PROJECT REPORT

“A STUDY ON CONCEPTUAL STUDY OF HR OPERATIONS -”

AT
“GENPACT, HYDERABAD
MASTER OF BUSINESS ADMINISTRATION

Submitted by

(Student Name)

HT NO: 21WJ1E****

Under the Guidance of

Mr. K. SANDEEP REDDY

ASSISTANT PROFESSOR

School of Management studies

GURUNANAK INSTITUTIONS TECHNICAL CAMPUS

(Autonomous)
 PAGE
CHAPTER CONTENTS
NO.

INTRODUCTION
 Objectives of the study
CHAPTER - I  Need for the study
 Scope of the study

 Research Methodology

CHAPTER - II REVIEW OF LITERATURE

CHAPTER -
COMPANY PROFILE
III

CHAPTER -
THEORETICAL FRAMEWORK
IV

DATA ANALYSIS &

CHAPTER - V
INTERPRETATION

 Findings
CHAPTER -
 Suggestion
VI
 Conclusion
Annexure / Questionnaire

INDEX
 Abstract

HRM ( Human resources management) refers to practices and policies framed for the
management of human resources in an organization, including recruiting, screening , rewarding
and appraising. ” For any business to run one needs four M ‘s, namely Man , Money, Machine
and Material . Managing other three resources other than men , are easy to handle. Men are very
difficult to handle because no two human beings are similar in all way. Handling humans is more
important for any business because human being have crucial potential that may be very
profitable for the business . And these potential can be developed to an unlimited extent if they
are provided with proper environment . Proficient HR management consulting can enhance the
efficiency of business houses and result in considerable savings , in terms of both time and
money . HR consulting supports businesses in refinement their human resource processes .
 CHAPTER – I
INTRODUCTION
HR operations is a sector of the HR department that is devoted to looking after the full cycle of
recruiting and assisting HR professionals with their day-to-day tasks.
In this blog post, we will discuss what HR operations entail. We will also share some of the
functions and responsibilities of an operations manager.

What is HR Operations?
HR Operations services include several things such as payroll administration, recruitment,
employee relation management, benefits management, etc. The goal is to keep employees happy
and help them feel like they are getting their money’s worth out of their employer’s investment
in them.

Large companies often have their people operations in-house, while smaller ones do have the
option of outsourcing since they have limited HR functions.
To learn more via video, watch below. Otherwise, skip ahead to continue reading.

HR Operations Activities
HR operations, also known as “HR Ops” are responsible to serve a variety of human resource
tasks, that includes payroll management, payroll administration, recruitment, talent acquisition,
and much more. Let’s have a look at the seven different responsibilities of HR ops:

1. Payroll Administration
The HR department is the backbone of any company. They comprise HR professionals
responsible for payroll management, employee relation, benefits administration, and more.
The HR team is responsible for a company’s payroll records ensuring that employees get their
rightful compensation on time. They also sometimes deal with various benefit plans offered by
an organization to ensure employees have access to them when they need it most.

In short, HR operations are critical to the success of any business. They ensure that employees
have a comfortable work environment and access to benefits at all times.

2. Benefits Administration
The benefits administration function of the HR department deals with a company’s benefit plans
and HR policies such as healthcare, dental coverage, retirement savings, disability and
bereavement leave, and more. The administrative tasks in this area can include designing and
drafting benefit plans; managing their implementation; and, discovering the cost of these benefits
for the company.

3. Recruitment, Staffing, and Retention

This portion of the human resource department is responsible for finding qualified employees to
fill vacancies. It’s not a simple task either, as the primary goal is to hire people who have the
potential to succeed in their position and grow with the company over time.
It begins by advertising on social media as the most common source of talent acquisition these
days. In general, it takes the talent of HR people to go after this process and then involve in
talent management for the company.

Keeping the number of employees optimum in each department is one of their core functions.
Once an employee is hired, the HR team must stay on top of things that can affect their
performance and satisfaction.

Moreover, it includes scheduling regular meetings to see how they’re doing in their role to see
whether a new employee is required or not for any given skillset gaps.

If you’re looking to master methods to carrying out effective HR operations, or if you’re looking
to become a better operations professional, then check out our top-rated HR certification courses:
4. Employee Relations
The employee relations function deals with anything related to employment such as a safe
environment, benefits administration, compensation, and discipline. This area does include
things like handling workplace disputes or investigating any violations of policy by an employer
if necessary.
Employee experience to employee satisfaction both come under the relations segment for HR
leaders.
This function is accountable for maintaining relations between employees and management, and
thus, the term human resource management takes form.
The HR systems can have a significant impact on whether or not new hires stay in the company
long-term, so it’s important to make sure that they feel valued from day one.

You are also responsible to provide regular feedback about how well someone is doing
concerning good behavior and discipline.

5. HR Technology Support Services

Technology has impacted every industry but nowhere more so than in human resources, where
HR software systems are used to manage everything from payroll functions and attendance
records through tracking vacation leave balances on a day-to-day basis, managing employees’
retirement accounts, and calculating their benefits.

In the HR department, you’ll find many different types of professionals working together to get
things done. While the people operations side of HR is responsible for employee relations, talent
management, and workforce planning, the technology side caters to payroll and benefits
administration, recruitment management, and administrative support.
Organizations have started to turn to HR for help when it comes to workforce management. It is
not easy to manage several employees without an organized approach or a well-thought-out plan.

6. Workplace Safety
It is another concern for the department accountable for people operations. The human resources
department is responsible for maintaining a safe and healthy work environment, including
advising managers on occupational injuries or illnesses and their prevention.

One of their duties is to implement and maintain progressive or preventative safety programs.

The HR team also has to have good interpersonal skills, work without depending on tasks, and
possess strong leadership qualities. They are often the face of an organization with employees
who may not know much about HR management processes.
The health and wellness of employees is a mandatory part of HR policies – it allows them to
keep the sanctity of the workplace through prevention measures such as creating healthier food
options, providing workout facilities, and having more environment-friendly buildings (such as
green roofs). Allowing these improvements helps promote better mental health among the
workforce.
7. Development
HR business partner position in modern organizations makes it part of the decision-making
process needed for strategic growth.
The operations manager directs the department through the development phase since human
resources have a critical place in an organization’s strategic hierarchy. Specific functions in this
segment include succession planning and reporting to executive management.
The head of the team’s task is to understand how an organization functions and what its goals
are. It allows them to design a strategy that is in line with the mission and vision of their
company.
The operations manager will also need to understand the organization’s employees and how they
work together, which is crucial to addressing their needs.
Moreover, this phase revolves around reporting compliance disparities and the effect of
compensation on employee satisfaction and overall company image.

What Does an HR Operations Manager Do

The person who manages HR operations is called the operational manager. The following duties
are part of HR operations managers job description:
Oversee and coordinate all aspects of an organization’s HR policies, including payroll
processing, benefits administration, and hiring new staff members or contractors.
Monitor employee relations issues such as grievances, terminations, and other personnel matters.
Set goals for the HR team and measure the success of those goals.

Work with other staff to develop and implement policies, plans, and procedures that affect the
organization’s HR.

Keep a check on key HR metrics

Develop HR budgets and forecast future needs
Recommend software capabilities to expand efficient technology usage and review personnel
growth, for instance, performance management review tools to enhance the operations of the
customer service department
Keep everything running and in the well-mannered condition in the department.

