A

SUMMER TRAINING PROJECT REPORT

ON
Role of hr in ngo
IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE AWARD of
FULL TIME degree of Management in BUSINESS administration

SESSION: 2017-2019

SUBMITTED TO:- SUBMITTED BY:-

Mrs. Rubinreet kaur abhishek singla
(Assistant professor) mBA 4 SEMESTER
th

Roll no.:-32101

Khalsa College (asr.) of technology & business

studies

Punjabi university Patiala

1
 TO WHOM IT MAY CONCERN

This is to certify that project title “THE ROLE OF HR IN NGO” carried out by

ABHISHEK SINGLA of Batch 2017-2019. He has been accomplished under my

guidance and supervision as a duly registered MBA Student of Khalsa College

(ASR). Of Technology & business Studies, Mohali. The project is being submitted

by him in the partial fulfillment of the requirements for the award of the degree of

Management of Business Administration from Khalsa College (ASR). Of

Technology & Business Studies, Mohall.

His project work represents his original and is worthily of consideration for the award

of the degree of Management of Business Administration.

MRS.VRITI

(ASSISTANT PROFESSOR)

KHALSA COLLEGE MOHALI

2
 DECLARATION

I, ABHISHEK SINGLA, student of MBA 2nd year, semester IV, at Khalsa college

(ASR) of Technology & Business Studies, Mohali, affiliated to Punjabi

University, Patiala, hereby declare that this project work titled, “ROLE OF HR IN

NGO” Submitted in partial fulfillment of degree of Bachelor of Business

Administration, under the guidance of Mrs. RUBINREET KAUR, Assistant

Professor, is my own original Work and information contained in it is best Authentic

to my knowledge.

Date _/_/2019 (Signature of a Candidate)

Name:

Roll No:

3
 ACKNOWLEDGEMENT

In preparing an acknowledgement to this project, numerous individuals come to my

mind that all rose to the challenges of making the project successful. Any person

alone can never accomplish a project of this nature. I have been able to bring this

dissertation in this present shape only because of hearty co-operation of number of

heads. Some who have blessed some who have advised, some who have wished,

some who have assisted, and some who have supplied and some who have

supplemented. Thus each has contributed one’s might in some form or the other.

I shall be failing in my duty if I don’t express my heartiest thanks to my respected

parents for providing me every kind of help during the completion of this project. I

would also like to thanks MRS. RUBINREET KAUR, ASSISTANT PROFESSOR of

our college who helped me directly or indirectly in this project.

THANK YOU ALL!!

ABHISHEK SINGLA

4
 PREFACE

Training is integral part of the curriculums of MBA. It gives one a complete exposure

into the corporate world. A person learns to understand business from a realistic

angle. Training is also a kind of rehearsal of the actual job. An individual actually

comes to know whether he/she is fit for the line, which he/she has opted. During the

period an endeavor is made to learn different skills and business practices. A set

routine has to be followed and discipline maintained.

In today’s work of cut throat competition the theory survival of the fittest prevails. The

companies need to be well aware of the strategies of the competitors. In order to

stand this tough competition the company needs to revaluate performance and its

policies.

5
 Index

Chapters no. Contents Page no.

1. Introduction of ROLE OF HR IN NGO

2. Literature Review

3. Research methodology

4. Findings and Data analysis

5. Suggestions And recommendation

6. Limitation

7. Conclusion

8. Bibliography

6
 EXECUTIVE SUMMARY

A project work is a mandatory requirement for the M.B.A in Khalsa College,

Mohali. The industrial internship aims exposing the young prospective to the actual

business world. This training prospective to the actual business world. This training

practice provides a platform to the young trainees, where they can set forth the

foundation of an illustrious career. It broadens their horizons and also helps them to

grasp the various intricacies of the business, which will enhance their ability to adjust

the dynamic business world, whey they occupy the executive positions.

7
Chapter-1

Introduction
Of
Role
Of
HR in NGO

8
 INTRODUCTION

Human resource practices play a vital role as humans are the main resource to use
rest of resources. It is now being increasingly realized that the people working in
organization are human beings. Investment for increasing the resource is important,
and the more an organization invest in its human resources, the greater return from
the investment is likely to be. Human resource practices focuses on the different
aspect that can enhance the potential of an individual not in just in the reference of
an organization but in his/her personal life. Training and developing, performance
appraisal, potential appraisal, career counseling, employee welfare, health and
safety are few of them.

