A PROJECT REPORT ON “HUMAN RESOURCE PLANNING IN GARWARE POLYESTER LTD, AURANGABAD Submitted To, UNIVERSITY OF PUNE UNIVERSITY OF PUNE BY:- MR. PRADIP PANDITRAO WARADE Under the Guidance of Mr.SUDHIR ATWADKAR In Partial Fulfilment of Requirement For the Award of Degree of MASTER OF BUSINESS ADMINISTRATION Through NSCT`s
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A
PROJECT REPORT
ON
“HUMAN RESOURCE PLANNING
IN
GARWARE POLYESTER LTD, AURANGABAD
Submitted To,
UNIVERSITY OF PUNEUNIVERSITY OF PUNE
BY:-
MR. PRADIP PANDITRAO WARADE
Under the Guidance of
Mr.SUDHIR ATWADKAR
In Partial Fulfilment of Requirement
For the Award of Degree of
MASTER OF BUSINESS ADMINISTRATION
Through
NSCT`s
INSTITUTE OF BUSINESS MANAGEMENT & RESEARCH,
CHAKAN, PUNE.
ACKNOWLEDGEMENT
There is always a sense of gratitude towards the people who have helped me in this
project. I am indebted to all that have directly & indirectly helped me in completing this project.
This project is an overall performance or we can say mirror of the activities that are performance
in previous year. I am thankful to our university as well as college for giving us this marvelous
opportunity.
I am sincerely grateful to MR.S.P.SUTAWNE (HR MANAGER) who gave me
opportunity to work in his organization. I take this opportunity to thanks MR.JOSHI (ASST. HR
MANAGER) who guided me for project work.
I would like to thank to my friends who helped me immensely for completion of this
project report. I am grateful to my parents for their valuable suggestions & co-operation.
MR. PRADIP PANDITRAO WARADE
DECLARATION
I, Mr. Warade Pradip Panditrao, a student of INSTITUTE OF BUSINESS
MANAGEMENT AND REASERCH, CHAKAN, declare that, I have prepared a project on
“Human Resource Planning” in Garware Polyester Ltd., Chikalthana MIDC, Aurangabad.
The project report reflects my own practical study of human resource planning. The
project report has not been copied from any other report and the same has not been submitted to
any other university for any other degree or diploma purpose.
The are on the specification attributes which is combination of the attributes
which may be increased after wards which are the behavioral attributes etc.
Contra indicators:
These are the indicators hampering on the success of the specific job.
In short the employee specification is like a brand name, which spells that the candidate
with a particular employee specification generally possesses the qualities specified under the job
specification.
JOB EVALUATION
Job Evaluation is a systematic process for establishing the relative worth of jobs within
an organization.
Job Evaluation is the process to determine in a systematic and analytical manner the
comparative worth of job with an organization.
PURPOSE
1. To provide a rational basis for the design and maintenance of an equitable and
defensible wage structure.
2. To help in the management of the relativities existing between jobs within the
organization.
3. To enable consistent decision to be made on grading and rates of pay.
4. To establish the extent to which there is comparable worth between jobs so the equal
pay can be provided for work of equal value.
KEY FEATURES OF JOB EVALUATION
A comparative process (deals with relationship)
A judgmental process (it requires exercise of judgment in interpreting data)
An analytical process
A structured process (framework is provided)
BASIC METHODOLOGY
Select the representative ‘benchmark’ jobs, which will be used as the basis for
comparisons.
Decide on the factors to be used in evaluating the jobs.
Analyze the jobs and roles.
Establish the relative value of jobs by applying a process of evaluation.
Develop a pay structure—this usually means designing a grade structure and then
deciding on the rates or ranges of pay in the structure through internal comparisons and
market pricing.
TECHNIQUES O JOB EVALUATION
Job ranking.
Job grading
Factor comparison system
Point rating system
RECRUITMENT AND SELECTION OF EMPLOYEES
Recruitment of staff should be preceded by:
An analysis of the job to be done (i.e. an analytical study of the tasks to be performed to
determine their essential factors) written into a job description so that the selectors know what
physical and mental characteristics applicants must possess, what qualities and attitudes are
desirable and what characteristics are a decided disadvantage;
In the case of replacement staff a critical questioning of the need to recruit at all
(replacement should rarely be an automatic process).
