Académique Documents
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ON
Submitted By
Anjani Tripathi
PREFACE
MBA is a stepping stone to management career. In order to achieve practical positive and concrete result,
the classroom learning needs to be effectively fed to the realities of the situation existing outside the
classroom.
Marketing is of interest to everyone, whether they marketing goods, services, properties, person, events,
information, Ideas or organization.
To develop healthy managerial and administrative skills in the potential manager it is necessary that
theoretical knowledge must be supplement with exposure of real environment. Actually it is very vital for
the management and it is in the practical training that the measuring of management is itself realized.
DECLARATION
I hereby declare that the project work entitled on A study of Employees perception about
organization HR practices and welfare submitted to the Babulal Tarabai Institute Of Research &
Technology is a record of an original work done by me under the guidance of Mr. Manish
Shrivastava, Faculty member, Babulal Tarabai Institute Of Research & Technology and this
project work has not performed the basis for the award of any degree or diploma / associate ship
/fellowship and similar project if any.
Date:
Place:
CERTIFICATE
This is to certify that Anjani Tripathi has completed his project report titled Employees
perception about organization HR practices and welfare under my supervision. To the best of
my knowledge and belief this is his original work and this, wholly or practically, has not been
submitted for any degree of this or any other university.
Date:
Approved By
___________________
ACKNOWLEDGEMENT
Employees perception about organization HR practices and welfare has been given to me as a
part of the curriculum in fifth semester of Bachelor Degree of Business Administration.
I have tried my best to present this information as clearly as possible using basic terms that I hope
will be comprehended by the widest spectrum of researcher, analysts and students for further
studies.
I am proud and privileged to express my hearty regards to our respected Dr. Jayant Dubey
(HOD, Dept of Management Study BTIRT, Sagar) for giving me opportunity to prepare this
project.
I am proud to express my deep sense of gratitude to our respected mentor ___________________
(Lecturer, Dept. of Management Study BTIRT,Sagar)
guidance and his valuable suggestions as the rendered me all possible help and guidance while
reviewing the manual script and finalizing the report.
I specially would like to thank my parents who all the way helped me mentally and emotionally
without them I would not have completed my project successfully.
I am grateful to all the respondent for their immense and appreciation help who considered my
time just and supplied me data.
I also thankful to my friends who helped me a lot in the completion of this project.
I also thankful to GOD for giving me courage to complete this project work.
Anjani Tripathi
A
PROJECT REPORT On
Employees Perception About Organization HR Practices
And Welfare
Contents
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TITLES
PAGE NO.
Introduction
Employee:
An employee is anyone who has agreed to be employed, under a contract
of service, to work for some form of payment. This can include wages,
salary, commission and rates.
OR
A person who has agreed by contract to perform specified services for
another, the employer, in exchange for money.
This includes:
1.
2.
3.
4.
5.
6.
Homeworkers.
People who have been offered and have accepted a job.
Fixed-term employees.
Seasonal employees.
Casual and part-time employees.
Employees on probationary and trial periods.
An employee is not:
1. A self-employed or independent contractor.
2. A sharemilker.
3. A real estate agent whose agreement says they are an independent
contractor.
4. A volunteer who does not receive a reward for working.
5. In some cases, a person who is engaged in film production.
Perception
(from the Latin perceptio, percipio) is the organization, identification, and
interpretation of sensory information in order to fabricate a mental
representation through the process of transduction, which sensors in the
body transform signals from the environment into encoded neural
signals. All perception involves signals in the nervous system, which in
turn result from physical stimulation of the sense organs.
For example, vision involves light striking the retinas of the eyes, smell is
mediated by odor molecules and hearing involves pressure waves.
Perception is not the performance appraisalsive receipt of these signals,
but can be shaped by learning, memory and expectation. Perception
involves these "top-down" effects as well as the "bottom-up" process of
processing sensory input. The "bottom-up" processing is basically lowlevel information that's used to build up higher-level information (i.e. shapes for object recognition). The "top-down" processing refers to a
person's concept and expectations (knowledge) that influence
perception. Perception depends on complex functions of the nervous
system, but subjectively seems mostly effortless because this processing
happens outside conscious awareness.
Since the rise of experimental psychology in the late 19th Century,
psychology's understanding of perception has progressed by combining a
variety of techniques. Psychophysics measures the effect on perception
of
varying
the
physical
qualities
of
the
input.
