics of gender of em%loyees in !a"i #arms $rou%
Analysis from the study
@a)le @a)le no: 1 @itle: 0ender of employees.
Response
&cale
Do. of
ercentage FCG
"ale
2
27
>: C
'emale
4
7: C
otal
#
4:
2:: C
$ra%h:
Gender of Employees
40% 40% Male
Female 60% 60%
In the above table, it is found that majority F>:CG of the employees are male and F7:CG
@a)le @a)le no: 2 @itle: Age group of employees.
Response
&cale
Do. of
ercentage FCG
4:#58
2
28
B8 C
58#8:
4
8
48 C
8:#>8
5
:
:C
>8#above
7
:
:C
otal
#
4:
2:: C
$ra%h:
Age Group
25% 25%
20-35 35-50 50-65 75% 75%
65-Above
"ajority FB8CG of the employees under survey mentioned that they are in F4:#58G under this age group and rest of them are in F58#8:G under this group. :C are in F8:#>8G under this group and :C are in F>:#AboveG under this group.
@a)le @a)le no: '
@itle: Regarding supervise others.
Response
&cale
Do. of
ercentage FCG
Jes
2
27
B: C
Do
4
>
5: C
otal
#
4:
2:: C
$ra%h:
70% 70% 60% 60% 50% 50% 40% 40%
No
30% 30% 20% 20% 10% 10% 0% Yes
No
In the above table it is found that majority majority FB:CG of the employees employees are agreed that they are supervising others, and F5:CG are disagreeing.
@a)le @a)le no: ,
organization. @itle: Dumber of employees working in this organization.
Response
&cale
Do. of
ercentage FCG
*ess than # 28:
2
2
8C
28:#8::
4
22
88 C
8::#2:::
5
:
:C
2::: # Above
7
7: C
otal
#
4:
2:: C
$ra%h:
Number of Employees 5% Less - 150
40% 40%
150-500 500-1000 55% 55%
1000 - Above
"ajority F8CG of the employees under survey mentioned that less than 28: employees are working, F88CG are mentioned that 28:#5:: employees are working, :C are agree with 8::#2::: and rest of the F7:CG are mentioned that 2:::#above employees are working in this organization.
@a)le @a)le no: @itle: !uration of Recruitment and &election process.
Response
&cale
Do. of
ercentage FCG
: to 2 month
2
28
B8 C
2 to 5 month
4
8
48 C
5 to > month
5
:
:C
> month to 2 year
7
:
:C
4:
2:: C
otal
$ra%h:
25% 25% 0 to 1 month 1 to 3 month 75% 75%
3 to 6 month 6 month to 1 year
In the above table it is found that majority FB8CG of the employees are agreed that the recruitment and selection process of this organization is take : to 2 month and F48CG are agree with 2 to 5 month.
@a)le @a)le no: @itle: Recruitment and selection process are impartial.
Response
&cale
Do. of
ercentage FCG
Jes
2
2B
8 C
Do
4
5
28 C
otal
#
4:
2:: C
$ra%h:
Recruitment and selection process are impartial
85% 85%
15% 15% Yes
No
"ajority F8CG of the employees under survey mentioned that they are agreed that recruit recruitmen mentt and selectio selection n process process in this this organiz organizatio ation n are imparti impartial al and F28CG F28CG are disagree.
@a)le @a)le no: 5 @itle: Regarding training after recruitment.
Response
&cale
Do. of
ercentage FCG
Jes
2
2B
8 C
Do
4
5
28 C
otal
#
4:
2:: C
$ra%h:
Regarding training after recruitment 0% 0% 80% 80% 70% 70% 60% 60% 50% 50% 40% 40% 30% 30% 20% 20% 10% 10% 0%
Yes
No
"ajority F8CG of the employees under survey mentioned that organization give training after recruitment and F28CG are disagree with this statement.
