A

SUMMER TRAINING PROJECT REPORT

ON
PRACTICAL POLICIES IN HR
under the EVOLVE HR SOLUTION (A Consultancy Company)

SUBMITTED IN THE PARTIAL FULFILLMENT FOR THE AWARD OF

DEGREE OF

MASTERS OF BUSINESS ADMINISTRATION

(2022-2024)
By
SAURABH KESHRI

Roll no. 2200110700188

Under the guidance of EVOLVE HR SOLUTION (A Consultancy Company)

Internal guided by Dr. NIDHI TIWARI

UNITED INSTITUTE OF MANAGEMENT NAINI,

USIDC INDUSTRIAL AREA, NAINI, PRAYAGRAJ 211010

1|Page
 UNITED INSTITUTE OF MANAGEMENT
A-31 UPSIDC Industrial Area, Naini, Prayagraj – 211010
Ph. 0532–2686070. 2686090 Fax 0532-2687147

Certificate

Summer Training Project Report – 2023

This is to certify that Mr./Ms.…Saurabh Keshri………………………………………

Roll No…2200110700188…………………………, student of MBA 3rd Semester of
our institute has undergone Summer Training as per details mentioned below: -

 Organization…. EVOLVE HR SOLUTION ……………………...

 Project/Title…... PRACTICAL POLICIES IN HR ……

He / she has carried out the training under my supervision and has completed the
same in conformance with / partial fulfillment of the provisions of AKTU, Lucknow.

The work is original and has not been submitted anywhere else in any manner.

Signature……………………………….
Name - Mr./Ms./Dr……………………...
Project guide
Department of Business Administration
Date……………………………………….

Counter signed

Signature……………
(Prof K K Malviya)
Principal Date………….
………

Affiliated to:
Dr APJ ABDUL KALAM. TECHNICAL UNIVERISTY, LUCKNOW

Noida Campus: 50, Knowledge Park III. Greater Noida. G.B. Nagar Ph: 0120-3230169. 2322209 Fax: 2322208
Corporate Office: 53, Leader Road, Allahabad-211003 Ph: 0532-2402951-55 Fax: 0532-2401865
e-mail [email protected] web: http//unitedcollege.co

2|Page
 ACKNOWLEDGEMENT

It is a matter of great pleasure to thanks all esteemed who helped me to complete my final
project report successfully otherwise it would not been possible.

Acknowledgement is not only a ritual but also an expression of indebtedness to all those who
have helped in the completion process of the project. One of the most pleasant aspects in
collecting the necessary and vital information and compiling it is the opportunity to thanks all
those whose activity contributed to it.

I would like to express my deepest gratitude and thanks To PROF. KK. MALVIYA
(PRINCIPAL UIM), DR. ROHIT KUMAR VISHWAKARMA (HEAD OF
DEPARTMENT, UIM), EVOLVE HR SOLUTION (A Consultancy Company) & Dr.
NIDHI TIWARI (ASSOCIATE PROFESSOR & INTERNAL GUIDER) and project
guide of the valuable guidance and constant encouragement which extend to me through my
research project.

Date:

Place: Prayagraj

3|Page
 PREFACE

I opted for this particular topic names ‘PRACTICAL POLICIES IN HR’ because practical
policies have taken a dramatic change in the industry. Human resource is responsible for
giving birth to human embalmers. The core function of an organization is Recruitment &
Selection because the organization doesn’t want to be a bad recruiter by selecting manpower
that might have the potential to spoil the long earn goodwill or corporate image and also incur
heavy recruitment costs on them.
Recruitment is the process of attracting, screening, and selecting qualified people for a job at
an organization or firm. It is the process to discover sources of manpower to meet the
requirement of staffing schedule and to employ effective measures for attracting that
manpower in adequate numbers to facilitate effective selection an efficient working force.
The main objective of the recruitment process is to expedite the selection process.

Selection is the process of picking individuals who have relevant qualifications to fill jobs in
an organization. The purpose of selection is to pick p the most suitable candidate who would
meet the requirements of the job in an organization best, to find out which job applicant will
be successful, if hired. To meet this goal, the company obtains and assesses information
about the applicant in terms of his age, qualifications, skills experience etc. The need of the
job is matched with the profile of candidates.

Candidate satisfaction is a measurement of a candidate’s perception of your company’s hiring

process. Typically, companies focus on areas like strength of communication, how informed
candidates felt about the company’s culture and benefits, and how well they were prepared
ahead of their interviews.

4|Page
 DECLARATION

I hereby declare that the summer project training report entitled "PRACTICAL POLICIES IN HR"
which is being submitted as PROJECT REPORT of 3rd semester in UNITED INSTITUTE OF
MANAGEMENT NAINI, PRAYAGRAJ (U.P) is an authentic record of our genuine work done
under the guidance of EVOLVE HR SOLUTION (A Consultancy Company) & internal guidance by
DR. NIDHI TIWARI (associate professor).

Date:

Place: Prayagraj

5|Page
 INDEX

Serial No. Chapters Page No.

