A

PROJECT REPORT
ON

“A STUDY ON HR PLANNING WITH

REFERENCE TO VITS COLLEGE, SATNA”
SUBMITTED TO

AWADHESH PRATAP SINGH UNIVERSITY, REWA (M.P.)

FOR THE AWARD OF

BACHELOR OF BUSINESS ADMINISTRATION
BBA (SEMESTER-VI)

BY

DIVYA SINGH
UNDER GUIDANCE OF
PROF. K.P.TRIPATHI

VINDHYA INSTITUTE OF MANAGEMENT & SCIENCE,

SATNA (M.P.)
2016- 2017

1
 VINDHYA INSTITUTE OF MANAGEMENT & SCIENCE
SATNA (M.P.)

GUIDE’S CERTIFICATE
This is to certify that MS. DIVYA SINGH has satisfactorily completed the Project

work on “A Study on Human Resource Planning with reference to VITS College,

Satna” under my guidance for the partial fulfillment of BBA (Semester-VI)

submitted to Awadhesh Pratap Singh University, Rewa during the academic year

2016-2017.

To best of my knowledge and belief the matter presented by her is original

work and not copied from any source. Also this report has not been submitted earlier

for the award of any Degree of Awadhesh Pratap Singh University, Rewa.

Place: Satna PROF. K. P. TRIPATHI

Date: / / 2017 (Project Guide)

2
 VINDHYA INSTITUTE OF MANAGEMENT & SCIENCE
SATNA (M.P.)

DECLARATION

I undersigned, hereby declare that this Project Report entitled “A Study on HR

Planning with reference to VITS College, Satna” prescribed by AWADHESH PRATAP

SINGH UNIVERSITY, REWA during the academic year 2016-2017 under the guidance of

PROF. K. P. TRIPATHI is my original work.

The matter presented in this report has not been copied from any source. I

understand that any such copying is liable to be punishable in any way the

university authorities deem to be fit. Also this report has not been submitted earlier

for the award of any Degree or Diploma of Awadhesh Pratap Singh University, Rewa

or any other University.

This work humbly submitted to Awadhesh Pratap Singh University for the

partial fulfillment of Bachelor of Business Administration (Sem-VI).

PLACE: SATNA DIVYA

SINGH
DATE: / / 2017

3
 VINDHYA INSTITUTE OF MANAGEMENT & SCIENCE
SATNA (M.P.)

ACKNOWLEDGEMENT

Whenever we are standing on most difficult step of the dream of our life, we
often remind about The Great God for His blessings & kind help and he always
helps us in tracking off the problems by some means in our lifetime. I feel great
pleasure to present this project entitled “A Study on HR Planning with reference to
VITS College, Satna”.

I am grateful to those people who help me a lot in preparation of this project

report. It is their support and blessings, which has brought me to write this project
report. I have a deep sense of gratitude in my heart for them.

I am very thankful to my project guide Prof. K.P.Tripathi for his whole-

hearted support and affectionate encouragement without which my successful project
would not have been possible.

Finally, I am very grateful to Mighty God and inspiring parents whose loving
& caring support contributed a major share in completion of my task.

4
 Divya Singh

TABLE OF CONTENTS

S.N. Contents Page No.

1 Introduction of Project 6-14

2 Company Profile 15-20

3 Review of Literature 21-26

4 Objectives 27-28

5 Research Methodology 29-33

6 Data Analysis & Interpretation 34-47

7 Findings & Suggestions 48-50

8 Limitations 51-52

9 Conclusion 53-54

10 References 55-56

Annexure
11 57-58
Questionnaire

5
CHAPTER-I

6
INTRODUCTION

Human resource planning is very essential for survival of the business. It is a process in which
the HR department takes stock of its current scenario and prepares for the future. This is all
with respect to the most vital resource of an organization--its employee. The HR department
sees whether all departments in the organization are an appropriate size or not and also
prepares for future job openings and vacancies.

Significance

 It is very purposeful to undertake HR planning well.

 There are several perils of both under and overstaffing.

 When an organization is understaffed, it is not able to perform to its fullest capacity.

 The loss is in terms of customers, which in turn affects profits and in turn the
company is not able to achieve economies of scale, operations and specialization.

 When an organization is overstaffed, the skills of the employees remain under

utilized and the company ends up paying mammoth salaries

Functions

 The HR department makes a report for the top management that highlights the
number of employees in each functional department and whether or not the figure is
apt.

 It also forecasts future requirements.

 Requirements might arise when an organization is looking to expand and diversify

or when the present employees leave the organization.

 The HR department caters for both the scenarios.

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  It also prepares job descriptions for future openings.

 Once this has been formulated, the HR takes a call on whether to recruit external
employees or promote internal ones.

 Whatever the manner, a few shortlisted candidates are interviewed and the
management takes a call on one.

 The HR again is constantly on the guard for maintaining the suitable strength of
employees and preparing for vacancies.

Features

 The HR planning process is a very methodical one.

 By adhering to this, the organization ensures that at all points in time; it has only
those employees that it requires.

 Also, this is an on-going continuous process. Through out the organization's

existence HR plans have to be drawn.

Benefits

 There are several advantages of using HR plans.

 The people resource is utilized in the most optimum manner.

 A scenario would be that department "A" has twelve employees and the work can
be easily done by ten.

 Another department, department "B" has eight employees but actually requires ten
employees.

 Since an HR plan was drawn, the organization can take steps to transfer two
employees from department "A" to department "B".

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  Also the organization can estimate future requirements and start the recruitment
process (whether externally or internally), well in advance.

 Budgeting for additional manpower takes place.

 The training and development needs of the present employees are brought to fore
and this process too starts.

Importance of Human Resource Planning

Human resource planning is the responsibility of all managers. It focuses on the demand and
supply of labour and involves the acquisition, development and departure of people. This is
recognized as a vital HR function as the success of an organization depends on its employees.