You can use this article as a template to identify and advance HR operations at any given
moment. Feel free to use this article as a guide for implementing HR policies to good effect.
HR Operations Roles and Reasons
Here are the roles that often fall under the human resources operations umbrella:

HR Generalist
One of the roles that we see in an HR team is the role of an HR generalist. The human resource
generalist is the person who is responsible for overseeing the general operations of HR. The HR
generalist should possess leadership qualities and have a thorough knowledge of all aspects of
management, such as compensation, benefits, recruitment/selection, training, development, etc.
In brief, they carry out the day-to-day HR practices for their team.
If you’re looking to become an HR generalist or progress further in your HR generalist career,
then check out this advanced HR generalists course:

HR Specialist
Another role we see in an HR team is a specialist who has expertise in one area or more areas.
They could either specialize in software or some other HR function.
HR Manager
The third one is the team lead, the human resources manager, who is at the pinnacle of the
hierarchy, observing the department’s plan of action along with its execution.
Last but not least, the employee lifecycle is a model that identifies the various stages an
individual goes through in their career within an organization. Stages include from entry-level to
retirement and HR plays a key role in optimizing progress at every step of the way. Whether an
employee is full-time or part-time, from onboarding through the several ranks, they pass through
in their professional journey are parts of what you also call an HR cycle.
Final Words
HR operations are what happens in the background to keep HR running in a smooth way. A
business needs must have an operational strategy and must update its terms as new policies are
created or when old ones need polishing.

The principle behind designing HR management systems is balancing input with output,
ensuring employee needs are being met while company goals are still being achieved.
As such, it should not come as any surprise that many companies now consult with
organizational psychologists on how best to use these skillsets within their organizations – there
is a lot of research done into this area because high-performance businesses know they cannot
achieve success without focusing on all aspects of staff engagement.
This article aims at shedding light on the importance and relevance of human capital. LinkedIn
as a social medium has a ton of resources on the topic, and it is where human resources meet
objectivity.
 
OBJECTIVES OF THE STUDY
 To study the HR Operations and Policies of the company.
 To study the amendments made in the HR Policies of Genpact , since the time of
incorporation.
 To study the effectiveness of various HRM Operations at Genpact .
 SCOPE OF THE STUDY
In any organization human resource is the most important asset. In today’s current
scenario, Genpact . is a very large manufacturer and marketer of batteries.

As most of the company’s overall performance depends on its employee’s performance which
depends largely on the HR Operations & Policies of the organization.

So the project has wide scope to help the company to perform well in today’s global
competition.

The core of the project lies in analyzing and assessing the organization and to design an
HR Operations And Policies manually for the organization.
NEED FOR THE STUDY

HR policies and Operations allow an organization to be with employees on:

1. The nature of the organization.

2. What they should expect from the company.
3. What company expect of them.
4. How policies and procedures work at your company.
5. What is acceptable and unacceptable behaviour.

Hence the above points are the need for this study.
 RESEARCH METHODOLOGY
4.1. Research instrument

Instrument used for this research in structured questionnaire.

4.2. Data collection methods

Sources of data: The data collection is done in both primary and secondary data.

4.2.1. Primary data

In collecting primary data a questionnaire was designed for the collection of the
information from the employees.

4.2.2. Secondary data

Secondary data for the study have been obtained from the textbook and organization
records, journals, magazines, and various authors of HRD etc.

4.3 Sampling methodology

1.3.1. Sampling frame: The sampling frame for the study consists of all employees in
the organization.
1.3.2. Sample size: Sample size consists of 100 employees.
1.3.3. Sampling method: Random sampling method.
4.4 Tools for analysis

The tools used for analysis are:

4.4.1. Statistical tools used:

The design tool used to analyze the data is percentage method

4.4.2. Percentage method:

The method is very simple to analyze the data. The sample size may be large. To analyze
such large size of data, we can change into percentages.

Data analysis method:

The collected data was tabulated and analyzed using percentage analysis.
LIMITATION OF THE STUDY

a) The time limit to complete the project was less.

b) The information provided by the company is not very specified and clear.
c) Analysis of primary data is done on the assumption that the answers given by the
respondents are true and correct.
 CHAPTER – II
REVIEW OF LITERATURE
1. Patil and Choudhari (2013) with their study entitled “Investigation of HRM Practices in
hospitals of Jalgaon districts’’; the study found that HRM practices are very skilfully
applied by private hospitals. They have applied all superficial practices in higher
proportion as compared to govt hospital but the core practices are applied only in govt
hospitals. In this study data was collected through self developed questionnaires and chi
square test was used to test the hypotheses. Study addressed that mission and vision
there awareness is less.

2. Khusbu S Dave (2014) with her study entitled “Performance appraisal of nurses in
hospitals with special reference to Sourashtra region’’, the objective of the research
paper is to analyze the parameters that should be considered for performance of nurses
in hospitals and based on parameters what wheitage should be given to each parameter.
For the study nurses from Rajkot were selected. Random sampling method was used to
taken sample. The study found that ten parameters that are to be considered on priority
at the time of performance appraisal of nurses of hospitals.

3. Lamba and Chaudhary (2013) done study on Impact of Human resource

management practices on organisational commitment of employees’’, the study
aim of study to is to examine The impact of human resource management
practices on organisational commitment of employees in various sectors in
India. Researcher has used secondary data sources for this study and data was
gathered through various research papers. The study showed that HRM
practices have a significant role on organisational commitment of employees.

4. Wright et al (2003) with their study entitled “The impact of HR practices on

performance of business units’’; the study evaluate the HR practices and organisation
commitment on the operating performance and profitability of business units. The
 purpose of this study is to examine the relationship between HR practices and firm
performance in a way that improves the casual inferences that can be drawn.
Questionnaires were used to survey employee attitude. So business units were sampled
within on large corporation. The articles revealed that both organisational commitment
and HR practices are significantly related operational measure of performance, as well
as operating expenses and pre tax profits.

5. Singh and Negi (2013) conducted study on “Human resource management practices in
large hospitals of Dehradun, Uttrakhand’’; the study analyze the human resource management
process and practices into large hospitals of Dehradun. Three hospitals were included in this
study and assessment was carried out on the basis of primary and secondary information
based on the personal visits. Study suggested that HR functions are very important in
healthcare facilities. The HR processes and procedures are fairly good in hospitals and HR
policies are very important for healthcare facilities.

6. Elrabi et al, (2014) with their study entitled “The impact of Human resource
management on healthcare quality’’, the authors main aim of this study is to investigate
the impact of practising human resource management on quality of healthcare services
and achieving patient’s satisfaction. The study adopted descriptive method. Data and
information were collected through the libraries, recognised journals both local and
internationals. The study showed that the management of human resources is essentials
to enable the delivery of efficient and effective medical services and to achieve patient
satisfaction. The human resource has a strong impact on healthcare quality.

7. A study entitled “The importance of human resource management in healthcare:

a global context’’, Kabane and Orchard (2006). The aim of this study is to show
the healthcare system in global context and importance of HRM to improve
health outcome of patients in healthcare delivery. Study adopted secondary data
sources for data collection. Study suggested that proper management of human
resources is critical in providing quality of healthcare. A refocus on human
 resource management in healthcare and more research are needed to develop
new policies.

8. Rafat et al, (2012) in their research study entitled “Analysis of the human
resource management role in hospital using Ulrich model’’; the aim of this
study is to evaluate human resource’s roles in specialised and sub specialised
medical training hospitals of Iran, using
Ulrich model. Study found that there is significant positive correlation between service quality
and human resources. Study considered that positive impact of strengthening the planning,
management and training of health workers on performance.