The role of human resource as an integrating factor in any of the industry or sector
and it matters most when it is related to the service sector like NGO’s. Further, owing
to the changes in the business environment and the advances in technology,
communication and consumerism, planning of human resources has become an
incessant activity on the part of HR functionaries working in service organization.
Broadly, human resource practices are required not only to maintain the people as
resources, but also to enhance the capability of the organization, through its
competent people.

Human Resource Management is defined as a strategic and coherent approach to

the management of an organization’s most valued assets – the people working there
who individually and collectively contribute to the achievement of its objectives. The
overall purpose of human resource management is to ensure that the organization is
able to achieve success through people. As Ulrich and Lake (1990) remark “HRM
systems can be the source of organizational capabilities that allow firms to learn and
capitalize on new opportunities.”

Concept of Non Governmental Organization

A non-governmental organization (NGO) is a legally constituted organization

created by natural or legal persons that operates independently from any
government. The term is usually used by governments to refer to entities that have
no government status.

A non-governmental organization (NGO) is a citizen-based association that operates

independently of government, usually to deliver resources or serve some social or
political purpose. The World Bank classifies NGOs as either operational NGOs,
which are primarily concerned with development projects, or advocacy NGOs, which
are primarily concerned with promoting a cause.

9
The World Bank defines NGOs as "private organizations that pursue activities to
relieve suffering, promote the interests of the poor, protect the environment, provide
basic social services, or undertake community development". In wider usage, the
term NGO can be applied to any non-profit organization which is independent from
government. NGOs are typically value-based organizations which depend, in whole
or in part, on charitable donations and voluntary service. Although the NGO sector
has become increasingly professionalized over the last two decades, principles of
altruism and voluntarism remain key defining characteristics.

The term NGO is very broad and encompasses many different types of
organizations. In the field of development, NGOs range from large, Northern-based
charities such as CARE, Oxfam and World Vision to community-based self-help
groups in the South. They also include research institutes, churches, professional
associations and lobby groups The World Bank tends to interact with two main
categories of NGOs:

i) operational NGOs - whose primary purpose is the design and

implementation of development-related projects, and;
ii) advocacy NGOs - whose primary purpose is to defend or promote a
specific cause and who seek to influence the policies and practices of the
Bank.

A growing number of NGOs engage in both operational and advocacy activities, and
some advocacy groups, while not directly involved in designing and implementing
projects, focus on specific project-related concerns.

Further operational NGOs is categorized into three main groups:

i) community-based organizations (CBOs) - which serve a specific

population in a narrow geographic area;
ii) national organizations - which operate in individual developing countries,
and;
iii) international organizations - which are typically headquartered in
developed countries and carry out operations in more than one developing
country.

In recent years, however, this trend has been reversed. Among projects involving
NGO collaboration recorded in FY94, 40% involved CBOs, 70% involved national
organizations and 10% involved international organizations.

CBOs (also referred to as grassroots organizations or peoples' organizations) are

distinct in nature and purpose from other NGOs. While national and international
organizations are "intermediary" NGOs which are formed to serve others; CBOs are
normally "membership" organizations made up of a group of individuals who have
joined together to further their own interests (e.g.: women's groups, credit circles,
youth clubs, cooperatives and farmer associations). In the context of Bank-financed

10
activities, national or international NGOs are normally contracted to deliver services,
design projects or conduct research. CBOs are more likely to be the recipients of
project goods and services. In projects which promote participatory development,
grassroots organizations play the key function of providing an institutional framework
for beneficiary participation. CBOs might, for example: be consulted during design to
ensure that project goals reflect beneficiary interests; undertake the implementation
of community-level project components; or receive funds to design and implement
sub-projects.

Individual operational NGOs vary enormously according to their purpose, philosophy,

sect oral expertise and scope of activities. A number of different NGO typologies
exist. For example, NGOs have been classified according to whether they are more
relief or development-oriented; whether they are religious or secular; whether they
stress service delivery or participation and whether they are more public or private-
oriented. Sources for further reading on NGO typologies are listed at the end of this
section.

Variations of NGOs include:

BINGO (business-friendly international NGO or big international NGO); the Red

Cross is one example of a BINGO.

ENGO (environmental NGO); the World Wildlife Fund is one example of an ENGO.

GONGO (government-operated NGO), by definition not an NGO but an organization

created by a government to resemble an NGO to further some agenda.

INGO (international NGO); Oxfam is one example of an INGO.