Sensory
neurosciencestudies the brain mechanisms underlying perception.
Perceptual systems can also be studied computationally, in terms of the
information they process. Perceptual issues in philosophy include the
extent to which sensory qualities such as sounds, smells or colors exist in
objective reality rather than the mind of the perceiver.
Although the senses were traditionally viewed as performance
appraisalsive receptors, the study of illusions and ambiguous images has
demonstrated that the brain's perceptual systems actively and preconsciously attempt to make sense of their input. There is still active
debate about the extent to which perception is an active process of
hypothesis testing, analogous to science, or whether realistic sensory
information is rich enough to make this process unnecessary.
The perceptual systems of the brain enable individuals to see the world
around them as stable, even though the sensory information may be
incomplete and rapidly varying. Human and animal brains are structured
in a modular way, with different areas processing different kinds of
sensory information. Some of these modules take the form of sensory
maps, mapping some aspect of the world across part of the brain's
surface. These different modules are interconnected and influence each
other. For instance, the taste is strongly influenced by its odor.
Process and terminology
The process of perception begins with an object in the real world, termed
the distal stimulus or distal object. By means of light, sound or another
physical process, the object stimulates the body's sensory organs.
These sensory organs transform the input energy into neural activitya
process called transduction. This raw pattern of neural activity is called
the proximal stimulus. These neural signals are transmitted to the brain
and processed.[2] The resulting mental recreation of the distal stimulus is
the percept. Perception is sometimes described as the process of
constructing mental representations of distal stimuli using the
information available in proximal stimuli.
An example would be a person looking at a shoe. The shoe itself is the
distal stimulus. When light from the shoe enters a person's eye and
stimulates their retina, that stimulation is the proximal stimulus. The
image of the shoe reconstructed by the brain of the person is the
percept. Another example would be a telephone ringing. The ringing of
the telephone is the distal stimulus. The sound stimulating a person's
auditory receptors is the proximal stimulus, and the brain's interpretation
of this as the ringing of a telephone is the percept. The different kinds of
sensation such as warmth, sound, and taste are called "sensory
modalities".[6][8]
At this stage the cues become less open and selective. We try to
search for more cues that confirm the categorization of the target.
At this stage we also actively ignore and even distort cues that
violate our initial perceptions. Our perception becomes more
selective and we finally paint a consistent picture of the target.
According to Alan Saks and Gary Johns, there are three components
to Perception.
The Perceiver, the person who becomes aware about something and
comes to a final understanding. There are 3 factors that can
influence his or her perceptions: experience, motivational state and
finally emotional state. In different motivational or emotional states,
the perceiver will react to or perceive something in different ways.
Also in different situations he or she might employ a "perceptual
defence" where they tend to "see what they want to see".
The Target. This is the person who is being perceived or judged.
"Ambiguity or lack of information about a target leads to a greater
need for interpretation and addition."
The Situation also greatly influences perceptions because different
situations may call for additional information about the target.
Stimuli are not necessarily translated into a percept and rarely does
a single stimulus translate into a percept. An ambiguous stimulus
may be translated into multiple percepts, experienced randomly,
one at a time, in what is called "multistable perception". And the
same stimuli, or absence of them, may result in different percepts
DANGEROUS PREDATOR.
There is also evidence that the brain in some ways operates on a
slight "delay", to allow nerve impulses from distant parts of the body
to be integrated into simultaneous signals.
Perception is one of the oldest fields in psychology. The oldest
quantitative law in psychology is the Weber-Fechner law, which
Theories
Perception as hypothesis-testing
Cognitive theories of perception assume there is a poverty of
stimulus. This (with reference to perception) is the claim that
sensations are, by themselves, unable to provide a unique
description of the world. Sensations require 'enriching', which is the
role of the mental model. A different type of theory is the perceptual
ecology approach of James J. Gibson. Gibson rejected the
assumption of a poverty of stimulus by rejecting the notion that
statement aims to achieve. The invariant does not and need not
represent an actuality, and Glasersfeld describes it as extremely
unlikely that what is desired or feared by an organism will never
suffer change as time goes on. This social constructionist theory
thus allows for a needful evolutionary adjustment.
A mathematical theory of perception-in-action has been devised and
investigated in many forms of controlled movement, and has been
described in many different species of organism using the General
Tau Theory. According to this theory, tau information, or time-to-goal
information is the fundamental 'percept' in perception.