9. A study entitled “Analysis of factors affecting staff recruitment in private

hospitals in North Rift: A survey of Uasin Gishu county’’ Martha MWANGI et
al, (2014). The aim of this study is to analyze the factors affecting recruitment
in health institution. The study adopted descriptive survey and 8 major private
hospitals in Eldoret were sampled. Census sample technique was used. Analysis
of variance and multiple regression analysis were used in qualitative and
quantitative analysis of data. Findings showed positive significant relationship
between policies and procedures characteristics and effective recruitment of
staffs. The study recommended that the private hospital management need to
understand the benefits of having effective recruitment in organisation.

10. Vahdat et al, (2012) with their study entitled “Essential Independent factors for
developing human resource in Iran’s hospitals’’; the goal of this study is to identify essential
factors for developing human resource in Iran’s hospitals. The study was descriptive and
questionnaires were used to collect data. Sixty five hospitals were chosen as a sample.
Reliability of findings of this study addressed that three factors which named “welfare
system’’, “organisation development” and developing “performance management” were
essential factors for developing human resource in these hospitals.
11. Rosemond Boohene (2011), has conducted study on “The effect of Human resource
management practices on corporate performance: A study of graphic communication group
Limited”; the aim of this study is to assess whether GCGL’S HRM practices, particularly
recruitment and selection, performance appraisal, remuneration, training and development
influence its performance. Simple random sample was used to select one hundred employees
from GCGL. F-test was carried out to examine relationship between selected HR practices and
corporate performance. The study showed that there exists a positive relationship between
effective recruitment and selection practices, effective performance appraisal practices and
GCGL’S corporate performance.

12. A study entitled “A study On E-HRM practices in kovai medical centre and hospital,
Coimbatore” Dr. C. Danlakshmi (2014). The study aim is to test the current e-HRM practices
of hospital and to find the further areas to include in e-HRM practices. Electronic human
resource management system as web based solution that takes advantages of the latest web
application technology to deliver online real time solution. For collection of data
questionnaire was used and in total 2000 population, 150 samples were chosen. Convenience
sampling technique was used to study. Weighted average mean, correlation and chi-square
test were used in the present study for analysis. Study suggested that e-HRM technology has
been modified and updated to make all the work efficient and effective result.

13. Saif and Sartavi (2013) conducted study on “Relationship between Human Resource
management practices and perceived performance of employees in Jordanian
hospitals”. The goal of this study is to quantify the effects of HRM practices on
employee performance in a 5 hospitals of Jordan. The study design adopted was
descriptive and analytical. Random sampling technique was used in this study. The
study population included all healthcare providers in five central Jordanian public
hospitals. A structured questionnaire was used to collect data from respondents; the
likert scale of 1 to 5 was used. The questionnaire was administered to 420 employees.
A total of362 questionnaire was returned, giving an 86% response rate. The findings
suggested that HRM practices are related to hospital performance,
220Aleem et el (2012) with their study entitled “An empirical investigation of human resource
practices: A study of autonomous medical institution employees in Punjab, Pakistan”. The aim
of the study was to examine relationship between HR practices and perceived employees
performance in the health sector of Pakistan. The HR practices discussed in this study are
compensation, performance appraisal, employee relation, job security, promotion, employee
participation, and Pension fund. In this study data was collected through questionnaires from
employees of the institutions/hospitals. This study has a great importance for the decision
makers in the health sector of Pakistan. The result showed that Performance of health sector
employees is affected by compensation, employee relations, job security, promotion and
pension. However, the employee participation and performance appraisal have no significant
impact on the employee performance.

15. Sayaf Z (2014) with his study entitled “Hospital management: towards a modal”. The
aim of this study is that it will give you a better understanding of an important issue in
the healthcare organisation that is the retention of qualified doctors. In this study
researcher has explored and synthesised classical and modern theories of employee
behaviour to further analyze selected case of hospitals in the southern region of Saudi
Arabia. Study concluded that retention strategies must be built on thorough
investigation of the hospital employees in the southern region. Investigation in turn,
must be based on classic and modern theories of human behaviour, employee
satisfaction and retention. Result from questionnaire built upon integration of such
theories, it Will provide clear view to us about problems of employee retention in
general and in the southern region specifically.

16. Ekankomo and Kenye (2014) done study on “Managing industrial disputes in the
Nigeria teaching hospitals: An empirical analysis”; the study general principle is to give
management of teaching hospital some key skills that will enable them handle
industrial disputes in other not to allow the negative predicament of industrial dispute
Using staff, non management staff and resident doctors. The study adopted a sample
 survey because the method gave relevant information about the population.
Questionnaires were administered to 194 doctors and three management staff and the
sample size is 125 respondents among them 72 questions revealed unuseful
information. The non parametric statistical chi-square method was used to test the
hypothesis formulated. The study recommended that the adaptation of well designed
conflict management system that will involve all the practices of conflict management
system that will involve all the parties of industrial relation system that is geared
towards improving the lives of persons in the workplace, improve productivity and
lesson unnecessary and grievances.
18. Stefaneseu et al (2011) with their study entitled “Performance measurement in Romanian
public hospital. This study is based on a synthesis of ideas on this topic publish into the
professional literature, by accounting professional bodies and also by the entities of public
healthcare system. The study aim is to identify the extent to which the concept of performance
is used at decisional levels with reference to the healthcare system from the European Union
Countries. The conceptual framework of this study is based on literature review and
interpretation bodies from European Union countries. This part of the report has been
completed by qualitative analysis consisting in the investigation the various professional
bodies’ sites. The detailed analysis of Romanian healthcare system is supported by the
interpretation of regulation enforces in Romania, and also by a critical analysis of the existing
deficiencies, and it is followed conclusion. The study emphasized the fact that professional
literature finds difficulties to define and measure the performance of the health public system
entities. Researcher proposed that a uniform model of assessment of public hospitals
performance in Romania, Regardless of their subordination employing clearly defined criteria
by quantifiable indicators, according to the responsibilities of all the factors contributing to the
quality of healthcare services.

19. Rafiei et al (2012) with their study entitled “Investigating the impact of intellectual capital
on organisational performance: A case study In an Iranian medical science university”; the goal
of this study is to analyze the relationship between intellectual component together and
determining the relationship between intellectual capital and function of hospitals. Data was
gathered by questionnaires. The statistical universe of this research consists of all the heads,
deputies of the administration, financial and medical sections of the hospitals which are related
to Kermanshah University of Medical Sciences. To analyze the data, descriptive and inferential
methods was used; to test the hypothesis software SPSS and EXCEL was used. The study
found that there is a significant relationship between the level of human capital in the hospital
and their performance. The result of Pearson’s correlation test show that the correlation
coefficient between the variable of human capital and organisational functions in the hospitals
equals 0.389 (probability 0.01>0>p) which represent a moderate and positive relationship
between them. The study concluded that intellectual capital as information science is a specific
subjective experience that organisation can use to create wealth for them.

19. Farzianpour et al (2012) with their study entitled “Importance of management development
in middle managers of hospitals affiliated to Tehran University Medical Sciences’’; the aim
of this study is to determine the importance of management development components from
the view point of middle managers of Tehran University of Medical Sciences. The study
adopted cross sectional-descriptive- analytical methodology. The study was conducted in
hospitals affiliated to university in 2009. 16 hospitals randomly selected and 227 middle
level managers were taken as sample. Data was collected through questionnaire and it
including 42 questions Factor analysis was used for analysis. The results showed that more
than half (53.7%) of middle managers who were in age group below 40 years, were 69%
female and 31% male and 62% male and 62% had BSc degree. The average work
experience of middle managers was 14.9 years, The study showed that design and
innovation was the most important among managerial roles 78.8% and leadership (81.6%)
of the managerial knowledge.