1. Objectives 8

2. Literature Review 10 - 14

3.

4.

5.

6.

7.

8.

9.

10.

6|Page
 Chapter - 1
Objectives

7|Page
 Objectives

1) To understand the practical role and approaches of the HR

 recruitment & selection processes.
 about payrolls
 performance-based compensation.
 training
 maintain and manage all the resume according to the domain.
2) To identify the sources of recruitment preferred by the company
3) To understand the rules & regulation under which the HR is bound under a company

8|Page
 Chapter – 2
Literature Review

9|Page
 Literature Review

International human resource management: Policies and

practices for multinational enterprises

Dennis Briscoe, Randall Schuler, Ibraiz Tarique

Routledge, 2012

Thoroughly updated and expanded, the fourth edition of International Human Resource
Management: Policies and Practices for Multinational Enterprises now includes learning
objectives, discussion questions, end-of-chapter cases, and two end-of-book integrative cases.
It has been designed to lead readers through all of the key topics in a highly engaging and
approachable way. This book focuses on International Human Resource Management within
multi-national enterprises (MNEs) and covers topics including: the development of IHRM
MNE and country culture strategic IHRM organizational structure and design international
joint ventures and cross-border mergers and acquisitions labor standards, ethics and codes of
conduct global talent management selection and management of international assignees
training and management development compensation and benefits health and safety and crisis
management international HRIS international Human Resource Management departments
and professionals. Uncovering precisely why International Human Resource Management is
important for success in international business and how International Human Resource
Management policies and practices function within the multinational enterprise, this
comprehensive textbook provides an outstanding foundation for understanding the theory and
practice of International Human Resource Management. This book is essential reading for all
students, lecturers and International Human Resource Management professionals

The practice of strategic human resource management

Chris Hendry, Andrew Pettigrew

Personnel review 15 (5), 3-8, 1986

In the United States in the last few years there has developed a notion of “strategic human
resource management” (HRM). As with other high‐sounding phrases in the management of
people, first reactions are likely to divide between “let's have some of it” to “it won't work
here”, with the latter possibly predominating. Where American pragmatism inclines towards
trying new things to see if they work, British pragmatism tends to mean sticking with the
actual and the evidently possible. Nevertheless, reviewing ideas which run ahead of practice
can, on occasion, be useful in suggesting new possibilities. This article will review the
implications of “strategic HRM” and ask whether it has any relevance to some of the issues

10 | P a g e
which currently exercise personnel managers in the UK — notably, decentralising the
personnel function and increasing workforce flexibility.

A handbook of human resource management practice

Michael Armstrong
Kogan Page Publishers, 2006

A fully updated and revised tenth edition of this classic, best selling textbook. It remains the
primary text for all students studying HRM-both undergraduate and postgraduate, as well as
for students of the Chartered Institute of Personnel and Development (CIPD) diploma. The
Handbook also continues to be an essential reference source for all managers concerned with
personnel and HRM issues. This new edition of A Handbook of Human Resource
Management Practice contains a number of significant additions and revisions including
substantial revisions to seventeen chapters and new chapters on: Human Capital
Management, the Role of the Front Line Manager; HR Strategies; Developing and
Implementing HR Strategies and Learning and Development. The new edition also contains
updated material based on recent developments in HRM policy and practice and a wide range
of surveys and research projects conducted by professional associations and research bodies.

Strategic human resource management: where have we come

from and where should we be going?

Peter Boxall, John Purcell

International journal of management reviews 2 (2), 183-203, 2000

Strategic human resource management (SHRM) implies a concern with the ways in which
HRM is critical to organizational effectiveness. This straightforward assertion is examined in
theory and through research evidence to reveal high levels of complexity in relation to how,
when and why the interconnection between HRM and organizational outcomes is achieved.
The two dominant normative models of ‘best fit’ and ‘best practice’ are considered. The
paper concludes that the HR strategies of firms are heavily shaped by contextual
contingencies, including national, sectoral and organizational factors. However, such a
conclusion does not invalidate all ‘best‐practice’ thinking. Although constrained in certain
ways, underpinning principles of labour management still have relevance to practice as
essential attributes of a firm's ability to compete in its chosen markets. The paper then
considers the resource‐based view (RBV) of the firm and asks whether this provides a better
basis for the development of theory in SHRM and in understanding the contribution of HRM
to the achievement of sustained competitive advantage. While limits to the utility of RBV in
respect of SHRM theory are identified, important implications for research are signalled.
Trends in the RBV literature are pushing all those interested in strategy towards studies of
intellectual capital, learning processes and organizational adaptability. Researchers in HRM
could, if they wished, play a central role in these developments because questions of how to
attract, motivate and develop workers with critical and scarce abilities, and develop effective

11 | P a g e
processes of work organization, must be fundamental to any model of knowledge‐based
competition. Greater progress will be made when organizations are studied in a much more
interdisciplinary or systemic way.