Effectively, selection is 'buying' an employee (the price being the wage or salary
multiplied by probable years of service) hence bad buys can be very expensive. For that
reason some firms (and some firms for particular jobs) use external expert consultants for
recruitment and selection.
Equally some small organizations exist to 'head hunt', i.e. to attract staff with high
reputations from existing employers to the recruiting employer. However, the 'cost' of
poor selection is such that, even for the mundane day-to-day jobs, those who recruit and
select should be well trained to judge the suitability of applicants.
The main sources of recruitment are:
Internal promotion and internal introductions (at times desirable for morale purposes)
Careers officers (and careers masters at schools)
University appointment boards
Agencies for the unemployed
Advertising (often via agents for specialist posts) or the use of other local media (e.g.
commercial radio)
Where the organization does its own printed advertising it is useful if it has some
identifying logo as its trade mark for rapid attraction and it must take care not to offend the sex,
race, etc. antidiscrimination legislation either directly or indirectly. The form on which the
applicant is to apply (personal appearance, letter of application, completion of a form) will vary
according to the posts vacant and numbers to be recruited.
It is very desirable in many jobs that claim about experience and statements about
qualifications are thoroughly checked and that applicants unfailingly complete a health
questionnaire (the latter is not necessarily injurious to the applicants chance of being appointed
as firms are required to employ a percentage of disabled people).
Before letters of appointment are sent any doubts about medical fitness or capacity (in
employments where hygiene considerations are dominant) should be resolved by requiring
applicants to attend a medical examination. This is especially so where, as for example in the
case of apprentices, the recruitment is for a contractual period or involves the firm in training
costs.
Interviewing can be carried out by individuals (e.g. supervisor or departmental manager), by
panels of interviewers or in the form of sequential interviews by different experts and can vary
from a five minute 'chat' to a process of several days. Ultimately personal skills in judgment are
probably the most important, but techniques to aid judgment include selection testing for:
Aptitudes (particularly useful for school leavers)
Attainments
General intelligence
(All of these need skilled testing and assessment.) In more senior posts other techniques are:
Leaderless groups
Command exercises
Group problem solving
(These are some common techniques - professional selection organizations often use other
techniques to aid in selection.)
Training in interviewing and in appraising candidates is clearly essential to good recruitment.
Largely the former consists of teaching interviewers how to draw out the interviewee and the
latter how to rated the candidates. For consistency (and as an aid to checking that) rating often
consists of scoring candidates for experience, knowledge, physical/mental capabilities,
intellectual levels, motivation, prospective potential, leadership abilities etc. (according to the
needs of the post). Application of the normal curve of distribution to scoring eliminates freak
judgments.
ERGONOMICS:
Fitting the task to the person is what ergonomics is really about.
Good ergonomics:
Shortens learning times
Makes the job quicker with less fatigue
Improves care of machines
Reduces absenteeism
Reduces labor turnover and other signs of worker malcontent
Meets the requirements of health and safety legislation
Within management services various principles exist; for example,
work-place design
motion economy
rest allowances
job satisfaction and
environmental control
Which have for at least 50 years been taught and applied on a semi-empirical basis, and all of
which are orientated around the worker.
Starting with the Industrial Fatigue Research Board in 1919, scientific advances in the study
of the human at work have shown that the application of scientific understanding of anatomy,
physiology and psychology results in improved productivity, thus ergonomists will have received
formal education at degree level in these subjects.
Although they may seek to operate directly on the shop floor or in the office, they will often
be naive concerning some of the harder facts of industrial and commercial life and will therefore
work much better via the management services department.
On the other hand some people in management services, in their lack of scientific knowledge,
try to apply commonsense solutions to ergonomic problems that subsequently backfire on them.
Ergonomic principles are much better described in some books (e.g. Murrell (1965), Grand
jean (1969)) than in others. The main snag with many scientific authors is their lack of industrial
experience. Conversely many industrial writers have no formal scientific training; their books are
merely restatements of what they themselves have read elsewhere.
This section will describe the application of ergonomics within a broad area of the subject.