RESEARCH METHODOLOGY
Secondary data
The data collected from secondary source is through Magazine ,
newspaper, internet.
2. Data Analysis:
Statistical Tool
The statistical tool used in this project is chi square.
HR
PRACTICES
The success of any business depends as much on appropriate,
effective, well-communicated, HR and business practices as it
depends on meeting the requirements of mandated laws and
regulations. In fact, good planning and the development of
effective practices make regulatory compliance much easier.
HR practices helps in increasing the productivity and quality,
and
to
gain
the
competitive advantage of a workforce
strategically aligned with the organizations goals and objectives.
KPI's
For
PRACTICES
HR
of
training
programs
resulting
in
productivity
and
identify
gaps
on
skills-
OBJECTIVE
PRACTICES:-
OF
HR
practices
can
working
Objectives of the
project-
All companies are having their HR Practices but the company who
is having the best, is the most successful company among its
competitors. So the company can get success within its
competitors by applying best, effective HR Practices.
I.Recritment:
It is a process to discover the sources of manpower to meet the
requirements of the staffing schedules and to employ the effective
measures for attracting that manpower in adequate numbers to
facilitate effective selection of an efficient workforce.
Internal Factors
External Factors
Employers
brand
Socio-economic factors Companys pay package
Supply & Demand factors Quality of work life
Employment
Rate
Organisation
culture
Labour market conditions
Career planning & growth
Political, Legal,
Governmental factors
Companys size
Companys products, services
Role of trade unions
Cost of recruitment
Companys name & fame.
Sources Of Recruitment:
Internal
External Sources
Present
Campus Recruitment
Retired
Private employment consultant
Dependent
of
Data
Banks
Employee
Casual Applicants Trade Unions
Walkins
Head
Hunting
Sources
employees
employees
present
Referrals
Mergers
Acquisitions
&
ERecruitm
ent
It helps in translating Business Strategy into people requirements.
A combination of internal recruitment, campus recruitment, and
executive search is leveraged to meet up to the changing needs of
the organization
In todays rapidly changing business environment, organizations
have to respond quickly to requirements for people. Hence, it is
important to have a well-defined recruitment policy in place, which
can be executed effectively to get the best fits for the vacant
positions. Selecting the wrong
candidate or rejecting the right candidate could turn out to be
costly mistakes for the organization.
II.Selection:
It is one area where the interference of external factors is minimal.
Hence the HR department can use its discretion in framing its
selection policy and using various selection tools for the best
result. Recruitment of staff should be preceded by:
An analysis of the 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.
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.
Selection
HOD
Requisitio
n
for
Vacancy to
be as per
Org
hart
1. Data bank
HR
Short Listing
2.
Req Agency
3. Poornata
END
Scheduli
ng
the
intervie
w
Induct
ion
Joining
Offer
Letter
Selection &
Negotiatio
System
the
Employee
development,
Ending with effective
exit interviews.
Employees knowledge, skills, and abilities with
organization's human capital needs and business objectives.
the
PURPOSE:
For Administration
Document HR decisions with regards to performance & its
related issues.
Decide on layoffs.
skills,
core
competencies,
strength
&
Method employed
b)
c)
Measure actual performance, by
following instructions. d)
Adjust actual
performance due to environment influence.
e)
Compare actual performance with set
standards & find out deviations. f)
Suggest
changes in job analysis & standards if necessary.
g)
Follow up.
3.
Trainees background
Time allocated
Style preference of trainer
Level of competence of trainer
Availability of facilities and resources, etc
Improve performance:
Training & Development is any attempt to improve current or
future employee performance by increasing an employees ability
to perform through learning, usually by changing the employees
attitude or increasing his or her skills and knowledge.
The need for Training and Development is determined by the
employees performance deficiency, computed as follows.
Training & Development Need = Standard
Performance Actual Performance
Training: Training refers to the process of imparting specific
skills. An employee undergoing training is presumed to have had
some formal education. No training program is complete without
an element of education. Hence we can say that Training is
offered to operatives.
Development: Development means those learning opportunities
designed to help employees to grow. Development is not
primarily skills oriented. Instead it provides the general
knowledge and attitudes, which will be helpful to employers in
higher positions. Efforts towards development often depend on
personal drive and ambition. Development activities such as
those supplied by management development programs are
generally voluntary in nature. Development provides knowledge
about business environment, management principles and
techniques, human relations, specific industry analysis and the
like is useful for better management of a company.