QUANGO (quasi-autonomous NGO), an NGO which may have some governmental

members; the ISO is one example of a QUANGO.

RINGO (religious international NGO); the Catholic Relief Services is one example of
a RINGO.

HRM IN NON-GOVERNMENT ORGANIZATION

If Non Governmental Organizations can play better role in the corporate social
responsibility, the question here is who can play better role in linking industry with
community. The answer here is Human Resource Management Department of the
industry.

The HR managers should take lead in its effort to make a linkage between
community and the industry. To develop better rapport with the people, HR

11
managers have to make use of their Strategic Relationship Management Skills. They
should interact with the community by establishing better linkage with the Non
Governmental Organizations working there in the locality. The HR managers can
initially conduct Focus Group Discussion (FGD) with the community and community
leaders with the help of Non Governmental Organizations and need evaluation and
need prioritization is to be conducted.

Non-government organizations (NGOs) have become significant players in

development policy over the last two decades. The evolving relationship among
NGOs, developing states and donors are a critical aspect of international
development assistance and the wider development policy debate. NGOs vary in
their missions, internal management, scope of engagement, source of funding,
relations with developing sates and targeted areas of operations.

NGOs are the vanguard of civil society. They have increasingly been seen as the
vehicles of the new polices agenda of economic liberalization and political
channelling resource through northern and indigenous NGOs support grassroots
organizations, social change, political empowerment and sustainable development.
Developing states have ceded space to NGOs to deliver services, perform contract
development work and promote institutional capacity building.

The role of NGOs in the contemporary world is elaborately described in the present
study along with the management challenges and other issues faced by NGOs,
social activity, policy-makers and all concerned.

Problems

There are two main problems concerning HR in the NGO environment today:

1. The first is the high unemployment rate which causes an exceptionally high
number of under qualified job seekers to stream into the childcare environment,
the reason for this can also be attributed to an industry that does not have the
competitive advantage when it comes to salary benchmarking. This leads to
shortages of qualified skilled childcare workers in the industry.

2. The second is retaining highly skilled and qualified people and keeping them
motivated. Learning and development are central to both the performance and
development of employees. It can be beneficial for an organization to offer
employees equal and full access to learning and development opportunities that
are aligned to their career development, as well as the skills and competencies
required to meet business performance and growth objectives.

12
Number of people working in the NGO sector in India

All India / State Number Volunteers Paid

All India 24.4 million 88% 18%
West Bengal 1.67 million 92% 12%
Tamil Nadu 1.56 million 75% 31%
Delhi 1.25 million 82% 22%
Maharashtra 0.98 million 93% 13%
Meghalaya 0.23 million 88% 19%

13
CHAPTER- 2

Literature
REVIEW

14
 LITERATURE REVIEW

 Tilly Chacko M (2010), in his article titled “Best Practices of HR in Service

Sector: An SME Service Industry Perspective” concluded that Employment
Empowerment is the key word in service industries and strategies like
recruitment, induction, learning and development, performance management
system, compensation management, motivational initiatives, communication
channel and retention strategies play key role in an organization.

 Tripathi Laxman Kumar (2008), in his article “Human Resource Management

Practices in IT Industry: A Complex Adaptive Systems Perspective”, stated
about the significant difference between Resource Based View of HRP
Practices and Complex Adaptive System. He highlighted that there is
necessity of developing an alternative perspective of Human Resource
Management and exactly this has been worked out in the present research
work by following the frame work provided by the theories in natural science,
which is widely known as Complex Adaptive System.

 Prasad SVVS Vara (2007), in his article titled “HR Practices and Business
Performance” revealed that a strong association exists between employee
attitudes and workplace performance. Establishing a climate of mutual trust
stimulates employees to contribute their best and make them feel valued.
Involving employees in designing work systems and their participation in
decision-making generate commitment to find solutions for the problems
encountered by them on their jobs.

 Prof. Philip J, (2006), in his case study titled “HR Practices for Building
Performance Excellence”, revealed through the comparative study of 20
leading organizations that recruitment system, effective communication,
motivation, career management system are the pillars of any business and
focus on these enhance the performance of employees.

 Kennedy Vijila (2007), in her research paper titled “Do HR Practices Differ
Among the Categories of Indian Commercial Banks?” highlighted that HR
Practices are significantly and positively correlated with one another. It would
result in better performance appraisal and performance counseling since the
employees are aware of expectations and demands from their roles. There is
a strong relationship between role development and training because any
employee would develop in the role through appropriate training.