20. Masnappa (2012) conducted a study entitled “Human resource management practices: A
critical study: with special reference to Pune Metropolitan Region’’; the key area of insight
of this study was an examination of the main human resource issues and questions along
with the analysis of the impact of human resources on the healthcare system, as well as the
identification of trends in health sector in the Pune Metropolitan region. These trends
include efficiency, equity, and quality objectives. In this study the scholar has chosen more
than 30 beds size hospitals for the study, out of 928 hospitals (Pune & Pimpri chindwara
area) only 75 hospitals are more than 30 beds, So 30 hospitals were taken as sample. In the
present study data collected through primary & secondary sources. Primary data was
collected through questionnaires where as secondary data was collected through research
study, journals and library etc. The study recommended that hospital & administrator
should considered offering a retirement plan to improve the work environment.
Administrator should spend more time in communicating with their staffs.
 CHAPTER –III
INDUSTRY PROFILE
Information technology (IT) industry in India has played a key role in putting India on the global
map. IT industry in India has been one of the most significant growth contributors for the Indian
economy. The industry has played a significant role in transforming India’s image from a slow
moving bureaucratic economy to a land of innovative entrepreneurs and a global player in
providing world class technology solutions and business services. The industry has helped India
transform from a rural and agriculture-based economy to a knowledge based economy.
Information Technology has made possible information access at gigabit speeds. It has made
tremendous impact on the lives of millions of people who are poor, marginalized and living in
rural and far flung topographies. Internet has made revolutionary changes with possibilities of e-
government measures like e-health, e-education, e-agriculture, etc. Today, whether its filing
Income Tax returns or applying for passports online or railway e-ticketing, it just need few clicks
of the mouse. India’s IT potential is on a steady march towards global competitiveness,
improving defense capabilities and meeting up energy and environmental challenges amongst
others.

IT-ITeS sector in India, with the main focus on increasing technology adoption, and developing
new delivery platforms, has aggregated revenues of USD 88.1 billion in FY2011, while
generating direct employment for over 2.5 million people. Out of 88.1 billion, export revenues
(including Hardware) has reached USD 59.4 billion in FY2011 while domestic revenues
(including Hardware) of about USD 28.8 billion.

Government Initiatives:
After the economic reforms of 1991-92, major fiscal incentives provided by the Government of
India and the State Governments, like, liberalization of external trade, elimination of duties on
imports of information technology products, relaxation of controls on both inward and outward
investments and foreign exchange, setting up of Export Oriented Units (EOU), Software
Technology Parks (STP), and Special Economic Zones (SEZ), has enabled India to flourish and
acquire a dominant position in world’s IT scenario. In order to alleviate and to promote Indian IT
industry, the Government of India had set up a National Task Force on IT and Software
Development to examine the feasibility of strengthening the industry. Venture capital has been
the main source of finance for software industry around the world. In line with the international
practices, norms for the operations of venture capital funds have also been liberalized to boost
the industry.

Government Initiatives: After the economic reforms of 1991-92, major fiscal incentives provided
by the Government of India and the State Governments, like, liberalization of external trade,
elimination of duties on imports of information technology products, relaxation of controls on
both inward and outward investments and foreign exchange, setting up of Export Oriented Units
(EOU), Software Technology Parks (STP), and Special Economic Zones (SEZ), has enabled
India to flourish and acquire a dominant position in world’s IT scenario. In order to alleviate and
to promote Indian IT industry, the Government of India had set up a National Task Force on IT
and Software Development to examine the feasibility of strengthening the industry. Venture
capital has been the main source of finance for software industry around the world. In line with
the international practices, norms for the operations of venture capital funds have also been
liberalized to boost the industry.

Challenges Cyber security and quality management are few key areas of concern in today’s
information age. To overcome such concerns in today’s global IT scenario, an increasing number
of ITBPO companies in India have gradually started to emphasize on quality to adopt global
standards such as ISO 9001 (for Quality Management) and ISO 27000 (for Information
Security). Today, centers based in India account for the largest number of quality certifications
achieved by any single country. India aims to transform India into a truly developed and
empowered society by 2020. However, to achieve this growth, the sector has to continue to re-
invent itself and strive for that extra mile, through new business models, global delivery,
partnerships and transformation. A collaborative effort from all stakeholders will be needed to
ensure future growth of India’s IT-ITeS sector. We will need to rise up to the new challenges and
put in dedicated efforts toward providing more and more of end-to-end solutions to the clients to
keep the momentum going. India is now one of the biggest IT capitals in the modern world and
has presence of all the major players in the world IT sector. HCL, Wipro, Infosys and TCS are
few of the household names of IT companies in India.
Future prospects Globalization has had a profound impact in shaping the Indian Information
Technology industry. Over the years, verticals like manufacturing, telecom, insurance, banking,
finance and lately the retail, have been the growth drivers for this sector. But it is very fast
getting clear that the future growth of IT and IT enabled services will be fuelled by the verticals
of climate change, mobile applications, healthcare, energy efficiency and sustainable energy. The
near future of Indian IT industry sees a significant rise in share of technology spend as more and
more service providers both Indian and global target new segments and provide low cost,
flexible solutions to customers. By 2015, IT sector is expected to generate revenues of USD 130
billion (NASSCOM) which will create a transformational impact on the overall economy. IT
spending is expected to significantly increase in verticals like automotive and healthcare while
the government, with its focus on e-governance, will continue to be a major spender.
 COMPANY PROFILE
Generating Impact
Genpact (NYSE: G) is a global professional services firm that makes business transformation
real. We drive digital-led innovation and digitally-enabled intelligent operations for our clients,
guided by our experience running thousands of processes for hundreds of Global Fortune 500
companies. We think with design, dream in digital, and solve problems with data and analytics.
We obsess over operations and focus on the details – all 78,000+ of us. From New York to New
Delhi and more than 20 countries in between, Genpact has the end-to-end expertise to connect
every dot, reimagine every process, and reinvent companies’ ways of working. We know that
rethinking each step from start to finish will create better business outcomes. Whatever it is,
we’ll be there with you – putting data and digital to work to create bold, lasting results – because
transformation happens here.

Genpact began in 1997 as a business unit within General Electric. In January 2005, Genpact
became an independent company to bring our process expertise and unique DNA in Lean
management to clients beyond GE, and then in August 2007, we became a publicly-traded
company. Bain Capital became Genpact’s largest shareholder in November 2012, with the
strategic objective to grow the company further. Since December 31, 2005, we have expanded
from 19,000+ employees and annual revenues of US$491.90 million to 77,000+ employees and
annual revenues of US$2.57 billion as of December 31, 2016.

Why Genpact?
Because we think with design. Solve problems with data. Dream in digital. Obsess over
operations and sweat the small stuff. All 77,000 of us.

From New York to New Delhi (and 20 countries in between), we have the end-to-end expertise
to connect every dot. Reimagine every process. And rethink your ways of working.
How? We design, transform, and run intelligent operations, with digital and analytics embedded
at every step. And by building on our deep expertise from running thousands of processes for
Fortune 500 companies, we deliver digital-led transformation through our extensive digital,
analytics, and consulting capabilities.
Genpact Cora – an artificial-intelligence (AI)-based platform for digital transformation – is the
next stage in Genpact’s rapid evolution. A modular, interconnected mesh of digital technologies,
our platform tackles specific business challenges from beginning to end. With fully integrated
automation, analytics, and AI engines, Genpact Cora draws insights from our process knowledge
and Lean Digital approach to deliver AI for the real world.