How is human resource management research (not) helping

practice? In defence of practical implications

Nadia K Kougiannou, Maranda Ridgway

Human Resource Management Journal 32 (2), 470-484, 2022

This article provokes that human resource management (HRM) research is a long way from
helping practice. Following a review of HRM empirical articles published in 2018, we show
the limited focus academic journals place on practical implications. We provoke that HRM
journals are failing to ‘do the right thing’ by not requiring authors to pay enough attention to
communicating the practical implications of their research. In half of the articles that we
reviewed (n = 324) less than 2% of the text focuses on practical implications. We also found
that where practical implications were offered, they were often obscure, implicit, and used
unintelligible terms. We argue for extensive practical implications to be included in
publications that provide an impetus to research relevant topics and close the knowledge‐
translation gap.

Armstrong's handbook of human resource management practice

Michael Armstrong, Stephen Taylor

Kogan Page Publishers, 2020

Armstrong's Handbook of Human Resource Management Practice is the bestselling and

definitive resource for HRM students and professionals, which helps readers to understand
and implement HR in relation to the needs of the business. This book covers in-depth all of
the areas essential to the HR function such as employment law, employee relations, learning
and development, performance management and reward, as well as the HR skills needed to
ensure professional success, including leadership, managing conflict, interviewing and using
statistics. Illustrated throughout in full colour and with a range of pedagogical features to
consolidate learning (eg source review boxes, key learning points, summaries and case
studies from international organizations such as IBM, HSBC and Johnson and Johnson), this
fully updated 15th edition includes new chapters on the HRM role of line managers,
evidence-based HRM, e-HRM and the gender pay gap, further case studies and updated
content covering the latest research and developments. Armstrong's Handbook of Human
Resource Management Practice is aligned with the Chartered Institute of Personnel and
Development (CIPD) profession map and standards and is suited to both professionals and
students of both undergraduate degrees and the CIPD's level 5 and 7 professional
qualifications. Online supporting resources include comprehensive handbooks for lecturers
and students, lecture slides, all figures and tables, toolkits, and a literature review, glossary
and bibliography.

12 | P a g e
Unraveling home and host country effects: An investigation of the
HR policies of an American multinational in four European
countries
Phil Almond, Tony Edwards, Trevor Colling, Anthony Ferner, Paddy Gunnigle,
Michael Müller‐Camen, Javier Quintanilla, Hartmut Wächter

Industrial Relations: A Journal of Economy and Society 44 (2), 276-306, 2005

This article argues that the institutional “home” and “host” country effects on employment
policy and practice in multinational corporations (MNCs) need to be analyzed within a
framework which takes more account both of the multiple levels of embeddedness
experienced by the MNC, and processes of negotiation at different levels within the firm.
Using in‐depth case study analysis of the human resource (HR) structure and industrial
relations and pay policies of a large U.S.‐owned MNC in the IT sector, across Germany,
Ireland, Spain, and the United Kingdom, the article attempts to move towards
such a framework.

The complex resource-based view: Implications for theory and

practice in strategic human resource management
Barry A Colbert

Academy of management review 29 (3), 341-358, 2004

I consider the implications for research and practice in strategic human resource management
(SHRM) of a complex, living-systems extension of the resource-based view (RBV). I do so
by demonstrating that concepts from complexity align well with the RBV, and I extend the
RBV by considering critical but difficult aspects commonly identified in the RBV strategy
literature. An integrated framework for SHRM is presented, allowing an application of
complexity principles at the appropriate level of abstraction in the HR system.

Armstrong's essential human resource management practice: A

guide to people management
Michael Armstrong

Kogan Page Publishers, 2010

Armstrong's Essential Human Resource Management Practice provides a complete overview

of the practices and processes fundamental to managing people. The text provides a thorough
introduction to the core areas of HR including: people resourcing, performance management,
learning and development and rewarding people. It also examines the contribution of HR to
organizational aims and objectives and how it is integrated within the business. The book is
accompanied by online resources for both lecturers and students and adopts an increased

13 | P a g e
focus on employee engagement, a concept which is becoming increasingly prominent in
people management, but which is often presented as a mantra without being properly
understood; this is examined in detail with reference to recent research. Michael Armstrong's
original Handbook of Human Resource Management is the classic text for all those studying
HR or who are entering the profession for the first time. In this new title Michael Armstrong
provides a condensed text which has been rewritten with the non-HR student or professional
in mind, describing and evaluating key HRM concepts such as: HRM itself; strategic HRM;
the resource-based view; the choice between best practice and best fit; human capital
measurement; motivation theory; emotional intelligence; the flexible firm; the learning
organization; and financial rewards. Online supporting resources for this book include lecture
slides, an instructor's manual, case examples and a literature review.

Human resource management practice

Michael Armstrong

kogan page, 2006

This tenth edition of A Handbook of Human Resource Management Practice contains many
additions and revisions. It refers to major developments in HR practice in the last two to three
years such as the development of the theory and practice of human capital management,
talent management and approaches to learning and development, all covered in new or
substantially revised chapters. Reference is also made to a number of significant research
projects including those conducted by the CIPD, IES and e-reward.

14 | P a g e