 Gaurav A M and Mudalkar Prahlad Krishna (2011), in their research paper

titled “A critical Study of Human Resource Practices in Selected Sugar

15
 Factories”, stated that rule of human resource workforce (organized –
managerial level and below – managerial level staff and unorganized labour)
and its contribution to the development of company. It deals with the
developing people in accordance with their aspirations and to suit the other
needs. Human resource can be used as a means for developing other in a
proper manner. Therefore, human resource practices affect the overall
development of the organization.

 Pavan C Naga and Prabhi G (2009) in their article titled “HR Practices in a
Recessionary Economy” discussed HR Practices and the issues that confront
HR managers and the top management of the organizations. The article
outlined the HR Practices and issues in five key areas of human resources
classified as 5Rs – Recruitment, Results, Rewards, Retention and
Retrenchment.

 Sahoo Chandan Kumar and Sundaray Bijaya Kumar (2008), in case study
titled “Exploring the Relationship between HRM Practices and Organizational
Excellence: The Case of Birla Tyres” depicts a visible picture on prevailing
human resource management practices like performance management, need
based training, job rotation, employee suggestions, quality of work life,
employee involvement, collective bargaining system, grievance management
and cordial employee relations in order to achieve success in terms of
customer satisfaction, profitability and excellence.

 Gupta Geetanjali Pandit (2009), in her article titled “Effective HR Practices in

Service Industries”, highlighted that building employee engagement is about
building the business. Moreover, it mirrored the parallels between employee
engagement, quality of service and therefore, customer engagement and
returns for business. Recruiting and then train managers for customer facing
positions must carefully screen candidate for attitude and their ability to stand
up to the demands of the service industry.

 Annonymus (2008) in his article titled “HR Best Practices at Fed Ex, A Best
Company to Work For” highlighted that several innovative human resource
programs over the year like PSP (People Service Profit), SFA (Survey
Feedback Profit), LEAP (Leadership Evaluation and Awareness Programme),
ECP (Employee Communication Programme), JCATS (Job Change Applicant
Tracking System), RRP (Recognition and Reward Program) have served as a
benchmark for company.

 Deshopande Satish P, Golhar Damodar Y (1994), in their article titled “HRM

Practices in Large and Small Manufacturing Firms: A comparative Study”
revealed that to develop a workforce a firm has to implement an appropriate

16
 human resource management practices but in practice, other functional areas
such as finance, production and marketing usually get preference over
personnel management.

 Renuka, Swami D.; Venkateshwara, Balaji A (2008) in their research paper

titled “A comparative Study of Human Resource Management Practices and
Advance Technology adoption of SMEs (Small and Medium Enterprises) bring
out certain significant differences in the adoption of HRM practices and
advance technology in firm with and without ISO 9000 certification.

 Huselid Mark A. (1995) in his research work titled “The Impact of Human
Resource Management Practices on Turnover, Productivity and Corporate
Financial Performance” evaluated the links between systems of high
performance work practices and firm performances. The use of high
performance work practices including comprehensive employee recruitment
and selection procedures, incentive compensation and performance
management system and extensive employee involvement and training can
improve knowledge, kills and ability of a firm’s current and potential
employees, increase their motivation, reduce shirking and enhance retention
of quality employees while encouraging nonperformers to leave the firm.

 Ahmed Sohel, Schroeder Roger G. (2002), in their research paper titled “The
Impact of Human Resource Management Practices on Operational
Performance: Recognizing Country and Industry Differences” attempts to
generalize the efficacy of seven HRM Practice in the context of country and
industry, focusing primarily on the effect of these practices on operation. 7
HRM Practices are here under:-
I. Employment security
II. Selective hiring of new personnel
III. Self-managed teams and decentralization of decision making as the basic
principles of organizational design.
IV. Comparatively high compensation contingent on organizational
performance.
V. Extensive training
VI. Reduced status distinctions barriers, including dress, language, office
arrangements and wage difference across levels
VII. Extensive sharing of financial and performance information throughout the
organization.

 Erdil Oya, Gunsel Ayse in their research paper titled “Relationship between
Human Resource Management Practices, Business Strategy Fit and Firm
Performance” indicate a strong relationship between different HR practices
and HRM firm strategy fit and firm performance. Further, the results provide

17
 support for the assertion that HR firm strategy fit can significantly assist a firm
in improving performance.