The purpose of HR planning is to ensure that a predetermined number of persons with the correct
skills are available at a specified time in the future. Thus, HR planning systematically identifies
what must be done to guarantee the availability of the human resources needed by an
organisation to meet its strategic business objectives. To achieve this HR planning cannot be
undertaken in isolation. It must be linked to the organisation’s overall business strategy, and
concentrate on the organisation’s long-range human resource requirements.

Cooperation between the HR function and line management is necessary for success. It allows
the HR manager to anticipate and influence the future HR requirements of the organisation.
Effective HR planning ensures a more effective and efficient use of human resources; more
satisfied and better developed employees; more effective equal employment opportunity (EEO)
and affirmative action (AA) planning; and reduced financial and legal costs.

Strategic human resource management and Human Resource Planning

Effective HR planning considers both the internal and external environmental influences of an
organisation, its objectives, culture, structure and HRM. This is because HR planning must
reflect the environmental trends and issues that affect an organisation’s management of its human

9
resources. This includes consideration of globalisation, growth of Internet use, the economy,
women in the work force, demographic changes, the casualisation of the work force, employee
literacy, skill shortages, acquisitions, mergers and divestures, deregulation, flexible work
schedules, telecommuting, outsourcing, quality of life expectations, pollution, income tax levels
and union attitudes.

Approaches to human resource planning

To forecast the organisation’s future HR requirements and determine from where they will be
obtained. Three sets of forecasts are required:

 a forecast of the demand for human resources

 a forecast of the supply of external human resources
 a forecast of the supply of human resources available within the organisation

Two approaches used in forecasting the demand for human resources are — quantitative and
qualitative.

 The quantitative approach: The quantitative approach to HR planning uses

statistical and mathematical techniques. The focus of this approach is on forecasting HR
shortages, surpluses and career blockages; its aim is to reconcile the supply and demand for
human resources given the organisation’s objectives. Quantitative forecasting includes
trend projection, econometric modelling and multiple predictive techniques.
 The qualitative approach: The qualitative approach to HR planning uses expert
opinion (usually a line manager) to predict the future (for example, the marketing
manager will be asked to estimate the future personnel requirements for the marketing
department). The focus is on evaluations of employee performance and promotability as
well as management and career development. Qualitative forecasting includes Delphi
Technique and Nominal Group technique.

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Forecasting human resource availability

The next step in human resource planning involves forecasting human resource availability. This
involves an examination of the internal and external labour supply. Present employees who can
be promoted, transferred, demoted or developed make up the internal supply. The external supply
consists of people who do not currently work for the organisation.

Forecasting the supply of internal human resources:

Techniques for forecasting the internal supply of personnel include turnover analysis, skill
inventories, replacement charts, Markov analysis and succession planning.

Factors affecting the external supply of human resources:

 Not all vacancies can be filled from within the organisation.

 Consequently, the organisation must tap into the external labour market (local, regional,
interstate or international).

 Thus, the HR manager needs to be alert to demographic changes.

 Changes occurring in the external labour market are the aging of the workforce, the
increases in female participation rates, increases in school retention rates, changes in the
rate of immigration, casualisation of the work force, outsourcing, and international
employees.

Requirements for effective HR planning

Given that the success of an organisation ultimately depends on how well its human resources are
managed, HR planning will continue to grow in importance.
Successful HR planning requires the HR manager to ensure that:

 HR personnel understand the HR planning process

 Top management is supportive
 The organisation does not start with an overly complex system
 The communications between HR personnel and line management are healthy

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  The HR plan is integrated with the organisation’s strategic business plan
 There is a balance between the quantitative and qualitative approaches to HR planning.

Human Resource Planning involves

HRP can be divided into three main stages:

Forecasting labour requirements by examining:

 the organization’s objectives

 future plans for marketing, production, finance and reorganization
 changes in working practices
 changes in productivity
 the extent of temporary and sub-contract work
 Seasonal variations.

Assessing labour supply by:

 analyzing personnel records

 Examining external factors such as the economy, unemployment, population changes,
competition from other firms in the area and the numbers of school and college leavers
available.

Matching the available supply against the forecast demand by:

 Planned recruitment, selection, promotion and staff development.

How far in advance should labour be planned?

The period will vary according to the size and type of organisation. It may be necessary to
operate more than one plan; for example:

 a five-year strategic plan

 a three-year operating plan

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  a six-monthly detailed plan.

HRP is not an exact science and plans will need updating in the light of changed circumstances.

Working through an HR planning process allows you to analyze your demand and supply of
human resources and develop the appropriate strategies aimed at filling projected gaps.

The HR planning process is illustrated in the following diagram.

Succession management is a key strategy that you will probably want to implement as a result
of your HR planning process. It addresses many of the issues, such as:

 an aging workforce
 increasing retirement rates
 tight labor market
 limited competitiveness, and
 fast-paced changes in work.

By implementing a succession management program that is transparent and equitable you will
be creating an environment for people to develop their skills in preparation for a range of future
possibilities. This results in a workplace that will be well positioned to face whatever lies
ahead.

13
The following is the corporate succession management model.

Strategic Human Resource Planning

Human resources planning is a process that identifies current and future human resources
needs for an organization to achieve it goals. Human resources planning should serve as a link
between human resources management and the overall strategic plan of an organization.
Ageing worker populations in most western countries and growing demands for qualified
workers in developing economies have underscored the importance of effective Human
Resources Planning.

As defined by Bulla and Scott (1994), human resource planning is ‘the process for ensuring
that the human resource requirements of an organization are identified and plans are made for
satisfying those requirements’. Reilly (2003) defined workforce planning as: ‘A process in
which an organization attempts to estimate the demand for labour and evaluate the size, nature
and sources of supply which will be required to meet the demand.’ Human resource planning
includes creating an employer brand, retention strategy, absence management strategy,
flexibility strategy, talent management strategy, and recruitment and selection strategy.

