CHAPTER 1

INTRODUCTION

Human resource management is the organizational function that manages all of the issues
related to the people in an organization. That includes but is not limited to compensation,
recruitment, and hiring, performance management, organization development, safety,
wellness, benefits, employee motivation, communication, policy administration, and
training.

Human resource management is also a strategic and comprehensive approach to

managing people and the workplace culture and environment. Done well, it enables
employees to contribute effectively and productively to the overall company direction
and the accomplishment of the organization's goals and objectives.

The department members provide the knowledge, necessary tools, training,

administrative services, coaching, legal and management advice, and talent management
oversight that the rest of the organization needs for successful operation.

Human resource management, HRM, is the department of a business organization that

looks after the hiring, management and firing of staff. HRM focuses on the function of
people within the business, ensuring best work practices are in place at all times.
Human resources are also identified by other terms like ‘personnel’, ‘people at work’
‘human assets’ and ‘human capital’. Human assets are intangible as they exist within the
human resources.

The importance of human resource management

The role of HRM practices are to manage the people within a workplace to achieve the
organization's mission and reinforce the culture. When done effectively, HR managers
can help recruit new professionals who have skills necessary to further the company's
goals as well as aid with the training and development of current employees to meet
objectives.
A company is only as good as its employees, making HRM a crucial part of maintaining
or improving the health of the business. Additionally, HR managers can monitor the state
of the job market to help the organization stay competitive.

This could include making sure compensation and benefits are fair, events are planned to
keep employees from burning out and job roles are adapted based on the market.

The goals of HRM:

Drawing on the original theory, Armstrong and Taylor (2015) identify the goals of
HRM as to:

• Support the organisation in achieving its objectives by developing and implementing

HR strategies that are integrated with business strategy
• Contribute to the development of a high-performance culture.
• Ensure that the organisation has the talented, skilled and engaged people it needs
• Create a positive employment relationship between management and employees and
a climate of mutual trust .
• Encourage the application of an ethical approach to people management

HR AND PERFORMANCE

An ongoing challenge for the HR profession has been the need to prove that good HR
practice, in addition to being something that it is good to do, contributes to better
organisation performance.

This is necessary to prove that HR rather than representing a cost to the organisation ‘adds
value’. Thinking in this regard is based on the premise that good HR practices enhance the
motivation and commitment of staff which in turn impacts positively on productivity and
performance.
Impact of HRM on organisation performance:

Source: Adapted from Armstrong (2015:57)

However, it has proven difficult to prove this definitively. As Ulrich (1997:304)

commented ‘HR practices seem to matter; intuition says it is so; survey findings confirm
it. However direct relationships between performance and attention to HR practices are
often fuzzy’. Guest (2011:11) is even more blunt: ‘After hundreds of research studies we
are still in no position to assert with any confidence that good HRM has an impact on
organization performance’. So while research can show an empirical association between
HR practices and organisation performance, it is difficult to know what factors or practices
are particularly important and what HR outcomes are leading to the better organisation
performance.

In order to unlock what is sometimes referred to as ‘the black box phenomenon’, the
CIPD commissioned major quantitative research across UK companies (Purcell et al,
2003). The findings identified six key work practices that jointly applied were shown to
improve performance. The research emphasises particularly that pay was not regarded as a
primary motivating factor in any of the organisations in the study, all of which were trying
to be progressive in respect of HR. The six key work practices in descending order of
importance are:

Career development and opportunities for advancement

Career progression and development are essential motivation and retention tools.
However, career progression does not have to include promotion. Employees value greater
autonomy, varied work, and opportunities to acquire new skills. Two considerations for
organisations are the importance of development opportunities for all staff, even those that
remain at the same level and the need to develop an appropriate and honest message in
respect of development opportunities.