@a)le @a)le no: 7
are benefited by training program. @itle:
Response
&cale
Do. of
ercentage FCG
'ully Agreed
2
7
4: C
Agree Deither Agree Agree Dor
4
28
B8 C
5
:
:C
7
2
8C
'ully !isagreed
8
:
:C
otal
#
4:
2:: C
!isagree artially !isagree
$ra%h:
5%
20% 20% F!lly A"ree# A"ree Ne$ther A"ree Nor $sa"ree
75% 75%
&art$ally $sa"ree F!lly $sa"ree#
"ajority FB8CG of the employees under survey mentioned that they are agree with the statement that training program is effective for employees, F4:CG are fully agreed and F8CG are partially disagree.
@a)le @a)le no: 8
raining. @itle:
Response
&cale
Do. of
ercentage FCG
*earnerLs Reaction
2
2
8C
/nowledge Ac)uired
4
>
5: C
-ehavioral 3hange
5
:
:C
"easurable Results
7
25
>8 C
otal
#
4:
2:: C
$ra%h:
<+aluation <+aluatio n of @raining @raining
5% Learner's (ea)t$on 30% 30%
*no+le#"e A),!$re# ehav$oral .han"e
65% 65%
Meas!rable (es!lts
"ajority F>8CG of the employees under survey mentioned that by measurable result organization evaluate training program, F5:CG mentioned about knowledge ac)uire and 8C are agree with learners reaction.
@a)le no: 19 @itle: erformance Appraisal "ethod.
Response 0raphic Rating &cale "ethod Ranking "ethod aired 3omparison "ethod 'orced !istribution "ethod 5>: !egree Appraisal "ethod All (f he Above otal
&cale
Do. of
ercentage FCG
2
:
:C
4
:
:C
5
:
:C
7
:
:C
8
4:
4: C
> #
: 4:
:C 2:: C
$ra%h:
Performance Appraisal Metho Method d
100%
/rah$) (at$n" )ale Metho#
(an$n" Metho# Me tho#
&a$re# a$re# .omar .omar$son $son Metho# Metho#
For)e# or)e# $st $str$ r$b!t b!t$o $on n Metho Metho# #
360 e"ree Ara$sal Metho#
All bove
"ajority F2::CG of the employees under survey mentioned that 5>: !egree Appraisal "ethod is used in this organization.
@a)le no: 11 @itle: erformance Appraisal system is <$tended to all employee.
Response
&cale
Do. of
ercentage FCG
'ully Agreed
2
>
5: C
Agree Deither Agree Agree Dor
4
27
B: C
5
:
:C
7
:
:C
'ully !isagreed
8
:
:C
otal
#
4:
2:: C
!isagree artially !isagree
$ra%h:
30% 30%
F!lly A"ree# A"ree
70% 70%
Ne$ther A"ree Nor $sa"ree &art$ally $sa"ree F!lly $sa"ree#
"ajority FB:CG of the employees under survey mentioned that they are agree with the statement that performance Appraisal Appraisal system is <$tended to all employee and F5:CG are fully agreed. Done of them are disagreeing.
@a)le no: 12 @itle:
Response
&cale
Do. of
ercentage FCG
'ully Agreed
2
5
28 C
Agree Deither Agree Agree Dor
4
27
B: C
5
:
:C
7
5
28 C
'ully !isagreed
8
:
:C
otal
#
4:
2:: C
!isagree artially !isagreed
$ra%h:
15% 15%
15% 15% F!lly A"ree# A"ree Ne$ther A"ree Nor $sa"ree 70% 70%
&art$ally $sa"ree F!lly $sa"ree#
"ajority FB:CG of the employees under survey mentioned that they are agree with the statement that performance &tandard are developed on the basis of employees opinion, F2:CG are fully agreed and F28CG are partially disagree. Done of them are disagreeing.
@a)le no: 1' @itle: ractice of HRI& QHuman Resource Information &ystem
Response
&cale
Do. of
ercentage FCG
Jes, 'ully
2
:
:C
Jes, artially
4
25
>8 C
Jet to ractice
5
B
58 C
ItLs a !ream
7
:
:C
otal
#
4:
2:: C
$ra%h:
35% 35% Yes F!l F!lly ly 65% 65%
Yes &art &art$al $ally ly Yet to to &ra) &ra)t$) t$)e e t's a ream
"ajority F>8CG of the employees under survey mentioned that they are agree with the statement that practice of HRI& is partially practiced practiced in this organization and and F58CG are told that HRI& is yet to practice.