14
CHAPTER-II

15
 COMPANY PROFILE

COMPANY PROFILE:

Vindhya Group was started in 2002 by Mr. Sunil Senani, our Founder Chairman who is a
renowned visionary, philanthropist, and a pioneer in creating several projects in India. Noticing
the shortage of talented engineering professionals required to build a modern India, Mr. Sunil
Senani envisioned Vindhya Group as an institute of excellence imparting quality and affordable
education. Vindhya has grown over the years with significant contributions from various
professionals in different capacities, ably led by Mr. Sunil Senani, himself, whose personal
commitment has seen the institution through its formative years. Today, Vindhya stands tall as
one of India’s finest names in Education and has produced around 15,000 professionals who
occupy responsible positions across the globe.

Vindhya Group has created a world class infrastructure with state-of-the-art facilities, fully
equipped with modern teaching aids and amenities. It boasts of various facilities like
communication labs where the skilled Vindhya faculty members set up guidelines for the
students, inform them about skills, coach them and lead them through structured activities to
demonstrate and practice the language skills. Vindhya boasts of spacious, acoustically designed
styled classrooms which provide the most conducive atmosphere for dynamic and focused
interaction. Spread over large area, the spacious high-tech, well-furnished centrally modern
library of Vindhya, is like an integrated resource centre that is stocked with a rich collection of
advanced books in different functional areas. The college campus has centrally air conditioned
computer center, one of the largest in the region, which is accessible round-the clock and is
equipped with high speed internet facility, state-of-the-art hardwares and softwares, top-of-the-
line desktops and high Processing servers.
Vindhya Group of Institutions has established an auditorium and conference halls with utmost
compatibility for the use of both academic and corporate houses.

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Vindhya Group believes that it’s students deserve the best of everything and quality should never
be compromised with under any circumstances. be it the faculties, or the facilities.
VISION
“To become a premier institute globally recognized for technical education, training, research
and consulting to create knowledge, leaders with values that help build a just and human society.

Triggering Transformation
The Institute logo is triggering transformation with the picture of a caterpillar transforming into a
butterfly.

The institute logo has been inspired by the book “HOPE FOR FLOWERS” written by Trina
Paulus. Hope for Flowers is the story of a caterpillar named
Stripe and his transformation from being a caterpillar to
becoming a butterfly.
We believe that each human being is like Stripe-not
knowing one’s ability to transform into a butterfly; many human
beings spend their lives of Stripe’s life.

MISSION
“To catalyze transformation of our students into confident and responsible professionals,
endowed with up-to-date knowledge and expertise in their chosen disciplines, excellent
communication skills and sensitive souls who are ill be assets to their families, community,
nation and humanity at large.

QUALITY POLICY

“VINDHYA are committed to quality through teaching, research and creative works,
encouraging an intellectual culture that bridges theory with practice and producing graduates
prepared for a life of purpose, service and leadership”.
VINDHYA team endeavors to achieve this objective through-
 Transparent and value based governance.

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  Promotion of creativity, innovativeness and team work.
 Adopting the processes of self evaluation and continuous improvement.
 Encouraging freedom of thought in academics and development of responsible
citizenship.

Values & Beliefs:-

The Vindhya Group Values and Beliefs includes –

 Welfare of the students above all.
 Climate conducive to trust, open communication and team spirit.
 Excellence in reputation, to be part of something very special.
 Continues & never ending improvement.
 Opportunity based on merit, individual productivity; no one is entitled to anything

The values and beliefs of D P R Charitable Trust have been discovered and developed by
involving all the important stakeholders of the Institution. Our values and beliefs are heart and
soul of the organization. They are our light houses and always help us in resolving the doubts and
dilemmas which one invariably comes across, now and then. They are our guiding principles and
a constant reminder of what we are supposed to do, day in and day out.

Our Strength

 Best of Faculty

 Fully Computerized Library

 Modern Laboratories

 Broad Band Internet Lab

 Sports Facilities

 Separate Hostel for Girls

 In Campus Hostel for Boys

 Transport Facility

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  Canteen & Phone Booth

 Effective Training & Placement Cells at the College and Group Levels

 Regular Campuses

 All stakeholders committed to the Organizational Mission and Values

 Disciplined yet fun filled learning environment

T R AI N IN G A ND PLA C EMEN T

"A Group Level Central Training & Placement Cell takes care of all training and placement
related activities at the 3 Institutes of the Vindhya Group. Further each college has a separate
Training & Placement Cell acting as the link between students and the Group Central Training
and Placement Cell.

The Primary focus is to direct students towards their ultimate objective of best placement in
companies in India and abroad. Two basic needs of industries i.e. technical competence and
overall personality are specifically addressed, during the students stay at the College.
Special care is taken for overall development of the students mainly though emphasis on
developing the right attitude, conducting courses on communication skills,

Regular guest lectures by eminent & experienced personalities from industries are organized and
capable and committed guides are provided to students to assist them in their project work.

The Placement Cell also provides guidance for various competitive examinations e.g. GRE,
GATE, GMAT and CAT to students who are keen to pursue future academic studies.
Regular campus placements are organized at different colleges of the Vindhya Group of
Institutions.

DISTINCTIVE FEATURES

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 Well established T&P Cell, following 'Standard Professional Training Procedure'.

 Career guidance by working & experienced professionals of Industries.

 Personality Development, Body language, Positive attitude building, Communication

skills classes are on a routine, delivered by guest lecturers.

 Short term Medical Representative Training for the pharmacy students.

 Well designed regular training sessions are carried out, followed by Individual 'Brain
mapping' for career selection.

 Regular Career counseling, suggesting right career to right candidate by psychology test

 Psychological assistance for personal and professional improvement

 Job Specific Guidance by experienced professionals.