Training opportunities
Training is the use of systematic and planned instruction and development activities to
promote learning. Training opportunities enhance staff commitment and, if based on an
objective assessment of need, result in a more efficient and effective organisation. ‘On the
job’ coaching or ‘stretch’ assignments are frequently more useful to staff compared to
formal training. Business strategy HRM strategy HRM practices HRM outcomes: -
Engagement - Commitment - Motivation - Skill Business outcomes: - Productivity -
Quality - Customer satisfaction Financial performance: - Profit - Sales - Market share –

HR in Organizations
Generally, all managers in organizations are regarded as HR managers. College Dean,
Matron, Sales managers, and Supervisors are all assumed to engage in HR
management, but their effectiveness and efficiency depend on how HR system is being
organized and managed in organizations. Essentially, it is inappropriate to engage a
Matron (Head nurse) or an Engineering manager in designing and administering HR
activities such as pay system and reward; human resource planning; recruitment and
selection; employment regulations etc.

Therefore, medium and large organizations create HR department and equip it with
HR specialists that can conveniently handle these activities.

However, smaller organizations do engage in some of these activities, where the owner
usually handles them.

And in some other small businesses, clerical assistant is employed to handle the payroll
systems, record keeping and other clerical work.Supervisors and Managers (irrespective
of their departments) are involved in recruiting, selecting and training prospective
employees, as a result these activities tend to shift their attention away from their primary
assignments and reduce the time they spend on their core and other business area.
Organizational development is a critical aspect of fundraising. If the systems of your
organization are set right, you not only perform better, but you also have the prospect of
attracting donors to support and empower you The “Human Resource Management for
NGOs” here aims to make small and medium-sized NGOs understand and assess
organizational behavior and functioning; manage organizations through planning,
implementing and monitoring activities strategically; improve the performance of their
staff; build effective management systems, policies and plans and improve long-term
sustainability and resource mobilization

Figure . Six main functions of the human resource management process

Employee relations management:

Employee satisfaction is a key component of an organization's growth and success. When
an employee has a positive relationship with their manager and other company leaders,
they often work more efficiently and produce higher-quality work. If you work in a human
resources or leadership role, you might use employee relationship management tactics to
encourage healthy workplace attitudes and build a rapport between employees and
management professionals. In this article, we define employee relationship management,
explain why this concept matters and provide tips for building strong relationships in the
workplace.
Recruitment & Selection:-
Recruitment needs to be preceded by job analysis. Job analysis helps human resource
manager to locate places to obtain employees for openings anticipated in the future. An
understanding of the types of the skills needed & types of jobs that may open in the future.
Selection a qualified person to fill a job requires knowing clearly the work to be done &
the qualifications needed for someone to perform the work satisfactorily, without a clear &
precise understanding of what a job entails.

Concept of Non Governmental Organization

A non-governmental organisation (NGO) is a legally formed organisation run by natural

or legal people that is not affiliated with any government. Governments typically use the
phrase to refer to entities that do not have government status.
A non-governmental organisation (NGO) is a citizen-based group that acts outside of the
government, usually to distribute resources or serve some social or political goal. The
World Bank divides non-governmental organisations into two types: operational NGOs
that focus on development initiatives, and advocacy NGOs that focus on supporting a
cause.
What do NGOs do?
NGOs can work toward a range of objectives depending on their type. According to the
World Bank, there are two sorts of non-governmental organisations (NGOs): operational
and advocacy. Advocacy NGOs promote specific issues, whereas operational NGOs
focus on development programmes. Many NGOs, particularly major ones, deal with both
sorts at the same time, albeit they tend to specialise in one. Emergency relief,
international health education, women's and children's rights, economic development,
environmental activism, disaster preparedness, and other areas of engagement are all
possiblite

Other Types Of NGO’s

Within the two categories of operational and advocacy, NGOs can be divided up even
further based on their specific areas of work. Here are some of the main types:
 BINGO – A “big international” NGO, such as the Red Cross. These are also
called “business-friendly” NGOs.
INGO – An international NGO such as Oxfam.
ENGO – An environmental NGO like Greenpeace.
RINGO – A religious international NGO such as Catholic Relief Services.
CSO – A civil society organization like Amnesty International.
GONGO–A government-organized organization like International Union for
Conservation of Nature.

Importance of NGOs in India:–

The Human Resource Management “HRM” in a non-governmental organization “NGOs”

is not different to HR in any other firm, but the problems that HR manager faces within
the NGO industry are quite unique.There are three different dimensions of the importance
of HRM in NGOs. To begin with,the personnel services is out of the context of taking the
employees for physical capital. The employees of profit organizations are usually
considered as physical capital; while NGOs see them as the most important values of the
organization and consider them the backbone of the organization.