 Mudor Hamidia and Tooksoon Phadett (2011), in their research paper titled
“Conceptual Framework on the Relationship Between Human Resource
Management Practices, Job Satisfaction, and Turn Over” explained the
relationships among these variables. On the other hand HRM practices and
job satisfaction are negatively and significantly correlated with job satisfaction.

 Anderson Fredrik (2005) in his research paper titled “The Effect of HRM
Practices and R&D Investment on Worker Productivity” reveals that regular
and effective research and works as an investment on the productivity of the
workers of an organization.

 F. Fey Carl (2000) in his research work titled “The Effect of HRM Practices on
MNC Subsidiary Performance in Russia”, stated that investing in using HRM
Practices in firms performing better. It is essential for a firm to have different
HRM Practices for managerial and non managerial employees. Study also
reveals the fact that not all the HRM practices are equally important to focus
on.

 Daud Normala Binti (2006) in his research paper titled “Human Resource
Management Practices and firm performance: The Moderating Roles of
Strategies and Environmental Uncertainties” explains the HRM Practices
could positively influenced profitability and growth and negatively influenced
employee turnover.

 Khan Muhammad Asif (2010) in his research titled “Effect of Human Resource
Management Practices on organizational Performance – An Empirical Study
in of Oil and Gas Industry in Pakistan” stated the regression analysis indicated
a positive and statistically significant association of HRM Practices with
organizational performance.

 Michal Armstrong – “A Handbook of Human Resource Management

Practices”, 10th Edition, Kogan Page London and Philadelphia of a” deals
with the approaches and philosophies that affect how people are managed in
organization, the roles of the HR functions and its member. The term
‘Personnel Management’ embraces the two related concepts of human
resource management and human capital management, which are defined in
this book. These have virtually replaced the term personnel management
although the philosophies and practices of personnel management still
provides the foundations for philosophy and practices of Human Resource
Management.

18
CHAPTER- 3

RESEARCH
METHODOLOGY

19
Meaning of Research Methodology – Research Methodology is a way to
systematically solve the research problem. Researchers need to understand the
assumptions underlying various techniques and they need to know the criteria by
which they can decide that certain techniques and procedures will be applicable to
certain problems. In other words, a system of models, procedures and techniques
used to find the results of research problem is called a research methodology.

Research Design

Research design is a process of making decisions before the situation arises in

which the decision has to be carried out. ‘Research design’ is planning a strategy of
conducting research. It plans as to: what is to be observed, how it is to be observed,
when/where it is to be observed, why is to be observed, how to record observations,
how to analyze/interpret observations, and how to generalize. Research design is,
thus, a detailed plan of how the goals of research will be achieved.

This research plan will include the Exploratory and Descriptive Research as stated
here under:-

Exploratory Research – This research will be proved the most beneficial for the
researcher because the study of topic is the one about which the researcher has
very little knowledge. Thus, this research will be qualitative which becomes useful in
testing hypothesis.

Descriptive Research - Descriptive research includes surveys and fact-finding

enquiries of different kinds. The major purpose of descriptive research is description
of the state of affairs as it exists at present.

Variables – A concept which can take on different quantitative values is called a

variable. Here, in this research researcher would take the variable as follows:

Dependent Variable and Independent Variable – If one variable depends upon or

is a consequence of the other variable, it is termed as a dependent variable, and the
variable that is antecedent to the dependent variable is termed as an independent
variable. In this study Performance of the firm is dependent variable and the use
of HR Practices is independent variable.

Editing – Editing involved a careful scrutiny of the completed questionnaires to

assure that data are accurate, consistent with other fact gathered, uniformly entered,
as completed as possible and have been well arranged to facilitate coding and
tabulation. This study will process further with the help of structured questionnaire for
both employer and employee for both the NGOs, so scrutiny according to NGO wise
then employer and then employee wise will be done.

20
Coding – It refers to the process of assigning numerals or other symbols to answers
so that responses can be put into a number of categories or classes. Coding will help
in this research as the several replies may be reduced to a small numbers of classes
which contain the critical information required for analysis.

Tabulation – Tabulation is the process of summarizing raw data and displaying the
same in compact frame for further analysis. Though the questionnaire contains
questions which have four or five alternatives, the tabulation will help researcher in
orderly arrangement of data in columns and rows.