Readers are recommended to consult books listed in the references (in the PDF version) for a full
description of ergonomics. There is no point in restating that which will be found better written
elsewhere.
It is important for the manager and supervisor to be conscious of the effect that the
application of ergonomics has in the average workplace. Ergonomic principles are important in
the constant search for productivity improvement. This section will serve as a reminder. Is there
a better way? Seek, examine and consult widely with experts, keeping in mind the background
information from this section.
CHAPTER 6 DATA ANALYSIS
1. CHART SHOWING THE FACTORS NECESSARY FOR HUMAN RESOURCE
PLANNING, IN THE GARWARE POLYESTER LTD
FACTORS Employees response RESPONSEIN %
a)Type & strategy of organization 10 25%
b)Organization growth cycle & planning 12 27%
c)Type & quality of information 6 15%
d)Nature of jobs being filled 4 10%
e)Off-loading the work 8 23%
Total 40 100
a)Type & strategy of organization
25%
b)Organization growth cycle &
planning27%
c)Type & quality of information
15%
d)Nature of jobs being filled
10%
e)Off-loading the work23%
chart showing effective factors for hrp
INTERPRETATION:
The above chart is showing that while human resource planning the most affecting factor
is organization growth cycle and planning.
2.CHART SHOWING THE CRITERIA’S USED IN THE COMPANY FOR
ASSESSING THE JOB ANALYSIS
INTERPRETATION:
The above chart is showing the criteria that are used in the company for assessing the job
analysis from that job performance is more effective criteria.
12%
18%
15%25%
15%15%
Chart showing the criteria’s assesss-ing job analysis
a) Traitsb)General behaviorc)Interest in workd)Job performancee) leadershipf)Teamwork
Criteria’s Employees response Percentage
a) Traits 5 12%
b)General behavior 7 18%
c)Interest in work 6 15%
d)Job performance 10 25%
e) leadership 6 15%
f)Teamwork 6 15%
Total 40 100
3. CHART SHOWING THE REPORTING RELATIONSHIP
Status Response Percentage
Good 8 20%
Better 12 30%
Best 20 50%
TOTAL 40 100
INTERPRETATION:
The above chart is showing the reporting relationships between the employees. We can see the 50% employees are saying that it is best in Garware polyester ltd.
Good 20%
Better30%
Best50%
CHART SHOWING THE REPORTING RE-LATIONSHIP
4.CHART SHOWING THE SUPERVISION OR LEADING TO OTHERS
GRAPH SHOWING THE SUPERVISION OR LEADING TO OTHERS
INTERPRETATION:
The above chart is showing the supervision of the employees by the superiors where maximum are agreed that they are supervising others and taking the reporting’s which further helps to job analysis.
5. CHART SHOWING THE JOB RESPONSIBILITIES:
Responsibilities EMPLOYEE RESPONSE PERCENTAGE
Hiring employees 7 17%
Evaluation of employee performance 9 23%
Training employees 6 15%
Scheduling or assigning work 10 25%
Termination or discharge 8 20%
TOTAL 40 100
Hiring employees17%
Evaluation of employee per-
formance23%Training employees
15%
Scheduling or assigning work
25%
Termination or discharge
20%
CHART SHOWING THE JOB RE-SPONSIBILITIES:
INTERPRETATION:
The above graph is showing the job responsibilities out of which scheduling or assigning
of work is playing a vital role i.e. may be called as “ERGONOMICS”
6. CHART SHOWING THE PREPARATION OF FORMATS FOR JOB
ANALYSIS:
PERIOD OF DETERMINING RESPONSE PERCENTAGEDaily 18 45%Weekly 12 30%Monthly 7 17%Quarterly 3 8%TOTAL 40 100
DAILY45%
WEEKLY30%
MONTHLY18%
QUARTERLY8%
PREPARATION OF FORMATS
INTERPRETATION:
From the above graph we can see in the Garware Polyester ltd mostly the formats are prepared daily for the workers and for the others they are using the weekly, monthly and quarterly.