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CHAPTER-III

21
 REVIEW OF LITERATURE

 DEVELOPMENT OF HRM

The concept of Human Resource Management is emaged during the 1980 and 1990. It is entirely
new approach to personnel management. This has helped to create the seemingly endless debate
on how HRM differs from personnel Management. Whether it exists at all as a separate entity,
and its morality as a new way of dealing with the employment relationship. But it can be argued
that HRM is simply a term used to describe the natural development of personnel management in
response to the ever-changing demands made upon organizations and how they deal with people.
One of the respondents to the study by Grand and Oswick (1998) of practitioners view on
HRM said, There is and always was a gradual evaluation of personnel management. I see HRM
as just the latest sage of this evaluation. Personnel Management is becoming a part of the over all
business strategy and this is reflected in the term HRM rather than the use of the term personnel
management. “Torrington (1989) commented, personnel management has grown through
assimilating a number of additional emphases to produce an even richer combination of
experience ….. HRM is no revolution but a further dimension to a multi- faceted role:
The growth of modern management techniques began with the industrial revolution in
England during the 18th & 19th centuries. A series of inventions were made by the scientists like
Hargreaves. Ark Wright, crompton, kay and Cartwright. The important inventions include
spinning jenny, Water- frame’, ‘mule’ ‘Power loom’ and ‘Machine lathe’ which completely
revolutionized commerce and industry. They led to production on large scale and introduction of
division of labour. The factories started facing the problems of achieving good human relations.
To meet the challenges of management of labour several management thinkers have contributed
to the development of management thought & personnel management. The contributions of
management scientists concerned with effective utilization of human resources are given below.
1. Robert Owen –

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 Robert Owen has been referred to as the Father Of Personnel Management. Through his
life, he worked for the building up of a spirit of co-operation between the workers and
management. He believed and practiced the idea that workers should be treated as human beings.
He made provision for reduced working hours, housing facilities, education of workers & their
children. And a system of discipline combined with justice in the Factories being managed by
him. He also took active part in the introduction of British Factory Act – 1819. He was greatly
admired for giving human treatment to the workers. He preached that personnel management
pays dividends to the employer and is an essential part & every manager’s job.

2. Charles Babbage –
He was a leading British mathematician at Cambridge University from 1828 –
39.He invented a mechanical calculator in 1822 and also conceived an analytical machine in
1833 which was a computer as it possessed all the basic elements of the modern computer. He is
known in management for publishing a book in 1832 entitled “on the economy of Machinery and
manufactures” He perceived that the methods of science and mathematics could be applied to the
solution of the problems of the factories. He was especially interested in the economics of
division of labour and the development of scientific principles to govern a manager’s use of
facilities, materials and labour to get the best possible results. Later he also advocated strongly
for a kind of profit sharing system by which workers could share in the profitability of factories
as they contributed to productivity.
3) F.W. Taylor
F.W. Taylor, who was the father of scientific management. He has developed following
principles-
i. The development of two sides.
ii. Scientific selection of workmen
iii. Workers scientific education & development
Taylor conducted various experiments of his work place, to find out how human being
could be made more efficient by standardization of work and better method of doing work, also
he proved that workers will respond to an incentive wage under the conditions that reflect a
careful assessment of environment and that value added by work.
4) Elton Mayo –

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 Elton Mayo takes initiative regarding human relation movement. E Mayo, who made a
pioneering work in industrial behavioral research and to improve the conditions of workers.
Elton mayo and his associates proved that workers have the capacity to perceive and they are not
merely a collection of individual. All such contributions indicate the need for manpower
planning.

 INFLUENCES OF FIRST AND SECOND WORLD WAR ON THE

DEVELOPMENT OF THE PERSONNEL/HUMAN RESOURCE MANAGEMENT
PRINCIPLES – IN BRIEF.

The two words though both distant in time and removed from the term of understanding
the new concept of HRM, have nevertheless influenced it in clearly identifiable and very
important ways, some direct, some indirect. The effect can be classified in terms of changed
attitudes of managers to labour: changed management practices, the development of personnel
techniques & the development of personnel management profession.
i) Changed Attitudes of Mangers to Labour :-
The impact of first word war upon industry hastened the changes in the attitudes to the
control of workplace that had begun before 1914. The development of the shop stewards;
movement during in the U.S.A. during the war-increased demand for workers control. There was
growing censure of older and harsher methods of managing labour.
The recognition of the need for improved working condition in ammunition factories was
continued in the past war construction debates. The out come of various changes was greater
democratization of the work place and for a number of prominent employers, a willingness to
renounce autocratic methods of managing employees and to treat labour on the basis of human
rather than commodity market criteria.
The new values became incorporated in the newly emerging distinctive body of
management Thought, Practice and ideology upon which later, theory and practice were founded.
ii) Changed Labour Management Practices
The need to employ and deploy labour effectively led to increased attention to working
conditions and practices during both wars. The changes that were introduced then continued and
interacted with other social changes that ensured after the wars. For instance, the health of

24
munitions workers committee which encouraged the systematic study of human factor in stress
and fatigue in the ammunition factories during the first world war, was succeed in 1918 by the
industrial fatigue Research Board.
During the post war reconstruction period, progressive employers, advocated minimum
wage levels, shorter working hours and improved security of tenure.
*(3.8) “ proper use of manpower whether in mobilizing the Nation or sustaining the war
economy once reserves of strength were fully deployed.”
This was the U.S.A.’s National Policy during the Second World War. Examples of
performance of this policy included.
i. The part-time emplacement of married women.
ii. The growth of factory medical services, canteens, day nurseries and special absence.

 EVOLUTION OF HRM.
As a part of introduction to the subject, it is useful to study the evolution of HRM.
Human Resource Management a relatively new term emerged during the 1970s. Many people
continue to refer to the discipline by its older, more traditional titles, such as personnel
management or personnel administration
The trend is changing. The term now a day used in industry circles is HRM. Coming to
the evolution of HRM as a subject it may be stated that concern for the welfare of workers in the
management of business enterprises has been in existence since age. Kautilya’s Arthashastra
states that there existed a sound base for systematic management of resources during as early as
the 4th century B.C. The government then took an active interest in the operation of public &
private sectors enterprises and provided systematic procedures for regulating employer
relationships.
Elsewhere, human resource in organizations received the managements ‘attention much
earlier. As early as in 1800 BC itself, ‘minimum wages rate’ and incentive wage plan’ were
included in the Babylonian code of Hummurabi.
Experts of HRM in our country have tried to chronicle the growth of the subject only
since the 1920. The was the period when state intervention to protect the interests of workers was
felt necessary because of the difficult conditions which followed the first world war, and the
emergence of trade unions.