Statistics in Research – The role of statistics in research is to function as a tool in

designing research, analyzing its data and drawing conclusions therefrom. In the
present research, the important statistical measures will be used according to
collected data to summarize the research.

Sample Design

A sample design is a definite plan for obtaining a sample from the sampling frame. It
refers to the technique or the procedure the researcher would adopt in selecting
some sampling units from which inferences about the population is drawn, sampling
design is determined before any data collected. This research plan the researcher is
paying attention on the following:-

Universe- It consist NGOs in Chandigarh.

Sampling unit – 4 NGOs in Chandigarh. (Guru aasra, Astha, Sankalp, Environment

matters)

Sample Size – The sample size would be 100 including employers and employees
of NGOs.

Collection of Data

The task of data collection begins after chalk out the research plan. Here the
researcher uses both primary and secondary data.

Primary data – The primary data are those which are collected afresh and for the
first time, and thus happen to be original in character

Secondary data – The secondary data are those which have already been collected
by someone else and which have already been passed through the statistical
process.

Here the research study will mainly be supported by Primary Data which will be
collected through Structured Questionnaire by the people working in NGOs and
secondary data which will be collected from the annual reports of selected NGOs.

21
CHAPTER- 4

Findings
&
Analysis

22
INTERPRETATION:

1) No. of respondents from NGO in Chandigarh.

Guru aasra 35
Astha 20
Sankalp 25
Environment matters 20
Total 100

40

35

30

25

20

15

10

0
Guru aasra Astha Sankalp Environment matters

Interpretation

 Total Number of Respondents was 100.

 35 of our Respondents were from Guru aasra.
 20 of the Respondents were from Astha.
 25 of our Respondents were Sankalp.
 20 of our Respondents were Environment matters.

2) Demographic profile of the respondents.

Male 64%

Female 36%

23
 100%
Total

Gender

Male
Female

Interpretation

 Total Number of Respondents was 100.

 64% of our Respondents were male.
 36% of the Respondents were female.

3) Age of the respondents.

Below 20 years 8%

20-30 years 32%

30-40 years 34%

40 years and above 26%

Total 100%

24
 35

30

25

20 Age
Column1
15
Column2
10

0
Below 20 years 21-30 years 31-40 years 41 years and
above

Interpretation

 Total Number of Respondents was 100.

 8% of our Respondents were below 20 years.
 32% of the Respondents were 21-30 years.
 34% of the respondents were 31-40 years.
 26% of the respondents were 41 years and above.

4) Educational qualifications of the respondents.

Matrix 8%

Graduation 56%

Post graduation 26%

Other qualification 10%

Total 100%

25
 Qualification
60

50

40

30
Qualification

20

10

0
Matrix Graduation Post graduation Other qualification

Interpretation

 Total Number of Respondents was 100.

 8% of our Respondents were Matrix pass.
 56% of the Respondents were graduate.
 26% of the respondents were post graduate.
 10% of the respondents were other qualification.

5) Does Respondents had work experience before joining NGOs?

Yes 28%

NO 72%

Total 100%

26
 Work experience

80

70

60

50

40 Work experience

30

20

10

0
Yes No

Interpretation

 Total Number of Respondents was 100.

 28% of our Respondents had work experience before joining NGOs.
 72% of the Respondents does not have work experience before joining
NGOs.

6) Respondents experience in present NGOs?

Less than one year 34%

2-5 years 34%

6-10 years 20%

11-15 years 6%

16 years and above 6%

Total 100%

27
 Experience in present NGO
35

30

25

20
Experience in present NGO
15

10

0
Less than 2-5 years 6-10 years 11-15 16 years
1 year years and above

Interpretation

 Total Number of Respondents was 100.

 34% of our Respondents have experience of less than one year in present
NGO.
 34% of the Respondents have experience of 2-5 year in present NGO.
 20% of the Respondents have experience of 6-10 year in present NGO.
 06% of the Respondents have experience of 11-15 year in present NGO.
 06% of the Respondents have experience of 16 years and above in present
NGO.

7) Methods of recruitment of employees in NGO?

Radio advertisement 12%

Newspaper advertisement 12%

Professional association 30%

Employment agencies 18%

Employee referrals 28%

28
Total 100%

Methods of recruitment
35
30
25
20
15
10
5 Methods of recruitment
0

Interpretation

 Total Number of Respondents was 100.

 12% of our Respondents have been recruited through Radio advertisement.
 12% of the Respondents have been recruited through Newspaper
advertisement.
 30% of the Respondents have been recruited through Professional
Association.
 18% of the Respondents have been recruited through employment agencies.
 28% of the Respondents have been recruited through employee’s reference.