7. CHART SHOWING THE PERFORMANCE MEASUREMENT OF EMPLOYEES
PERIOD OF MEASUREMENT
RESPONSE PERTCENTAGE
DAILY 12 30%
WEEKLY 14 35%
MONTHLY 8 20%
QUARTERLY 6 15%
TOTAL 40 100
INTERPRETATION:
From the above graph we can see in the Garware Polyester ltd mostly the performance measurement is done weekly, monthly and quarterly.
DAILY30%
WEEKLY35%
MONTHLY20%
QUARTERLY15%
CHART SHOWING THE PER-FORMANCE MEASUREMENT
8.CHART SHOWING THE EDUCATIONAL QUALIFICATION FOR A JOB
The minimum education required for this position
EDUCATION EMPLOYEE RESPONSE PERCENTAGE
S.S.C. 3 7%
H.S.C. 6 15%
GRADUATION 15 38%
POST GRADUATION 12 30%
OTHERS 4 10%
TOTAL 40 100
s.s.c. 8% H.S.C.
15%
GRADUATION38%
POST GRADU-ATION30%
OTHERS10%
CHART SHOWING THE EDUCATIONAL QUALIFICATION FOR JOB
INTERPRETATION:
From the above graph we can see in the Garware Polyester ltd maximum employees are
completed their graduation since the qualified staff is there mutual understanding is there and
healthy environment is obtained.
9. THE CHART SHOWING THE AMOUNT OF RELATED WORK EXPERIENCE FOR THE JOB
Experience Employee response Percentage
1.Up to 1 year 4 10%
2.More than 1 year and up to 3 years 7 17%
3.More than 3 years and up to 5 years 5 13%
4.More than 5 years and up to 10 years 13 33%
5.More than 10 years 11 27%
Total 40 100
1.Up to 1 year10% 2.More than 1
year and up to 3 years
18%
3.More than 3 years and up to
5 years13%
4.More than 5 years and up to 10 years
33%
5. More than 10 years
28%
THE CHART SHOWING the experience for job
INTERPRETATION:
The above graph is showing that for the specific job how much qualification is requires it is efficient for the job description.
10. CHART SHOWING COMMUNICATION LEVEL
Factors of communication Employee response Percentage
Exchange information 12 30%
Coordinate 8 20%
Give professional advice 15 38%
Negotiate with 5 12%
Total 40 100
exchange information 30%
coordinate20%
give professional advice38%
negotiate with12%
chart showing Communication level
INTERPRETATION:
From the above graph we can see in the Garware Polyester ltd maximum employee’s co -operative in nature and used to help the others, and less negotiating.
11.CHART SHOWING IMPACT OF DECISION MAKING FOR A JOB
Measures the typical consequence of decisions made in your position
Effect Response of employee Percentage
Minor 12 30%
Considerable 6 15%
Significant 14 35%
Critical 8 20%
Total 40 100
minor 30%
considerable 15%significant
35%
critical 20%
chart showing impact of decision
INTERPRETATION:
From the above graph we can see in the Garware Polyester ltd maximum employees are satisfied with the decision taken by their superiors and showing significant impact.
12. CHART SHOWING THE MEASUREMENT OF THE EFFORT REQUIRED IN THE POSITION.
Light physical efforts17%
Heavy physical efforts23%
Visual efforts15%
Mental efforts 25%
Skilled efforts 20%
MEASUREMENT OF THE effort requiredFOR JOB
INTERPRETATION:
From the above graph we can see in the Garware Polyester ltd for executive staff more mental work is there but for the workers relative heavy works is also there.
Responsibilities EMPLOYEE RESPONSE
PERCENTAGE
Light physical efforts 7 17%
Heavy physical efforts 9 23%
Visual efforts 6 15%
Mental efforts 10 25%
Skilled efforts 8 20%
TOTAL 40 100
13.CHART SHOWING THE COMPONENTS WHILE DECIDING REMUNERATION
POLICY
COMPONENTS- Employee responses IN-%
a)Hourly & Monthly rated Wages/Salaries 6 15%
b)Incentives 4 10%
c)Fringe Benefits(P.F,Gratuity,E.SI,
Mediclaim,etc.)
10 25%
d)Prerequisites(Car,Paid holidays,house,club
membership etc.)