25
 The Royal commission (1931) recommended the appointment of labour welfare officers
to deal with the selection of workers and to settle their grievances. The factories Act, 1948, made
appointment of welfare officers compulsory in industrial establishments employing 500 or more
workers each.
In course of time, two professional bodies, The Indian Institute of Personnel Management
(IIPM) and the National Institute of Labour Management (NILM), were set up. IIPM had its
headquarters at Kolkota and NILM at Mumbai. These two places were the premier centers of
traditional industry (jute and cotton respectively) in pre-independent India.
The aftermath of the second world war the country’s political independence witnessed
increased awareness and expectations of workers during the 1960, the personnel function began
to expand beyond the welfare aspect, with labour welfare, IR and Personnel Administration
integrating into the emerging profession called Personnel Management (P.M.) simultaneously,
the massive thrust given to the heavy industry in the context of planned economic development,
particularly since the second five-year plan and the accelerated growth of the public sector in the
national economy resulted in a shift in focus towards professionalisation of management.

 EVOLUTION OF HRP IN INDIA

Period Development Outlook Emphasis Status

Status
1920s- Beginning Pragmatism of Statutory Welfare Clerical
1930s capitalists Paternalism
1940s- Struggling for Technical, Introduction of Administrative
1960s recognition Legalistic Techniques
1970s - Achieving Professional, Regulatory, Managerial
1980s sophistication legalistic, conforming, imposition
impersonal of standards on other
functions
1990s Promising Philosophical Human values, Executive
productivity through
people

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(Source: C.S. Venkatraman and B.K. Srivastava, Personnel Management and Human Resources, P.-5.)

CHAPTER-IV

27
 OBJECTIVES OF THE STUDY

Following are the objectives of my study:

1. To understand the workers attitude towards the management activities.

2. To evaluate the various Human Resource Management practices in the
organization.
3. To find out the motivational practices in the organization.

28
CHAPTER-V

29
Research Methodology
RESEARCH
Research is a process in which the researcher wishes to find out the end result for a given
problem and thus the solution helps in future course of action. The research has been defined as
“A careful investigation or enquiry especially through search for new fact in any branch of
knowledge”.
RESEARCH METHODOLOGY
The procedure using, which researchers go about their work of describing, explaining and
predicting phenomena, is called Methodology. Methods compromise the procedures used for
generating, collecting, and evaluating data. Methods are the ways of obtaining information useful
for assessing explanation.
A. RESEARCH DESIGN:

A research design is an arrangement of conditions for connections and analysis of data in a

manner that aims to combine relevance to the research purpose with economy in procedure.
Research design is a plan that specifies the sources and types of information relevant to the
research problem. It is a strategy specifying which approach will be used for gathering and
analyzing the data. In fact, it is the conceptual structure with which research is conducted; it
constitutes the blue print for the collection, measurement and analysis of data. The plan is
an outline to research scheme on which the researcher id to work. The structure of the
research is a more specific outline or the scheme. The strategy shows how the research will
be carried out, specifying the method to be used in collecting data.

B. TYPES OF RESEARCH DESIGN:

Research design is mainly of three types: -

1. Exploratory research
2. Descriptive research

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 3. Experimental research

DESCRIPTIVE RESEARCH
The type of research used in this project is descriptive in nature. Descriptive research is
essentially a fact finding related largely to the present, abstracting generations by cross sectional
study of the current situation .The descriptive methods are extensively used in the physical and
natural science, for instance when physics measures, biology classifies, zoology dissects and
geology studies the rock. But its use in social science is more common, as in socio economic
surveys and job and activity analysis
DESCRIPTIVE RESEARCH AIMS
 To portray the characteristics of a particular individual situation or group (with or without
specific initial hypothesis about the nature of this characteristics).
 To determine the frequency with which something occurs or with which it is associated
with something else ( usually , but not always ,with a specific initial hypothesis).
The descriptive method has certain limitation; one is that the research may make
description itself an end itself. Research is essentially creative and demands the discovery of
facts on order to lead a solution of the problem. A second limitation is associated whether the
statistical techniques dominate. The desire to over emphasis central tendencies and to fact in
terms of Average, Correlation, Means and dispersion may not always be either welcome. This
limitation arises because statistics which is partly a descriptive tool of analysis can aid but not
always explain causal relation.
DESIGN OF DESCRIPTIVE STUDIES:
Descriptive studies aim at portraying accurately the characteristics of a particular group
or solution. One may undertake a descriptive study about the work in the factory, health and
welfare. A descriptive study may be concerned with the right to strike, capital punishment,
prohibition etc:

A descriptive study involves the following steps:

1. Formulating the objectives of the study.
2. Defining the population and selecting the sample.
3. Designing the method of data collection.

31
4. Analysis of the data.
5. Conclusion and recommendation for further improvement in the practices.
SAMPLING DESIGN
Sampling is used to collect primary data when the source of data is far too many to be
exhausting handled. Sampling is the integral part of data collection process. The way of
selecting a sample is known as sample design. It is the definite plan for obtaining a sample
from a given population. It may as well lay down the number of items to be included in the
sample i.e. the size of the sample.
Sample design is determined before data are collected.