8) What factors are considered for recruitment and selection in NGOs?

Academic qualification 40%

38%
Work experience
22%
Interview

total 100%

29
 Factors
45
40
35
30
25
20 Factors
15
10
5
0
Academic Work experience Interview
qualification

Interpretation

 Total Number of Respondents was 100.

 40% of our Respondents have been recruited on the basis of academic
qualification.
 38% of the Respondents have been recruited on the basis of work
experience.
 22% of the Respondents have been recruited on the basis of interview.

9) Does the vacancies filled by friends/relatives of existing employees?

Strongly Agree 28%

28%
Agree
24%
Neither agree/disagree
10%
Disagree
10%
Strongly disagree
100%
total

30
 Vacancies Filled by friends/relatives
30

25

20

15

10
Vacancies Filled by
5 friends/relatives
0

Interpretation

 Total Number of Respondents was 100.

 28% of the respondents are strongly agreed that vacancies are filled by
friends/relatives of existing employees.
 28% of the respondents are agreed that vacancies are filled by
friends/relatives of existing employees.
 24% of the Respondents are neither agreed nor disagreed that vacancies are
filled by friends/relatives of existing employees.
 10% of the Respondents are disagreed that vacancies are filled by
friends/relatives of existing employees.
 10% of the Respondents are strongly disagreed that vacancies are filled by
friends/relatives of existing employees.

10) Does performance appraisal is fair in NGOs?

Strongly Agree 48%

34%
Agree
6%
Neither agree/disagree
8%
Disagree

Strongly disagree 4%

31
 100%
total

Performance appraisal
60

50

40

30

20

10 Performance appraisal

Interpretation

 Total Number of Respondents was 100.

 48% of the respondents are strongly agreed that performance appraisal is fair
in NGOs.
 34% of the respondents are agreed that performance appraisal is fair in
NGOs.
 6% of the Respondents are neither agreed nor disagreed that performance
appraisal is fair in NGOs.
 8% of the Respondents are disagreed that performance appraisal is fair in
NGOs.
 4% of the Respondents are strongly disagreed that performance appraisal is
fair in NGOs.

32
CHAPTER- 5

Recommendation
&
Suggestion

33
RECOMMENDATIONS

Wherever possible and wherever thought fit suggestions have been given. In this
study opinions of the respondents have been collected:

1) to study some of the important human resource practices and procedures in

NGOs.

2) to know the desirability of those human resource practices and procedures.

3) The company needs to further focus on talent auditions and job fairs.

4) to access the level of satisfaction of the respondents with those practices and
procedures.

5) Moreover, the NGOs have to concentrate more on the candidates of age group of
18-35 years to enhance the recruitment.

6) H.R Department in NGOs should be more practical and efficient so that the
recruitment becomes more effective.

7) The NGOs should follow new traits/trends in the recruitment process.

34
CHAPTER- 6

limitations

35
 LIMITATIONS:
Every research has its limitation and merits as well. This research is no exception to his
and prone to the following limitations:

1. Very less articles are available related to HRM Practices in NGOs.

2. Respondents become bias while filling the questionnaire

3. Some of the respondents did not answer all the questions, which could hamper the final
results to a certain extent.

4. This project involves large amount of research but there was time constraint.

5. The survey was conducted only on 100 respondents.

36
CHAPTER- 7

Conclusion

37
CONCLUSION OF THE STUDY

Based on the findings and interactive, responses from the respondents. Finally I
would like to conclude that Non Government Organizations have fostered a culture
of participation and modernism for employee growth and contribution.

A high slandered of social ethics and religious dedication in there day to day
activities have made these organization grow more professionally. There is an
atmosphere of complete harmony and support in these organizations.

There unique work culture is based on trust, openness and a commitment to

creativity and consultation. A section of Training and development programs handles
all training activities on a predetermined basis.

Various kind of training methods are being followed which enrich employees with
better social skills and empower them for future development. Employees show high
motivation and are dedicated to their jobs and responsibilities.

38
CHAPTER- 8

BIBLIOGRAPHY

39
 REFERENCES

Text Books

Strategic management: NGO management: R.K Gupta (2010).

Human Resource and Personnel Management: K.Aswathappa

Human Resource Management: Pearson Edition 9th Edition

Websites:

www.google.com

40