Discover how Genpact Cora can accelerate your digital transformation.

Board of Directors
Since inception, Genpact has benefitted from a superior leadership team - from our strong, active
and independent board members to our experienced and globally-distributed senior management
team.
NV "Tiger" Tyagarajan
CEO
Robert G. Scott
Chairman of Genpact Board
Amit Chandra
Managing Director, Bain Capital India Private Limited (Mumbai)
Laura Conigliaro
Former Partner, Goldman Sachs
David Humphrey
Managing Director, Bain Capital
Carol Lindstrom
Retired Vice Chairman, Deloitte LLP
Corporate Governance

The Genpact Board

Our corporate governance practices begin with our independent Board of Directors. All our
directors possess rich multi-industry experience and are recognized for their contribution in their
chosen professions. They bring to our Board varied perspectives and insights. Our Board has
established an Audit Committee, a Compensation Committee and a Nominating and Governance
Committee to assist in fulfilling its duties and responsibilities.

Our Risk Management Framework

Our governance framework ensures that we have a process to identify, measure, and manage
risks responsibly. We conduct risk assessments annually at the level of the entity, business
segment and business process, leading to effective statutory, policy and process compliances.
The Board of Directors is responsible for monitoring risk levels, while the management team
oversees the implementation of mitigation initiatives.
Rigorous Internal Controls
We have an internal audit function that reports directly to our Audit Committee. The internal
audit team reviews and reports on internal controls within the organization. Process, financial,
and compliance risks identified through risk assessments are reviewed by the management
followed by adopting an adequate audit plan, with the approval of the Audit Committee, to
address potential risks. Members of the internal audit team are rotated every 18 months to ensure
independence. External auditors are invited to conduct audits involving complex areas.

Code of Conduct
We have adopted a Code of Ethical Business Conduct that applies to all employees. Every
employee is responsible for his or her own actions, and proper business conduct and ethical
behavior are fundamental conditions of employment. Any employee, regardless of job or title,
who observes or becomes aware of unethical or unlawful activity, is obligated to report such
activity immediately. Employees are also urged to discuss any concerns regarding improper
conduct with the appropriate individuals. We believe that our actions should always be guided by
our core values of honesty, trustworthiness, integrity, dependability, respect, and citizenship. Our
clients choose to work with us because we provide them with services that drive business value
in an ethical, honest and transparent manner, supported by a strong governance framework. Our
rigorous internal controls, business values and focus on controllership help us create enduring
client trust.

ORGANIZATION STRUCTURE
Genpact Hierarchy Structure
A multinational business process and information technology services company; Genpact has
more than 65,000 employees spread across more than 25 nations in the world. With net revenues
of more than $ 2.1 billion, it is one of the largest independent companies that provides with such
external services in the international market.
This type of smooth functioning and ease in management is supported by a well defined system
of hierarchical structure followed by the company at all level of organizations thereby making it
one of the successfully developing companies.

Hence the management structure of the company is discussed below:

 CHAPTER - IV

THEORETICAL FRAMEWORK

The current research will be aimed at determining the HR Practices and Policies at Genpact .
The research will be focused on the following major issues.

a) To study the significance of HR Practices and policies.

b) To study the system development at Genpact .

c) To measure the factors related to HR Practices and Policies.

d) To study the employee relation and executive response for Practices and Policies
in Genpact .

Human resource policies are systems of codified decisions, established by an organization, to

support administrative personnel functions, performance management, employee relations and
resource planning.

Each company has a different set of circumstances, and so develops an individual set of human
resource policies.

The establishment of policies can help an organization demonstrate, both internally and
externally, that it meets requirements for diversity, ethics and training as well as its commitments
in relation to regulation and corporate governance. For example, in order to dismiss an employee
in accordance with employment law requirements, amongst other considerations, it will normally
be necessary to meet provisions within employment contracts and collective bargaining
agreements. The establishment of an HR Policy which sets out obligations, standards of
behavior and document displinary procedures, is now the standard approach to meeting these
obligations.
Developing the HR Policies

HR policies provide an organization with a mechanism to manage risk by staying up to date with
current trends in employment standards and legislation.

Origins

Fundamentally, human resource management is based on the assumption that employees are
individuals with varying goals and needs. Human resources should not be categorized with basic
business resources (trucks, filing cabinets, etc.).Practicing good human resource management
(HRM) enables managers of an enterprise to express their goals with specificity, increasing
worker comprehension of goals, and provide the necessary resources to promote successfully
accomplishment of said goals.

When HRM is properly employed members of the workforce are expressive of the goals and
operating practices of the [Link] is seen by practitioners in the field as a more innovative
view of workplace management than the traditional approach. Its techniques force the managers
of an enterprise to express their goals with specificity so that they can be understood and
undertaken by the workforce and to provide the resources needed for them to successfully
accomplish their assignments.

As such, HRM techniques, when properly practiced, are expressive of the goals and operating
practices of the enterprise overall. HRM is also seen by many to have a key role in risk reduction
within organizationsSynonyms such as personnel management are often used in a more restricted
sense to describe activities that are necessary in the recruiting of a workforce, providing its
members with payroll and benefits, and administrating their work-life needs. Torrington and Hall
(1987) define personnel management as being:

“a series of activities which: first enable working people and their employing organisations to
agree about the objectives and nature of their working relationship and, secondly, ensures that
the agreement is fulfilled”.

While Miller (1987) suggests that HRM relates to:

“…….those decisions and actions which concern the management of employees at all levels in
the business and which are related to the implementation of strategies directed towards creating
and sustaining competitive advantage”.

Introduction

The human resources of an organization consist of all people who perform its activities. Human
resource management is concerned with the personnel policies and managerial practices and
systems that influence the workforce.  In broader terms, all decisions that affect the workforce of
the organization concern the HRM function.

Major HRM responsibilities include work design and job analysis, training and development,
recruiting, compensation, team-building, performance management and appraisal, worker health
and safety issues, as well as identifying or developing valid methods for selecting staff. HRM
department provides the tools, data and processes that are used by line managers in their human
resource management component of their job.

The Department of Human Resource Management (DHRM) strives to keep the policies on this
web site current. From time-to-time policies are revised to keep pace with generally accepted
business practices and to comply with changes in state or federal law. Policies under review will
be indicated as such in the index with an asterisk. If the policy you are seeking is noted as “under
review,” you should contact your agency Human Resources Officer or DHRM’s Agency Human
Resource Services (AHRS)Workface management has become increasingly complex.

The heritage and growth of the human resource management profession is closely linked to
people’s attitudes about work, the evolution of employment-related laws and sociological trends.
The HR field today recognizes the dynamic relationship between strategy, people, technology
and the processes that drive organizations. Although this dynamic relationship appears obvious
now, the evolution of the profession has often been [Link] could argue that the HR field dates
back to the first working arrangements between master craftspeople and their apprentices.

Before the industrial Revolution, working arrangements involved close relationships between
mentors and apprentices dedicated to learning a particular trade. Apprentices were often required
to live in the shop or home of the master craftsperson. If an apprentice was injured or sick, the
master’s family was responsible for restoring the young worker’s health and welfare. Master and
apprentice shared in good times and bad, in profit and in loss.

The usefulness of this age-old relationship came to an abrupt end with the advent of the
Industrial Age. In one powerful stroke, the notion of work moved from guilds and home shops to
steam-driven factories. The introduction of the assembly line brought a need for low-skilled
employees capable of performing repetitive tasks.