RESEARCH TOOLS
 Data Source : Primary & Secondary Data
 Research Instrument : Questionnaire
 Sampling scheme : Simple random sampling
 Contact method : Personal / Direct
 Sample size : 50

METHODS OF DATA COLLECTION

The key for useful systems is the selection of the method for collecting data and linking it to
analysis and decision issue of the action to be taken. The accuracy of the collected data is of
great importance for drawing correct and valid conclusion from detailed investigations.
There are two types of data viz. primary and secondary.
1. PRIMARY DATA
Primary data are those which are collected a fresh and for the first time & thus happen to be
original in character. This method was adopted because it helped in securing detail
information from a sample of respondents. There are several methods of collecting primary
data, particularly in survey and descriptive research. Some important ones are observation
method, interview method, through questionnaire, through schedules etc. The information
received from the respondents is recorded on a form called the questionnaire

32
 2. SECONDARY DATA
Secondary data are those which have already been collected by someone else and which have
already been passed through the statistical process. I have also used the secondary data, which
included the written company documents. Secondary data consists of not only published records
and reports but also unpublished records.
 INTERNET
 PAPERS & RECORDS
 BOOKS

The data collected from the abovementioned sources helped me in getting information about the
“EMPLOYEE GRIEVANCE HANDLING”.

33
 CHAPTER-VI
DATA ANALYSIS & INTERPRETATION

34
DATA ANALYSIS & INTERPRETATION:

Table No. 1
AGE WISE DISTRIBUTION OF RESPONDENTS.

Sr. No. Age Group No. of Respondents Percentage

1. 20-30 18 36%
2. 31-40 22 44%
3. 41-50 6 12%
4. 51 & above 4 8%
Total 50 100%

The above table shows that the age wise distribution of respondents is given. 36% of the
respondents are in the age group of between 20-30 years.44% of respondents are in age group of
between 31-40 years. 12% of respondents are in the age group of 41-50 years. And 8% of
respondents are in the age group of 51 & above.

AGE WISE DISTRIBUTION OF RESPONDENTS.

50% 44%
No. of Respondents

40% 36%

30%
No. of Respondents
20%
12%
8%
10%

0%
20-30 31-40 41-50 51 &
above
Age Group

It is clearly shows that majority of respondents are above 40 years. It shows that the
company has appointed matured and experienced work force.

35
 Table No. 2

EDUCATIONAL QUALIFICATION OF RESPONDENTS

Sr. No. Education No. of Respondents Percentage

1. Primary 1 2%
2. Secondary 21 42%
3. Graduate 9 18%
4. Technical 19 38%
Total 50 100%

The above table shows that the educational qualification of respondents. 02% of respondents
are having primary education.42% of respondents are having up to secondary education 18%
of respondents are having education up to graduate level only. And 38% of respondents are
having education up to technical level.

EDUCATIONAL QUALIFICATION OF
RESPONDENTS
No. of Respondents

50% 42%
38%
40%
30%
18% No. of Respondents
20%
10% 2%
0%
y y te al
ar dar ua nic
im n d
ch
Pr co ra
Se
G Te
Education

Majority of the respondents have taken secondary education and percentage of the
workers, who have taken technical education is not too less.

36
 Table No. 3

WORK EXPERIENCE OF RESPONDENTS

Sr. No. Length of service years No .of Respondents Percentage

1. 0-5 12 24%
2. 5-10 22 44%
3. 10-15 12 24%
4. 15 & above 4 8%
Total 50 100%

The above table shows that the length of service in factory of respondents. 24% of
respondents are in between 0-5 years of experience. 44% of respondents are in between 5-10
years of experience.24% of respondents are in between 10-15 years of experience. And 08% of
respondents are having 15 & above years of experience.

WORK EXPERIENCE OF RESPONDENTS

8%
24%
24%

44%

Below 5 Yrs 05 to 10 Yrs 10 to 15 Yrs 15 & above

Most of the respondents having more than 5-10 years of work experience. It shows that
the company has appointed experienced workforce. At the same time given job security.

37
 Table No. 4
PROCUREMENT OF RESPONDENTS

Sr. No. Procurement Group No. of Percentage

Respondents
1. Advertisement 13 26%
2. Friends & Relatives 21 42%
3. Employment Exchange 09 18%
4. Other 07 14%
Total 50 100%

The above table shows that the 26% of respondents are recruited through Advertisement.
42% of respondents are recruited through friends & relatives. 18% are recruited through
employment exchange. And 14% of respondents are recruited through other way.

PROCUREMENT OF RESPONDENTS

14%
26%

18%

42%

Advertisement Friends & Relatives Employment Exchange Other

It clearly shows that majority of the respondents are recruited on job through friends &
relatives. But data shows that though they are appointed through friends & relatives they are
experienced and well educated.

38
 Table No. 5

INTERVIEW OF THE RESPONDENTS.

Sr. No. Interview No. of Respondents Percentage

1. General Manager 09 18%
2. Personnel Manager 17 34%
3. Departmental Head 16 32%
4. By Employer 03 06%
5. By All 05 10%
Total 50 100%

The above table indicates that 18% of respondents were interviewed by General Manager,
34% of respondents were interviewed by Personnel Manager, 32% were interviewed by
departmental Heads, 6% of respondents were interviewed by Employer. And any 5% respondents
were interviewed by all.

INTERVIEW OF THE RESPONDENTS.

10% 18%
6%

32%
34%

General Manager Personnel Manager Departmental Heads

By Employer By All

It is clear that most of the respondents are interviewed by the Personnel Manager, though they
have recommended by friends & relatives of management.

It shows that they have come through proper channel.

39
 Table No. 6

OPINION ABOUT WRITTEN TEST FACED BY RESPONDENTS.

Sr. No. Response of Respondent No. of Respondents Percentage

1. Yes 17 34%

2. No 33 66%

Total 50 100%

Above table shows that only 34% of the respondents were given written test at the time of
selection. 66% of respondents did not give written test.

OPINION ABOUT WRITTEN TEST FACED BY

RESPONDENTS.

70% 66%
No. of Respondents

60%
50%
40% 34%
No. of Respondents
30%
20%
10%
0%
Yes No
Response of Respondent

It is shows that majority of the respondents have not faced written test at the time of
selection.

40
 Table No. 7
OPINION REGARDING SELECTION PROCEDURE.

Sr. No. Opinion of Respondents No. of Percentage

Respondents
1. Good 35 70%
2. Fair 11 22%
3. Bad 04 08%
Total 50 100%

The above table shows that opinion regarding selection procedure of respondents. 70% of
respondents feel selection procedure is good. 22% of respondents feel selection procedure is fair
and only8% of Respondents are feel selection procedure is bad.