8 20%
e) Job Context (Challenging job responsibilities,
recognition, growth prospects, job sharing etc.)
12 30%
Total 40 100
a) Wages/Salaries
15%
b)Incentives; 4; 10%
c)Fringe Benefits25%
d)Prerequisites
20%
e) Job Context 30%
INTERPRETATION:
The above chart is showing that the company is providing both the remuneration i.e. Financial and Non financial.
14.CHART SHOWING THE SOURCES OF RECRUITMENT
Types of Recruitment Employee responses Response In %
a)Employee referrals 10 25%
b)Third party method 4 10%
c)Campus recruitment 8 20%
d)Press advertisement 6 15%
e)Promotion & Transfers 8 20%
f)Job Portals i.e naukri.com 410%
Total 40100
a)Employee re-ferrals25%
b)Third party method
10%c)Campus recruitment
20%
d)Press adver-tisement
15%
e)Promotion & Transfers
20%
f)Job Portals i.e naukri.com10%
CHART SHOWING THE SOURCES OF RECRUITMENT
INTERPRETATION:
From the above chart we can conclude that in the Garware Polyester Ltd for the manpower supply various sources are used from that maximum are recruited by the employee referrals and they are also using the promotion and transfers of existing employees.
15.CHART SHOWING THE RATING THE PERFORMANCE APPRAISAL SYSTEM OF
GARWARE POLYESTER LTD, ON THE FOLLOWING BASIS
Rating components Employee response Percentage
Open and participative 6 15%
Built an incentive 12 30%
Periodically revived &
updated
18 45%
Easy to understand 4 10%
Total 40 100
Open and par-ticipative
15%
Built an incentive 30%
Periodically revived & up-
dated45%
Easy to understand10%
Chart showing the rating the Per-formance Appraisal System
INTERPRETATION:
The above chart is showing the performance appraisals system of Garware Polyester ltd.
It is periodically revived & updated hence the promotion and demotion of existing employee is
possible.
16. CHART SHOWING THE NEED SKILLS FOR THE SPECIFIC JOB:
The above graph is showing the trainings provided for specific job that are necessary to
acquire skills, increasing competencies of employee within the organization that shows the
specifications require for the job.
18. CHART SHOWING THE CONFLICTS LEVEL
Rating Employee response Percentage
High 4 10%
Quite 6 15%
Average 12 30%
Very low 18 45%
Total 40 100
High 10%
Quite 15%
Average 30%
Very low 45%
Graph showing the conflicts level within organisation
Interpretation:
The above graph is showing the conflicts level of employees within the organization that
shows the better relationship management.
19. CHART SHOWING THE SPECIAL FACILITIES PROVIDED:
Rating Employee response Percentage
Mostly 2 5%
Sometimes 6 15%
Very less 30 80%
Total 40 100
Mostly 5%
Sometimes 15%
Very less80%
Graph showing the special facilities provided
Interpretation:
The above graph is showing the conflicts level of employees within the organization that shows the better relationship management
20. CHART SHOWING THE EMPLOYEES SATISFACTION ABOUT
WORKING CONDITIONS:
Rating Employee response Percentage
Highly satisfied 18 45%
Quite Satisfied 12 30%
Fair 6 15%
Bad 4 10%
Total 40 100
Highly satisfied Quite Satisfied Fair Bad 0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
Interpretation:
The above graph is showing the satisfaction level of employees which show the satisfied
employees are more.
CHAPTER 7 FINDINGS:
It is observed that the Garware polyester ltd is the company where employee is more valuable.
It is found that the strategies used for the human res
SUGGESTION AND CONCLUSITON
A} BIBLIOGRAPBHY
APPENDIX
QUESTIONAIRE
NAME____________ DESIGNATION___________
AGE_________ DEPARTMENT__________
GENDER__________
Q-1) According to you what factors are to be used for the Work Force Planning, in the company?
A) Type & strategy of organization
B) Organization growth cycle & planning
C) Type & quality of information
D) Nature of jobs being filled
E) Off-loading the work
Q-2)According to you the following criteria’s used in the company for assessing the job analysis
are sufficient-
1. Traits
2. General behavior towards superior, subordinate
3. Interest in work
4. Job performance
5. Leadership
6. Teamwork
Q.3) what do you fill about the reporting relationship? It’s
a)Good
b) Better
c) Best
Q-4) ARE YOU SUPERVISE OR LEADS OTHERS?