Management philosophy at the turn of the century was epitomized by Henry Ford, who often
wondered why workers brought their heads to work when all he really needed was their hands
and feet. Assembly line production required that large numbers of people come together for
work, but these workers were interchangeable and, to some extent, expendable, because few
skills were required for most factory jobs.

Employers’ attentions focused on consumer demands, the speed at which new machines
produced goods and the processes that drove production — concerns that were sometimes placed
well ahead of the needs of employees.

Meaning of HRM

Human resource management (HRM) is an approach to the management of people, based on four
fundamental principles.

First, human resources are the most important assets an organization has and their effective
management is the key to its success.

Second, this success is most likely to be achieved if the personnel policies and procedures of the
enterprise are closely linked with, and make a major contribution to, the achievement of
corporate objectives and strategic plans.

 Third, the corporate culture and the values, organizational climate and managerial behavior that
emanate from that culture will exert a major influence on the achievement of excellence. This
culture must, therefore, be managed which means that organizational values may need to be
 changed or reinforced, and that continuous effort, starting from the top, will be required to get
them accepted and acted upon.

Finally, HRM is concerned with integration – getting all the members of the organization
involved and working together with a sense of common purpose. HRM is a strategic approach to
the acquisition, motivation, development and management of the organization’s human
resources.

It is a specialized field that attempts to dead .no an appropriate corporate culture, and introducing
programmers which reflect and support the core values of the enterprise and ensure its success.
HRM is proactive rather than reactive, i.e., always looking forward to what needs to be done and
then doing it, rather than waiting to be told what to do about recruiting, paying or training
people, or dealing with employee relations problems as they arise. The techniques for the
application of HRM will include many familiar functions of personnel managers, such as
manpower

Human Resource Management (HRM) is the function within an organization that focuses on
recruitment of, management of, and providing direction for the people who work in the
organization. Human Resource Management can also be performed by line [Link]
Resource Management is the organizational function that deals with issues related to people such
as compensation, hiring, performance management, organization development, safety, wellness,
benefits, employee motivation, communication, administration, and [Link] planning is the
first step in the recruiting and selection process.

1. “Human resources planning are the process of assessing the organization’s human
resources needs in light of organizational goal and making plans to ensure that a
competent stable workforce is employed.” – Wendell French.
2.   “Personnel planning are the process of deciding what positions the firm will have to fill,
and how to fill them.” – Gary Dazzler.

In the words of Coleman Bruce (1997) HRP consists of the following elements:

 Establishing and recognizing the future job requirement

 Identifying deficiency in terms of quantity
 Identifying deficiency in terms of quality & specification
 Identifying the sources of right type of man
 Developing the available manpower and
 Ensuring the effective utilization of workforce

Focus of HRM department

“The HRM focus should always be maintaining and, ideally, expanding the customer base while
maintaining, and ideally, maximizing profit. HRM has a whole lot to do with this focus
regardless of the size of the business, or the products or services you are trying to sell.” (Dr.
James Spine, former head of Executive Development at the Tribune Company). HRM is
involved in managing the human resources with a focus on expanding customer base that gives
profit to the company. The bottom line of the company is the focus of the HRM department as
well as the function.

The Activities of Human Resources Management

The activities performed by HRM professionals fall under five major domains:

(1) Organizational design,

(2) Staffing,

(3) Performance Management and Appraisal,

(4) Employee and Organizational Development, and

(5) Reward Systems, Benefits ad Compliance

Acquiring human resource capability should begin with organizational design and analysis.
Organizational design involves the arrangement of work tasks based on the interaction of people,
technology and the tasks to be performed in the context of the objectives, goals and the strategic
plan of the organization.
HRM activities such as human resources planning, job and work analysis, organizational
restructuring, job design, team building, computerization, and worker-machine interfaces fall
under this domain.   Recruitment, employee orientation, selection, promotion, and termination
are among the activities that fit into the staffing domain.

The performance management domain includes assessments of individuals and teams to

measure, and to improve work performance.  Employee training and development programs are
concerned with establishing, fostering, and maintaining employee skills base don organizational
and employee [Link] systems, benefits and compliance have to do with any type of
reward or benefit that may be available to employees. Labor law, health and safety issues and
unemployment policy fall under compliance component.

Major Trend Affecting HRM

  The following trends have an effect on human resource management function and department.
The importance of HRM increases due to some of them and the practices of HRM are affected to
some extent due to some of them.

1. Increased globalization of the economy.

2. Technological changes and environmental changes.

3. The need to be flexible in response to business changes.

4. Increase in litigation related to HRM.

5. Changing characteristics of the workforce.

 The Importance of HRM  Measurement

 Many HRM systems and activities are not subjected to systematic measurement. Many
organizations do not assess either the short- or long-term consequences of their HRM programs
or activities. A recurring theme of the book is that measurement and accountability are key
components to organizational effectiveness and competitive advantage. Good measurement,
allied with business strategies, will help organizations select and improve all of their HRM
activities and provide a much stronger connection between HRM activities and organizational
effectiveness.

Purpose

It is the Commonwealth’s objective to promote equitable and consistent human resource policies
that specifically prohibit discrimination on the basis of race, sex, color, national origin, religion,
sexual orientation, age, political affiliation, veteran status, or disability.  This Policy manual
addresses the rights and responsibilities of Executive Branch agency employees covered by the
Virginia Personnel Act (“classified employees”). Additionally, certain policies address wage
employees, “At-Will” employees and applicants for employment.

Classified

Employees who are assigned to positions within the occupational families listed in the
Commonwealth’s Compensation Plan. These employees are covered by the provisions of the
Virginia Personnel Act (Title 2.2, § 2.2-2900 of the Code of Virginia), once they have completed
the probationary period.

Restricted

Classified employees whose positions receive 10 percent or more of required funding from non-
continuous or non-recurring funding sources, such as grants, donations, contracts, capital outlay
projects, or higher education auxiliary enterprise revenues, are designated as restricted
employees. Restricted employees have access to the provisions of Policy 1.30, Layoff, only if
their immediate prior service was in a non-restricted, full-time classified position. Employees
may have access to the provisions of Policy 1.57, Severance Benefits.

Human Resource Management Manual

Provides agencies the basic tools and resources needed to administer their agency’s human
resource program. The content of this manual should not be construed as policy; rather it should
 be used in conjunction with the human resource policies developed by the DHRM. Should there
be a conflict between policy and the HR Management manual, the policy prevails.

Basic Principles of HRM:

 Treat people with respect & dignity.

 Treat people as adults
 Deal with people as complete individuals.
 Treat all employees with justice
 Rewards should be earned , not given
 Provide people with all relevant information .
 Make people feel that they are most valuable asset for the organization

Importance of HRM

HRM is the legal liaison between the organization and the employees, they are to uphold the
employment and safety laws (OSHA, and civil rights act) as well as follow the practices, which
may differ within federal guidelines that the employer authorizes.
Corporations are always searching for better ways to produce goods and services.