OPINION REGARDING SELECTION PROCEDURE.

8%
22%

70%

Good Fair Bad

It is clear that most of the respondents are satisfied with the selection procedure practiced in
the organization.

41
 Table No. 8

TRAINING METHOD.

Sr. No. Training Model No. of Respondents Percentage

1. Training in the Industry 27 54%
2. On Job Training 03 06%
3. Off Job Training 07 14%
4. Oral Instruction 07 14%
5. Role Playing 00 00%
6. Discussion Technique 06 12%
Total 50 100%

From the above table it is shows that 54% of respondents got, Training in the industry, 6% of
respondents were got, On job training 14% of respondents got, Off job training 14% were got
training through Oral instruction, And 12% of respondents got training by Discussion
technique method. And not a single respondent got, Role-playing method.

42
 It is clearly shows that majority of the workers were got Training through, Training in the
industry method, So that they can perform their role effectively. No other methods of training
(role play, mass media communication) were utilized while giving training.
Table No. 9

EFFECT AFTER TRAINING.

Sr. No. Criteria of Effect No. of Respondents Percentage
1. Skill Development 27 54%
2. Performance Development 03 06%
3. Economic Development 07 14%
4. Over-all Development 07 14%
Total 50 100%

The above table implies that 24% of respondents think, an employee can get skill
development after training. 18% of respondents think an employee can get performance
development after training. 8% respondents think there may be economic development after
training. And majority 50% of respondents thinks an employee can get overall development after
training.

It is clear that training has made workers overall development, which has affected their
efficiency.

43
 Table No. 10
CRITERIA FOR PROMOTION.

Sr. No. Criteria No. of Respondents Percentage

1. Seniority 05 13.15%
2. Efficiency 05 13.15%
3. Both 25 65.78%
4. Qualification 3 7.89%
Total 38 100%

Within the 50 Respondents, there are 38 respondents are promoted. The above table
indicates that 13.15% of respondents were promoted on the basis of seniority. 13.15% were
promoted on the basis of efficiency. 65.78% of respondents were promoted on the basis of both
(seniority & efficiency). And only 7.89% of respondents were promoted on the basis of
qualification.

It is shows that most of the respondents were given promotion on the basis of seniority
and efficiency.

44
 Table No. 11
SATISFACTION ABOUT TRANSFER PROCEDURE.

Sr. No. Opinion about Percentage

No. of Respondents
satisfaction
1. Yes 35 70%
2. No 15 30%
Total 50 100%

The above table shows that the 70% of respondents are satisfied with transfer procedure.
And 30% of respondents are not satisfied with transfer procedure.

It is clearly shows that workers are satisfied with the transfer procedure, since reasonable
criteria has been opted by the management while transfer.

45
 Table No. 12
OPINION ABOUT JOB SATISFACTION OF RESPONDENTS.

Sr. No. Opinion about Job No. of Respondents Percentage

Satisfaction
1. Yes 35 70%
2. No 15 30%
Total 50 100%

The above table clearly shows that 70% of respondents are satisfied with their job in
organization. And only 30% of respondents are not satisfied with their job in organization.

OPINION ABOUT JOB SATISFACTION OF

RESPONDENTS.

80%
70%
70%
No. of Respondents

60%
50%
40% No. of Respondents
30%
30%
20%
10%
0%
Yes No
Opinion about Job Satisfaction

It is clear that majority of the respondents are satisfied with their job. Due to in service
training, promotion & transfer procedure.

46
 Table No.13

ATTITUDE OF RESPONDENTS TOWARDS WORK

Sr. No. Attitude Towards Work No. of Respondents Percentage

1. Work for Money 11 22%
2. Work for satisfaction 07 14%
3. Work due to interest 06 12%
4. All above 26 52%
5. Any other 00 00%
Total 50 100%

The above table implies that 22% of respondents’ attitude towards work is work
for money. 14% respondents having attitude is work for satisfaction. 12% of respondents having
attitude, work due to interest. 52% of respondent’s attitude is all above. And no any respondent
having any other attitude towards work.

ATTITUDE OF RESPONDENTS TOWARDS WORK

0%
22%

52%
14%

12%

Work for Money Work for satisfaction Work due to interest

All above Any other

It is clearly shows that majority of respondents do not work only for money or interest but
they are working for their personal as well as overall development of the factory, that’s why they
are satisfied with their job.

47
 CHAPTER-VII
FINDINGS & SUGGESTIONS

48
 FINDINGS & SUGGESTIONS
It has been found that:

During the period of Research work the Researcher observed some important things within the
organization. These are given below.
1. The relation between Employees & Management is good. Due to, organization maintain
peace & harmony.
2. The organization having Trade Unions but that Trade Union form organization
management and working effectively.
3. The organization maintains good relationship between Trade Union & Management.
4. The researcher observed that management implemented WPM (Worker Participation in
Management) scheme effectively.
5. The organization having big canteen & rest room but the condition of the canteen and
cleanliness is not satisfactory.
6. The researcher observed that the organization provide all type of safety materials, but the
workers are not use that materials properly.
7. The rate of absenteeism controlled in some extent by the organization.
8. The Organization gives enough chance to employees to use their innovative methods,
skills, abilities & potentials to perform their job.
9. At the time of selection the organization take medical test of the employees compulsory.
10. The researcher observed that workers are satisfied with the Training facility.
11. The all statutory provisions are provided by the organization to the employees.

49
SUGGESTIONS:

The following suggestions received from the respondent:

1. For maintaining workers satisfaction the organization should improve the working
condition at the work place.
2. From the Harmonious industrial relations point of view, the Workers Participation in
Management such as, workers participation in works committee, joint committee etc. is
essential.
3. Most of the respondents were recruited through the references of their friends & relatives
among the existing work force. If management offers employment to outsiders, it would
get the able & competent candidates.
4. For the overall development of the employees the Management should give more
attention towards the Workers Education Scheme.
5. For the welfare of the employees, the organization should think about the transport &
Housing facility to the workers.