How are NGOs funded?

NGOs are funded primarily through grants, loans, membership dues, and private

donations. They are also able to get funding from government organizations without

losing their NGO status. While some NGOs depend on this type of funding, governments

can’t be involved in decisions or oversee what the NGO does.

Each NGO needs to set up their own HR Unit in order to:

 Maintain a healthy working environment

Creating a workplace where employees feel comfortable, supported, and motivated. It’s
crucial to the success of the organization, but it takes time and expertise. An HR unit
creates policies and procedures which create a fair workplace.

 Attract and retain top talent

Recruitment, onboarding, talent management, performance management, learning and
development, are all business functions handled by the HR department.They are crucial
to create a workforce that will drive business performance to the top.

HR Practices

Any practice hat deal with enhancing competencies ,satisfaction, commitment and
culture building can be consider an HR practices.

 HR practices can play 3 major role ,these roles are :-

1. Building critical organisation capabilities

2. Enhancing employee satisfaction
3. Improving customer satisfaction

Some Differentiators That Impact HRM Practices In Indian

Organisation

 The Indian culture is deeply rooted in is society and collectivistic values so it is

easy to collaborate at the work place ,work in teams and groups
 The natural ability to work hard and for long hours and need to earn money

 Availability of large education group of individuals with different calibre of

knowledge and skill
 Compensation and benefit cost continue to provide a competitive advantage for
Indian making it a preferred business location the world over

The benefits of HR practices

 A higher rate of employee productivity:- Research has shown that employees can
perform at a much higher rate of productivity when supervisors and managers pay more
attention to them.
 Maintains organizational culture:- The culture of your business impacts every
person within your company. With a healthy company culture, you obtain employee
retention, a good reputation, increased productivity and quality.
 Increases employee satisfaction:- Effective HR management will support your
employees, understand employee motivations, and ensure the best employee experience
is being met.
 Training and development: Training needs of an employee are identified.

Continual learning will mean that employees can keep their skills up to

date and bring valuable and innovative ideas back to the company.

For example,
HR practices include formulating a method for measuring and analysing the
effects of a particular employee rewards program. Other examples include the creation of
a program to reduce work-related injuries, and building a framework to ensure
employment laws are adhered to.

Comparative Analysis of HR Practices in Public and Private Sector

1. Nowadays, top managements of organisation in India are paying increased

attention to HRM because they have realized that Human resources need to be
 closely integrated with planning & decision-making based on sound policies and
practices.

2. To create a climate of openness and trust.

3. To build collaborative culture, whereby everyone is an important member of
an effective team to promote human capabilities and competencies in
the organization.
4. To bring about integration of the individual and organizational goals.
5. To improve the quality of work-life.

HR Practices
HR practices include in different organisation are :-

o HR Planning
o Recruitment And Selection
o Training And Development
o Performance Appraisal
o Carrera Planning
o Promotion And Transfer
o Reward And Recognition

o HR Planning

HR Planning is to ensure that the organization has the right types of persons at the right
time at the right place.
It prepares human resources inventory with a view to assess present and future needs,
availability and possible shortages in human resource.

There upon, HR Planning forecast demand and supplies and identify sources of selection

o Recruitment & Selection

Recruitment is the process in which people are offered selection in an organization. It is

when prospective employees are searched for and are then encouraged to apply for jobs
within the organization.
This is just one step in the process of employment however it is a long process that
involves a series of tasks, starting with an analysis of the job requirements and ending
with the appointment of the employee. Specific tasks involved in the process of
recruitment include:

o Analyzing job requirements

o Advertising the vacancy

o Scrutinizing applications

o Shortlisting candidate

Recruitment activities are typically performed by Human Resource practitioners, either

internally or externally.

Internal recruitment sources are promotion, transfers, retrenched employees, contact or

references, ex-employees, retired employees, etc.

External recruitment sources are recruitment through advertisement, campus

recruitment.