When new technological developments give some organizations a competitive advantage, their
rivals try to catch up by adopting and improving on the new technologies.
Ford has put many of Toyota’s technical advances to work in its own plants, and General Motors
has spent over $50 billion in the last decade to modernize its production facilities.
A large part of this growth is the Human Resources department of these companies, who are
responsible for hiring the people with the knowledge to bring new technology into a company.
To be successful in the automotive market, these companies needs a highly skilled, flexible and
committed work force, a flexible and innovative management, the ability to retain developed
talent, and a strong partnership between management.
To achieve these goals, the company needs a talented HR department. Besides hiring the right
people to manage and perform specific jobs, HR managers have to build up commitment and
loyalty among the workforce by keeping them up to date about company plans, and laying out
the implications for job security and working conditions.
 From the interview process to my exit interview at the end of the summer, the HR department
was every employee’s main connection between the production floor and the Upper
management. To be successful in the automotive market, these companies needs a highly skilled,
flexible and committed work force, a flexible and innovative management, the ability to retain
developed talent, and a strong partnership between management and

Labors. The HR department kept us informed via bi-weekly meetings, a company newsletter, and
bulletin-board postings throughout the plant. Whenever a question arose, instead of asking
middle-management, an employee could go straight to the HR rep they were assigned to. From
my experiences, it seemed like the HR reps knew everything there was to know about the
company and how it is run. And I found that to be a very valuable asset. I imagine the same takes
place at large corporations around the world, be it Velcro or General Motors.

The backbone of any successful company is the HR department, and without a talented Limited
of people to hire, culture, and inform employees, the company is doomed for failure Provides
agencies the basic tools and resources needed to administer their agency’s human resource
program. The content of this manual should not be construed as policy; rather it should be used
in conjunction with the human resource policies developed by the  Should there be a conflict
between policy and the HR Management manual, the policy prevails.

 Trans There are three types of transactions I have seen at Banani branch of MBL. They are:-

Cash

There are two types of activities of cash. They are:-

 Payment
 Receive

Clearing

The main activities of clearing are to clear the cheques of other banks.
For Example: A cheque which is drawn to an account of Dhanmondi branch of Bank Asia but
has got cleared from Mirpur Branch of Merantile Bank.

Transfer

The function which is performed within a bank. For Example: Transfer of money from one
account to another within same branch.

 Functional Area of HRM

Human resource management has some funtional area these are:

Human Resource (HR) planning is a strategic process that forecasts the demand for jobs in the
organization and anticipates the supply of workers. HR planning enables the hiring managers and
recruiters to obtain the ‘best’ fit between a candidate and the job at hand. It ensures that there are
adequate human resources to fill in the slot of the employees who leave the organization.

Recruitment, as a human resource management function, is one of the activities that impact most
critically on the performance of an organization. While it is understood and accepted that poor
recruitment decisions continue to affect organizational performance and limit goal achievement,
it is taking a long time for public service agencies in many jurisdictions to identify and
implement new, effective hiring strategies.

In some areas, existing laws inhibit change; in others, the inhibiting factor is managerial inertia.
This paper discusses some of the strategies that organizations can and do employ to ensure the
existence of the best possible pool of qualified applicants from which they can fill vacancies as
and when required.

Selection is a process of picking individuals (out of the pool of job applicants) with requisite
qualifications & competence to fill jobs in Organization.

  Recruitment Attracts Many but Selection seeks to eliminate as many Unqualified. The key to
employee selection is ‘to choose those who are most likely to perform their jobs with max-
effectiveness & tend to remain with the [Link] is the process of deciding which
candidate, out of the pool of applicants developed in recruting, has the abilities, skills, and
characteristics that most closely match job demands.

Once employee is hired, it is important to bring the person into the mainstream of the
organization as quickly as possible. Oreantaion program is a series of activities that gives the
new employees information to help them adapt to the organization and their new [Link]
this program employee know his/ her duties and benefits of [Link] employee receive an
overview of the company- its history , products and services, organization structure and
important rules ,policies, and procedures.

HR POLICIES AND PROCEDURES

This factsheet gives introductory guidance. It:

 Highlights the main policies and procedures that organizations need to consider
 Looks at formatting a policy and sources of information

Introducing HR policies and procedures gives organizations the opportunity to offer a fair and
consistent approach to managing their staff. For more on why HR policies are introduced, see
our factsheet HR policies and procedures: why introduce them?

11 Policy or practice areas those are crucial to effective people management and development:
 Recruitment and selection
 Training and learning/development
 Career opportunities
 Communication
 Employee involvement
 Team working
 Performance appraisal
 Pay satisfaction
 Job security
 job challenge/job autonomy
  Work-life balance.

Not all policies and procedures will be relevant to all organizations, and some policies are
required by law while others are to promote good practice.

Formatting a policy

Policies should be written in plain English, so that they are user-friendly and easily understood
by all employees.

The culture of the organization and the complexity of the policies will dictate the format. Options
include:
 separate manager and employee manuals
 all policies available on an intranet
 key policies on notice boards.

Policies should also indicate who to go to with queries about the content and who is responsible
for updating and reviewing them.
 CHAPTER – V
DATA ANALYSIS AND INTERPRETATION
1. How long you are working in the organization?
Table: 1

YEARS WORKING IN THE PERCENTAGE

ORGANIZATION
0-2 YEARS 6 6%
2-5 YEARS 16 16%
5-10 YEARS 30 30%
MORE THAN 10 48 48%
YEARS
TOTAL 100 100%

Graph: 1

working in the organisation

6%

16%
0-2 years
2-5 yrs
5-10 yrs
48% >10 years

30%

Interpretation:

From the chart that 48 employees are working for more than 10 years. Even no of employees
working between 5-10 years are 30. This shows that most of the employees are satisfied with
their job. The attrition rate of the company is very low. This indicates that employee are satisfied
 2. Are you comfortable with the working environment?

Table: 2

WORK ON NUMBER OF PERCENTAGE

ENVIRONMENT RESPONDENT
GOOD 50 50%
SATISFIED 40 40%
BAD 10 10%

TOTAL 100 100%

Graph: 2

number of respondent
60
50
50
40
40
number of respondent
30

20
10
10

0
good satisfied bad

Interpretation:

50% of employee express as a good environment remain. From the remaining 50% about 40%
says a satisfactory job environment only about 10% feels bad working environment is there.
 3. What are the various sources of recruitment in your organization?

Table: 3

OPTION SOURCE PERCENTAGE

INTERNAL 26 26%

EXTERNAL 16 16%

BOTH 58 58%

TOTAL 100 100%

Graph: 3

source

26%

internal
external
both

58%

16%

Interpretation:

About 58% of recruitment through both internal and external source and 26% of recruitment
through internal source and 16% of recruitment through external source.
 4. Whether the employees are satisfied with the health, safety, welfare facilities
provided by the Company?

Table: 4

OPTION NO OF RESPONDENT PERCENTAGE

SATISFIED 76 76%

DISSATISFIED 24 24%

TOTAL 100 100%

Graph: 4

[Link] respondent
80 76
70
60
50
no of respondent
40
30 24
20
10
0
satisfied dissatisfied

Interpretation:

It shows that 76% are satisfied and 24% give a negative reply. After further interviewing
the respondent that there has to be the further health check-up like cancer and other test
health policy.
 5. Are you satisfied with recruitment process of your company?

Table: 5

OPTION NO OF RESPONDENT PERCENTAGE

YES 65 65%

NO 35 35%

TOTAL 100 100%

Graph: 5

[Link] respondent

35%

yes
no

65%

Interpretation:

About 65% of employee are satisfied with recruitment process in the company and 35% were not
satisfied with the recruitment process in the company.
 6. Are you satisfied with your organization salary increment policy?

Table: 6

OPTION [Link] RESPONDENT PERCENTAGE

YES 47 47%
NO 23 23%

CAN'T SAY 30 30%

TOTAL 100 100%

Graph: 6

[Link] respondent

30
%

47
% yes
no
can't say

23
%

Interpretation:

About 47% employees satisfied with the salary increment policy, 23% employees not satisfied
with salary increment policy and 30% can’t say anything.
 7. Are you satisfied training procedure given in the organization?