YES NO
Q-5) What are your job responsibilities?
1. Hiring employees 2. Evaluation of employees performance 3. Training employees 4. Scheduling or assigning works5. Termination or discharge
Q-6) How you are preparing the formats for job analysis?
A. Daily B. WeeklyC. MonthlyD. Quarterly
Q-7) When you are going to apply the performance measurement programme?
A. Daily B. WeeklyC. MonthlyD. Quarterly
Q-8) what is the educational qualification required for the job?
A. SSCB. HSC.C. GRADUATIOND. POST GRADUATIONE. OTHER
Q-9) what is the experience required for the job?
A. Up to 1 year B. More than 1 year and up to 3 years C. More than 3 years and up to 5 years D. More than 5 years and up to 10 years E. More than 10 years
Q-10) How your subordinates communicate with you?
1. Exchange information2. Co-ordinate3. Give professional advices4. Negotiate with
Q-11) what is the impact of decision making on employees?
1) Minor2) Considerable 3) Significant4) Critical
Q-12) what are the efforts required for the specific job?
A. Light physical efforts B. Heavy physical effortsC. Visual efforts D. Mental efforts E. Skilled efforts
Q-13) What components of remuneration are more effective for the employees in
order to decide the Remuneration Policy?
A) Hourly & Monthly rated Wages/Salaries
B) Incentives
C) Fringe Benefits (P.F, Gratuity, E.SI, Mediclaim, etc.)
D) Prerequisites (Car, Paid holidays, house, club membership etc.)
Q-14)What you think which source is best for recruitment and selection in Garware polyester
ltd?
a) Employee referrals
b) Third party method
C) Campus recruitment
d) Press advertisement
e) Promotion & Transfers
f) Job Portals i.e. naukri.com
Q-15)How would you rate the Performance Appraisal System of Garware polyester ltd, on the
following basis
A) Open and Participative
B) Built an incentive
C) Periodically reviewed & updated
D) Easy to understand
16) What are the skills needed for your job?
A. Soft skills B. Technical skills C. Educational D. Communication
17) When the training programs are arranged?
1. Annually
2. Monthly
3. Quarterly
4. Weekly
18) Is there any conflicts in the organization?
A. High B. Quite C. Average D. Very low
19) Have they providing the special facilities to you?
A. Mostly B. SometimesC. Very less
20) Are you satisfied with the working conditions of company ?
A) Highly satisfied B) Quite Satisfied
C) Fair D) Bad
For Garware Polyester Ltd
JOB DESCRIPTION
Sample job description:
Title of the position
Senior Mailroom Clerk
Department
Operations
Reports to
Building Services Supervisor
Overall responsibility
Supervise mailroom staff and interface with all levels of management regarding mail and supply
deliveries
For Garware Polyester Ltd
JOB SPECIFICATION
Job title:
Reporting to:
Responsibility for others:
Overall purpose of the job (why does the job exist?)
Key activities (start each one with a verb):
Any special requirements (hours, travel etc.):
For Garware Polyester Ltd
Personnel Specification
Company Name:
Job Title:
CriteriaEssential Desirable
Qualification/
Attainments
Relevant Experience
Skills and competencies
Eg.
Oral & written Skills.
Analytical Skills.
Arithmetical experience etc.
*Circumstances
Indicate if any special circumstances are attached to this post. (e.g. shifts, travel)
QUESTIONNAIRE REVIEW
Name:
EMPLOYEE/SUPERVISOR REVIEW
The purpose of this review is to ensure that all questions have been completed and that both the employee and supervisor(s) agree on all of the responses. Should there be a difference of opinion on the appropriate responses, please indicate below that further review by another party is required. Supervisors with functional responsibilities must also sign this document.
Supervisor: Date:
Director, Dean or: Date:
Campus Principal
Is further review required?: Yes No
Employee: Date:
Is further review required?: Yes No
HUMAN RESOURCES REVIEW
The purpose of the Human Resources review is to ensure consistency across the organization.