@a)le no: 1, @itle: !ismiss a permanent employee.
Response
&cale
Do. of
ercentage FCG
!ifficult
2
25
>8 C
?ery !ifficult
4
2
8C
"oderately !ifficult
5
>
5: C
7
:
:C
?ery
8
:
:C
otal
#
4:
2:: C
$ra%h:
Dismiss a permanent employee
$)!lt
30% 30%
ery $)!lt Mo#erately $)!lt
5%
65% 65%
asy ery asy
"ajority F>8CG of the employees under survey mentioned that it is difficult to dismiss a permanent employee from the organization, F5:CG mentioned that it is moderately difficult and 8C mentioned that it is very difficult.
@a)le no: 1@itle: I am proud to tell others that I am part of this organization%
Response
&cale
Do. of
ercentage FCG
&trongly Agree
2
25
>8 C
Agree
4
B
58 C
!isagree
5
:
:C
&trongly !isagree
7
:
:C
Dot &ure
8
:
:C
otal
#
4:
2:: C
$ra%h:
35% 35%
tron"ly A"ree A"ree 65% 65%
$sa"ree tron"ly $sa"ree Not !re
"ajority F>8CG of the employees under survey mentioned that they are strongly agree with the statement that they are fell proud to tell others that they are part of this organization and F58CG are only agree with the statement. Done of them them disagreed.
.1 #indings
he followings have been identified during the period of my internship at /azi 'arms 0roup. 2. .
.2 Recommendations
2. In order order to successfu successfully lly conduc conductt the perfor performan mance ce measureme measurement nt process, process, /azi 'arms 0roup should formulate effective internal and e$ternal communication mechanism. 4. A concep conceptu tual al frame framewo work rk underst understoo ood d by all leve levels ls of the compa company ny should should be developed. 5. erformance erformance measurement measurement system must must provide provide intelligen intelligence ce for decision decision makers makers rather than just compiling data. 7. 3omp 3ompen ensa sati tion on rewa reward rdss and and reco recogn gnit itio ion n shou should ld be link linked ed to perf perfor orma manc ncee measurements. 8. "ore coordin coordination ation shoul should d be establishe established d between between various various /zai /zai 'arms 'arms *td. >. "ore concentration concentration should should be place on competitor competitor.. B. erformance erformance evaluatio evaluation n should should be be positive positive and and not not punitive. punitive. .
.' onclusion HR" ractice in any organization plays a very vital role in formulating staffing policiesE developing manpower into resources and by this put its best efforts in achieving its goal. &o Human Resources !ivision of /azi 'arms 0roup has also such obligation to meet up. hrough the effective utilization of its e$isting manpower to the right dimensions, /'0 has turned them into resources and thus its organizational goal has been achieved into its desired level. /azi 'arms 0roup has also set up goal to utilize the commanding assets, the manpower in order to produce services and earn business opportunities through their endeavors in resource hunting like mobilization of deposit, hunting of resourceful valued clients by offering our services and products and open other business windows to enable to reach the destination ahead of other competitive new generation company. 'inally, we can conclude that the recruitment and selection within the /azi 'arms 0roup must be%
Bi)liogra%hy
2. Human Human Resource Resource lanni lanning1 ng1 by !ipak /umar -hattacharyy -hattacharyya. a. 4. &tr &trate ategi gicc Human Human Resou Resource rce lan lanni ning ng11 by "oni "onica ca -elco -elcour urtt and /enne /enneth th ;."c-ey. 5. 3ynthia 3ynthia !.'isher, !.'isher, ;ames -.&haw -.&haw FHuman FHuman Resources Resources "anagementG "anagementG 'ifth 'ifth G >G,, 5 . / +e$leyK0. $leyK0.*ath *atham, am,!ev !evelo elopin ping g and rainin raining g Human Human resourc resources es (rgani (rganizat zation ion,, 4nd