Table: 7

OPTION [Link] RESPONDENT PERCENTAGE

YES 68 68%

NO 32 32%

TOTAL 100 100%

Graph: 7

[Link] respondent
68
70

60

50
[Link] respondent
40 32

30

20

10

0
yes no

Interpretation:

About 68% of employee are satisfied training procedure given in the organization and 32% of
employees are not satisfied.
 8. To what extent do trainings help you to be more productive?

Table: 8

Help of training No. of respondents Percentage(%)

Satisfied 69 69%
Highly satisfied 24 24%
Dissatisfied 4 4%
None of the above 3 3%
Total 100 100%

Graph: 8

Help of training
80%
69%
70%
60%
50%
Percentage(%)
40%
30% 24%
20%
10% 4% 3%
0%
Satisfied Highly satisfied Dissatisfied None of the
above

Interpretation:

From the above graph it is found that 69% of employees satisfied to be more productive,
and 24% of employees were highly satisfied to be more productive, and 4% were dissatisfied.
 9. Are you getting regular training in your company?

Table: 9

OPTION NO. OF RESPONDENT PERCENTAGE

YES 62 62%

NO 38 38%

TOTAL 100 100%

Graph: 9

[Link] respondent

38%

yes
no

62%

Interpretation:

About 62% of employees getting regular training and 38% are not getting regular training.
 10. Does the present performance appraisal meet your career advancement?

Table: 10

OPTION [Link] RESPONDENT PERCENTAGE

YES 67 67%
NO 6 6%
CAN'T SAY 27 27%
TOTAL 100 100%

Graph: 10

[Link] respondent

27
%

yes
no
can't say

6%
67
%

Interpretation:

About 67% of employee says ‘yes’, 6% of employee says ‘no’ and 27% of employee says can’t
say. So that present performance appraisal is used in the organization for charting their career
planning.
 11. How are training generally delivered to you?

Table: 11

Types No. of respondents Percentage(%)

On the job 23 23%
Off the job 11 11%
Both 66 66%
Total 100 100%

Graph: 11

Types
70% 66%
60%
50%
40% Percentage(%)

30%
23%
20%
11%
10%
0%
On the job Off the job Both

Interpretation:

From the above graph it is found that the 66% employees are participated in both the
training methods, and 23% employees are participated in on the job training, and rest of the
employees are participated in off the job training.
 12. On an average how many days do you attended training programs in one year?

Table: 12

No of days No. of respondents Percentage(%)

3days 43 43%
4-6days 27 27%
7-10days 16 16%
Above 10days 14 14%
Total 100 100%

Graph: 12

No. of days
50%
45% 43%
40%
35%
30% 27% Percentage(%)
25%
20%
16%
15% 14%

10%
5%
0%
3days 4-6days 7-10days Above 10days

Interpretation:

From the above graph it is found that 43% of employees attend the training program only
three days in one year, and 27% employees attend the program 4-6days in a year, 16% of
employees attend the program 7-10days and 14% are attend above 10 days in one year.
 13. How well are trainings organized in your organization?

Table: 13

Organization No. of respondents Percentage(%)

Excellent 28 28%
Good 61 61%
Average 4 4%
Needs lot of improvement 7 7%
Total 100 100%

Graph: 13

Organization
70%
61%
60%

50%

40% Percentage(%)

30% 28%

20%

10% 7%
4%
0%
Excellent Good Average Needs lot of
improvement

Interpretation:

From the above graph it is found that 61% of employees says good about training
organized in the organization, and 28% of employees says excellent about training organized in
the organization, for 4% employees it is average and 7% says that it should improve.
 14. What are the barriers to training in your organization?

Table: 14

Barriers No. of respondents Percentage(%)

Lack of time 49 49%
Lack of interest 32 32%
Lack of support from superiors 19 19%
Total 100 100%

Graph: 14

Barriers
60%

50% 49%

40%
32%
Percentage(%)
30%

20% 19%

10%

0%
Lack of time Lack of interest Lack of support
from superiors

Interpretation:

From the above graph it is found that 49% of employees says that the main barrier for
training is lack of time, and 32% of employees says that lack of interest is barrier for training
program in the organization and for 19% employees lack of support from superiors.
 CHAPTER- VI

FINDINGS

1. 48% of employees are working more than 10 years, and 30% are more than 5years.
It is found that the attrition rate is very.
2. 90% of employees are comfortable with working environment.
3. It is found that 58% of employees recruit through both the sources and internal
sources 26% and external sources 16%.
4. About 76% of employees satisfied with the health, safety, welfare provided by the
company,24% were dissatisfied.
5. 47% of employees are satisfied with salary increment policy, 23% are not satisfied,
and 30% didn’t give any response.
6. 68% of employees are satisfied with the training programmes and 32% are not
satisfied.
7. 67% of employees satisfied with present performance appraisal and 33% are not
satisfied.
8. Most of the employees satisfied with training programs.
SUGGESTIONS

1. Induction is must in every organization for all level of employees to make them
well known of the industry they are working in.
2. For all the programs the organization must follow feedback method to understand
the effectiveness of any practice in a better way.
3. External welfare activities could also be taken up by the organization
4. Practice of providing a brief presentation of the company and a booklet for rules
and regulations of company must be maintained so that the employee could go
through it whenever required.
CONCLUSION

At last I want to say that while recruitment and selection identify acceptable candidate, the
process still continue with induction program for the new employee, we can further fine tune the
fit between the candidate’s qualities and the organization’s desire. At last to conclude, I would
like to say that with enthusiasm that it was a great experience working with many experienced
people working at senior positions. Interacting and spending time with the people rich in learning
experience. The people were very cooperative and helpful and encouraging. It is an experience to
be cherished for a long time.
 BIBLIOGRAPHY

Books

 PERSONNEL / HUMAN RESOURCE MANAGEMENT

o DECENZO & ROBBINS

 HUMAN RESOURCE MANAGEMENT

o GARY DESSLER

 PERSONNEL/ HUMAN RESOURCE MANAGEMENT

o ROBERT L MATHIS

o JOHN H. JACKSON

Websites: -

[Link]
[Link]
[Link]
 QUESTIONNAIRE

[Link] long you are working in the organization?

A) 0-2years B) 2-5years C)5-10years D) More than 10years

[Link] you comfortable with the working environment?

A) Good B) Satisfied C) Bad

[Link] are the various sources of recruitment in your organization?

A) Internal B) External C) Both

[Link] the employees are satisfied with the health, safety, welfare facilities provided by the
Company?

A) Satisfied B) Dissatisfied

[Link] you satisfied with recruitment process of your company?

A) Yes B) No

[Link] you satisfied with your organization salary increment policy?

A) Yes B) No C) Can’t say

[Link] you satisfied training procedure given in the organization?

A) Yes B) No

[Link] what extent do trainings help you to be more productive?

A) Satisfied B) Highly satisfied C) Dissatisfied D) None of the above

[Link] you getting regular training in your company?

A) Yes B) No

[Link] the present performance appraisal meet your career advancement?

A) Yes B) No C) Can’t say

[Link] are training generally delivered to you?

A) On the job B) Off the job C) Both

[Link] an average how many days do you attended training programs in one year?

A) 3days B) 4-6days C) 7-10days D) Above 10days

[Link] well are trainings organized in your organization?

A) Excellent B) Good C) Average D) Needs lot of improvement

[Link] are the barriers to training in your organization?

A) Lack of time B) Lack of interest C) Lack of support from superiors