Needs of Training:
Individual level
Diagnosis of present problems and future challenges
Improve individual performance or fix up performance deficiency
Improve skills or knowledge or any other problem
To anticipate future skill-needs and prepare employee to handle
more challenging tasks
To prepare for possible job transfers
Safety aspects
Behavorial aspects
Technical aspects
Communication skills
Interviews
3.
Questionnaires
4.
Attitude Surveys
5.
6.
Work Sampling
7.
Rating Scales
2.
3.
4.
Efficiency Indices
5.
Exit Interviews
6.
7.
Quality Circles
8.
9.
Analysis of Current and Anticipated Changes
Benefits of Training Needs Identification
1.
advance
2.
Trainers Perception Gaps can be reduced between
employees and their supervisors
3.
Trainers can design course inputs closer to the specific
needs of the participants
4.
done.
4. Talent Management:
STEPS:
1) P r o c e s s o f C o l l e c t i n g I n f o r m a t i o n
2) S ys t e m a t i c E x p l o r a t i o n o f A c t i v i t i e s
Examples :
Head of Department
Buyer
Secretary
Buyer
Secretary
Head Of Dept.
Positions:
Positions
Positions
are
the
concrete
representation
of jobs. They are
held
by individuals
at
your
enterprise.
Job:
Hea
d of
Dep
t.
Positi
on: HOD
:
Purchas
ing
Positions are
specific to your
enterprise
Posit
ion:
HOD
:
Sales
Posi
tion
:
HOD
: HR
the
6. Organizational Structure:
Using the basic object types constructs of relationships is built to
mirror the business edifices and processes. By assigning object
characteristics, validations, requirements etc, we can capture
complex organizational realities with relative ease.
Process Flow:
External benchmarking
Relevant industry segment and people market
Parameters beyond compensation: head count/ level/ reporting
Individual profile and performance
Compensation structure
paid as special
allowance.
8.Exit Interviews:
Protect itself
against subsequent charges that
the
employee was forced to resign (i.e., constructive discharge)
Suggestions:
The company should give the compensation as per to the
skills, so that the employees could do the efficient work.
according
to
Limitations:
During the project there were various constraints, which were
faced.
BIBILIOGRAPHY:
www.google.com
www.uflexltd.com
www.flexfilm.com
www.uflexengg.com
www.wikipedia.org
References:
Text Books:
Thornton, G.C. & W.C. Byham (1982) Assessment centres and
Managerial Performance, Academic Press, New York .
T.V.Rao & U. Pareek (1978) Performace Appraisal and Review:
Operating Manual, Learning System, New Delhi.
H. Richl (1996). A Skilful Approach to High Productivity, H.R.
Magazine, August, 97-102
J.A.D Conger Finegold & E.E.Lawler (1998).Appraising Boardroom
Performance. Harvard Business Review, January- February.
ANNEXURE
QUESTIONNAIRE
Name: ..
Sex:
[ ] Male
Age:
[ ]Upto 20 years
Marital Status:
[ ] Married
Years of service:
[ ]Upto 2 years
Monthly Income:
[ ] below 10,000
[ ] Female
[ ] 20-30 years
[ ] 30-40 years
[ ] above 40 years
[ ] 6-10 years
[ ] above 10 years
[ ] Unmarried
[ ] 2-6 years
[ ] 10,000-20,000
[ ] 20,000-30,000
[ ] above 30,000
STUDY FACTORS:
SA- Strongly agree, A- Agree, NS- No response, DA- Disagree, SDA- Strongly
Disagree
S.no Particulars
.
Performance appraisal improves job performance
7
The assessment of performance motivates to work harder
8
Performance goals are clearly defined in the process of
9
10
11
12
13
14
15
16
17
18
19
20
appraisal
My performance is adequately monitored during
performance appraisal
Performance appraisal does not contribute to job
performance
The performance appraisal is helpful in reducing grievance
among the employee
I do not need feedback to monitor my performance
The performance appraisal is helpful for improving
personnel skill
Promotion is purely based on performance appraisal
Is the Performance assessment match to your expectations
Appraisals encourage career growth
Appraisals enhances the chances for promotion
Performance appraisal provides me with the opportunity to
set personal goals
The Performance Appraisal System give a proper
assessment of your contribution to the Organization
S
A
A N
R
D
A
SD
A