Types of Recruitment

There are two types of recruitment in this organization. They are:

1. Internal Recruitment
2. External Recruitment.

For Internal Recruitment:

The principal methods are-

  Job posting
 Use of computerized skills inventories
 Referrals from other departments

For External Recruitment:

Organizations rely on-

Advertisements
Public or private placement agencies
Field recruiting
Including campus recruiting

Selection:

Selection is the process of identifying an individual from a pool of job applicants with the
requisite qualifications and competencies to fill jobs in the organization. This is an HR
process that helps differentiate between qualified and unqualified applicants by applying
various techniques.

Some activities include: -

o Screening

o Eliminating unsuitable candidates

o Interviews

The selection process is a largely time-consuming step in an employee’s hiring

experience. HR managers must carefully identify the eligibility of every candidate for the
post, being careful not to disregard important factors such as educational qualification,
background, age, etc.

Training and development

Training is one of the important activities of human resource management. In the training
 process companies try to motivate and train the employees in a manner so that they can
work more effectively in the future.

Motivation

Motivation is to inspire people to work, individuals in such as to produce best results. It

is the willingness to exert high level of effort towards organizational goals, conditioned
by the efforts and ability to satisfy some individual needs. An important part of the
retention of staff, reducing staff turnover and minimizing absenteeism at work is
ensuring that staff are properly motivated. The wage should be increased, the facilities
should be insured and social security should be confirmed.

HR Practices in India

In India, there is a lot of room for HR practises. In India, there are greater opportunities to
introduce HR strategies to boost employee productivity. In comparison to other
industrialised countries such as Japan and Canada, where an ageing population is a
problem, India has distinct personalities, and the 20–25 year age bracket represents a
window of opportunity known as the demographic dividend.
This "demographic dividend" indicates that India has a higher proportion of working-
age people than other large developing and developed countries.As a result, the reliance
ratio is low, giving the economy a cost advantage and increased competitiveness.

There are more opportunities to incorporate new methods into Indian businesses and
position India as a global competitor.

Furthermore, the worldwide skilled workforce shortfall is predicted to reach 56.7 million by 2020
as a result of the ageing economy problem. With the global trend of outsourcing jobs, India has
the potential to become a global reservoir of trained manpower, with 28 of the world's lowest-cost
economies accounting for 28 percent of the graduate talent pool.India has a distinct edge over
other countries in that it can meet both its domestic demand for Human Resources (skilled
manpower) and the labour shortages in other countries.To influence its position, the government is
taking proactive initiatives to fill the existing talent gap.

INDUSTRY PROFILE

NGO
A non-governmental organization (NGO) is an organization that generally is formed
independent from government.They are typically non-profit entities, and many of them
are active in humanitarianism or the social sciences; they can also include clubs and
associations that provide services to their members and others.
NGOs can also be lobby groups for corporations, such as the World Economic Forum.
NGOs are distinguished from international and intergovernmental organizations (IOs) in
that the latter are more directly involved with sovereign states and their governments.

HISTORY OF NGO

The term as it is used today was first introduced in Article 71 of the newly formed United
Nations' Charter in 1945.
While there is no fixed or formal definition for what NGOs are, they are generally defined
as non-profit entities that are independent of governmental influence-although they may
receive government funding.
According to the UN Department of Global Communications, an NGO is "a not-for profit,
voluntary citizen's group that is organized on a local, national or international level to
address issues in support of the public good".
The term NGO is used inconsistently, and is sometimes used synonymously with civil
society organization (CSO), which is any association founded by citizens.
In some countries, NGOs are known as non-profit organizations while political parties
and trade unions are sometimes considered NGOs as well.
India is estimated to have had about 2 million NGOs in 2009 (approximately one per 600
Indians), many more than the number of the country's primary schools and health centres.

ACTIVITIES OF NGO

Non-governmental organizations (NGOs) play a vital role in improving the lives of

people who have been affected by natural disasters or are facing other challenges. NGOs
can act as implementers, catalysts, and partners to provide essential goods and services to
those in need. They work to mobilize resources, both financial and human, to ensure that
aid is delivered in a timely and effective manner. NGOs also play a critical role in driving
change by advocating for policies and practices that benefit disadvantaged communities.
They often work in partnership with other organizations, including government agencies,
to address complex challenges that require a collaborative approach. One of the key
strengths of NGOs is their ability to work at the grassroots level and to connect with
communities directly. This allows them to gain a deep understanding of the issues facing
people and to tailor their services to meet the specific needs of each community.