50
CHAPTER-VIII
LIMITATIONS

51
 LIMITATIONS

There are some limitations experienced by the Researcher in the course of study are:

1. The time for data collection was so less. So researcher could not understand the whole

management of such a huge organization.

2. Interviews were conducted in the work place itself; due to this workers were under the

pressure of work & fatigue.

3. Due to lack of time, researcher had to select representative sample and collected

information from only 50 workers. The researcher had to complete study in a time

prescribed by the authorities.

52
CHAPTER-IX

53
 Conclusion

CONCLUSION

Human Resource Planning helps to assess future recruitment needs, anticipate and possibly
avoid redundancies. Accordingly formulate training programs, develop a promotion and career
development policy including succession planning

It also helps to keep staff costs to a minimum while permitting salaries to be competitive and
finally it assesses future premises requirements.

54
CHAPTER-X
REFERENCES

55
 REFERENCES

BOOKS:-

C. B. Memoria, Personnel Management, Himalaya Publishing House Mumbai - 400014

David A Decenzo & Stephen P. Robbins, Personnel / Human Resource Management published
by Asoke K. Ghosh New Delhi.

Dr. P. Subba Rao, Essentials of Human Resource Management & Industrial Relations
(Text, Cases & Games) Himalaya Publishing House.

JOURNALS:-

HRM Review (Oct - 2003), An article by Manjeesh K. Singh And Andrew Datta.

56
CHAPTER-XI
ANNEXURE

57
 QUESTIONNAIRE

RESEARCH SURVEY QUESTIONNAIRE ON HUMAN RESOURCE PLANNING

I am a student of A.P.S University, Rewa pursuing B.B.A. with HR Specialization. I am

currently doing a survey regarding “A Study on HR Planning with reference to VITS College,
Satna”. Please spend your precious time by filling up this questionnaire. Your feedback will be
kept confidential. Your answers are valuable to my research. Thank you for your kind
cooperation.

I .Personal Data:
Name:
Age: a)20-30 b)31-40 c)41-50 d)51&Above
Sex: a)Male b)Female
Designation:
Department:
Marital Status: a)Married b)Unmarried c)Widower
Educational Qualification :
a)Illiterate b)Primary c)Secondary
d)Graduate e)Technical
Mother tongue a) Marathi b)Kannada c)Hindi
d)English e)Other
Length of service in factory :
a)0-5 b)5-10 c)10-15 d)15 or above
Total Salary of the month (in Rs.):
a) <=2000 b)2001-4000
c) 4001-6000 d)Above 6000

II Recruitment & Selection

1. How did you come to know about the vacancies?
a)Advertisement b)Friends & Relatives
c) Employment Exchange d) Other
2. Did you receive formal interview call?
a)Yes b)No
3. By whom you were interviewed?
a)General Manager b)Personnel Manager c) Dept. Heads
d)By Employer e)Above all
4. Which type of interview faced by you?

58
 a) Oral b) Group
5. Had you given written test?
a) Yes b) No
If yes, What was the nature of that test?
a)Objective b)Descriptive c) Any Other
6. Had you undergone medical test before selection?
a) Yes b) No
7. Does the company give induction placement to new employees?
a) Yes b) No
8. What is your opinion regarding selection procedure in your organization?
a) Good b)Fair c) Bad
9. What kind of change do you want to suggest in selection procedure?

III Training & Development:

1 Had you undergone any sort of training?
a) Yes b)No
If yes, was it sufficient?
a) Yes b)No
2. Which method is used to train the employees?
a) training in the industry b) On Job training
c)Off Job training d) Oral Instructions
e)Role Playing f) Discussion technique method
3. Among above which training method do you think better?
4. Which training facility did you get during training period?
a)HRA b) Daily Allowances
c) Traveling allowance d)Other allowances
5. Does your Organization depute employees for out side training institute?
a) Yes b)No
6. What are the after effects of training?
a) Skill Development b) Performance Development
c) Economic Development d) Overall Development
7. What is your opinion about the present training facility implemented in your
organization?
a) Good b)Fair c) Not satisfactory

59
8. On successful completion of training what types of rewards do you get?
a) Special Increment b) Promotion
c) Both d)Any Other
9. Do you believe that training programme helps an individual and
organizational development?
a) Yes b)No
IV. Promotion & Transfer
1. Are you aware about the promotion procedure in your organization?
a) Yes b)No
2. What are the criteria used for promotion?
a) seniority b) Efficiency
c)Qualification d) All the three
3. Have you received any type of promotion?
a) Yes b)No
If yes, How many times are you promoted?
a) 1 b)2 c) 3 d) 4
4. What is your opinion about promotion in your organization?
a) Good b)Fair c) Bad
5. What are the benefits provided by the organization after promotion?
a) Increase in salary b) Additional responsibilities
c) Incentives d) Other
6 Have you been transferred any time within the organization?
a) Yes b)No
If yes, for what intension you are transferred?
a)On promotion b) Intentionally c) Adjustments
7. If such worker is transferred what benefits he gets?
a) Position b) rank
c) Monetary Benefits d) Any other
8. Are you satisfied with the transfer procedure practiced by your organization?
a) Yes b)No
9. Does Supervisor appreciate the work?
a) Yes b)No
V. Working Condition:
1. Are you satisfied with working time of shift?
a) Yes b)No

60
2. What is your opinion about working hours?
a) Adequate b)Inadequate

3. Are you satisfied with your job in organization?

a) Yes b)No
If no, What are the reasons?
a) Inadequate Wages b) Bad Working Condition c) Any Other
4. What is your attitude towards the work?
a) Work for money b) Work for satisfaction c) Work due to interest
d) All Above e) Any Other
5. What is your opinion about working condition of the organization?
a) Very good b) Good
c) Some extent d) Not satisfactory

61