COMPANY PROFILE
Sri aurobindo society was started by the Mother in 19th September 1960.She was not only
the founder and the executive president but also remains its guiding force. The Mother
herself laid the foundation of the society, a strong base on which it could grow and spread
like a banyan tree. It was the mother who named the organization Sri Aurobindo Society,
after Sri Aurobindo.She created its symbol, taking the existing symbol of Sri Aurobindo
and enclosing it in a diamond.

Sri Aurobindo Society (SAS) is an international non-for-profit NGO, which has been
recognized by the government of India as a charitable organization and as a research
institute . With its headquarters in Puducherry, Sri Aurobindo Society has over 300
branches and centers in India and abroad. SAS welcomes participation from all those who
want to work together for a better tomorrow, with no distinction of nationality, religion,
caste or gender.

SAS organizes programmes and initiatives that seek to bring dynamic spirituality into
material life and all its activities. With multi-dimensional focus on action research, SAS is
setting up models, centers of excellence and training institutes that or sustainable, scalable
and replicable.Sri Aurobindo Society seeks to bring a dynamic spirituality into material
life and all its activities, so that the global problems can find a true solution, and the
dreams of humanity, through the ages, can be realized. Fitch Solutions India has awarded
Sri Aurobindo Society an IRR2 rating, denoting a "Very good operational and Financial
Performance". This rating serves as an indicator of the NGO's robustness, long-term
viability and effectiveness in implementing internal processes, controls and governance
structures.
VISION AND MISSION
VISION - A beautiful tomorrow, a happier world, a dynamic application of spirituality to
material
life and all its activities, human unity in diversity.
MISSION - is to explore, educate and inspire humanity to use natural agricultural
practices for a conscious and more harmonious future.

Sri Aurobindo, an introduction

The year was 1907. The freedom movement in India was gathering momentum. Its leader
was detained by the police. The poet Rabindranath Tagore paid him a visit after his
acquittal, and wrote the now famous lines:

“Rabindranath, O Aurobindo, bows to thee! O friend, my country’s friend, O Voice

incarnate, free, Of India’s soul! … The fiery messenger that with the lamp of God. Hath
come…
Rabindranath, O Aurobindo, bows to thee.”

In the year 1928, the leader had now left politics and had gone to Pondicherry, where he
plunged himself into the practice of Yoga.

The poet Tagore once again paid him a visit and declared:

“You have the Word and we are waiting to accept it from you. India will speak through
your voice to the world, ‘Hearken to me!’…
Years ago I saw Aurobindo in the atmosphere of his earlier heroic youth and I sang to
him: ‘Aurobindo, accept the salutations from Rabindranath’. Today I saw him in a deeper
atmosphere of a reticent richness of wisdom and again sang to him in silence: ‘Aurobindo,
accept the salutations from Rabindranath!’”

How does one describe or speak about such a personality? Sri Aurobindo has been called a
scholar, a literary critic, a philosopher, a revolutionary, a poet, a yogi and a rishi. He was
all these and much more. To have even a glimpse of the true Sri Aurobindo, we have to
turn to the Mother: “What Sri Aurobindo represents in the world's history is not a
teaching, not even a revelation; it is a decisive action direct from the Supreme.”

Sri Aurobindo, Calcutta to England (1872-1893)

Sri Aurobindo was born in Calcutta, on August 15, 1872, at 5:00 am, the hour of dawn.
The date is doubly important. Seventy-five years later, on August 15, 1947, India attained
her freedom. In a message, Sri Aurobindo, who had played a leading role in the freedom
struggle, said:
“I take this coincidence, not as a fortuitous accident, but as the sanction and seal of the
Divine Force that guides my steps on the work with which I began life, the beginning of its
full fruition.”

1893 – 1906 England to Baroda

Thus Sri Aurobindo sailed back to his country in 1893, at the age of twenty-one, having
spent the most important and formative fourteen years of his life in a foreign land. He had
grown up in England, but did not feel any attachment to it. India was beckoning.

He wrote in his poem called ‘Envoi’:

“Me from her lotus heaven Saraswati

Has called to regions of eternal snow
And Ganges pacing to the southern sea,
Ganges upon whose shores the flowers of Eden blow.”

And how did Mother India receive her son after fourteen years of exile? With her unique
and priceless gift—a spiritual experience. The moment Sri Aurobindo put his foot down
on Indian soil, at Apollo Bunder in Bombay, a vast peace and calm descended upon him,
never to leave him. Unknowingly and unasked the spiritual life had also begun, which was
later to become his sole preoccupation.

1906 – 1910 Bengal

The freedom movement was given a huge impetus by the decision of Lord Curzon to
partition Bengal. Protest meetings were held all over the country and a mass agitation was
launched in Bengal. In June 1906, Sri Aurobindo took one year's leave without pay and
went to Bengal to participate in the movement. In 1907, Sri Aurobindo left Baroda College
and joined the newly established Bengal National College, as its principal. His salary of
Rs.150 per month was only one-fifth of what he was receiving in Baroda.

He had already been contributing articles to the Bengali weekly Yugantar. In 1906, the
nationalist leader, Bipin Chandra Pal, started the daily Bande Mataram and Sri Aurobindo
soon became its chief editor, though his name was not printed, to avoid prosecution.
Overnight, the paper became the organ of the Nationalist Movement and a mighty force in
Indian politics.

1910 – 1926 Pondicherry

Sri Aurobindo reached Pondicherry on April 4, 1910. He was then 38 years old. He was
received by several revolutionaries of Pondicherry. In fact some of them had been waiting
for an Uttara Yogi, a yogi from the north. They had heard the prophecy that he would
come as a fugitive and practise the Poorna Yoga. He would be recognized by three
statements. These statements were made by Sri Aurobindo in a letter he wrote from
Baroda to his wife Mrinalini Devi on August 30, 1905, where he spoke about his ‘three
madnesses’. This letter was later found by the police and produced in court during the
Alipore bomb trial.

“I have three madnesses. Firstly, it is my firm faith that all the virtue, talent, the higher
education and knowledge and the wealth God has given me, belong to Him. I have the
right to spend only so much as is necessary for the maintenance of the family and on what
is absolutely needed...

1926 – 1950 Sri Aurobindo Ashram

Sri Aurobindo and the Mother believe that evolution is primarily a process of the
manifestation of higher and higher levels of consciousness upon earth. As life descended
into inert matter, and mind into unconscious life, so too higher levels are waiting to
descend.
The highest of these is the Super mind, and it was the constant endeavour of Sri Aurobindo
and the Mother to bring it down for a radical and permanent transformation of the
earth.But before the Supermind could descend, other planes had to manifest to build the
proper base.
On November 24, 1926, a decisive step was taken when the Overmind, the highest of the
inner planes before the Supermind, descended into the earth consciousness.

It was a momentous day. It also brought about many outward changes. Sri Aurobindo now
installed Mirra as the Mother of his spiritual endeavour, his collaborator and equal, and
handed over to her the responsibility of the inner and outer life of the small group
of sadhaks (practitioners of Yoga) who had gathered around him. He then withdrew into
seclusion, to concentrate on the next step of his Yoga.

This was also the beginning of what has now grown into a spiritual community of nearly
1200 people, known as the Sri Aurobindo Ashram. The Ashram grew and expanded under
the Mother's guidance.
Though Sri Aurobindo had withdrawn physically, he continued to guide disciples inwardly
and through letters. Day after day, he sat late into the night answering their smallest
queries, apparently even the most trivial, the replies pouring out his love and light.

1947, August 15th Message

The 15th of August 1947 Message by Sri Aurobindo

[Sri Aurobindo wrote this message at the request of All India Radio, Tiruchirapalli, India,
for broadcast on the eve of India’s independence. This is the message which was
broadcast on August 14, 1947. It is of special relevance and importance even now.]

August 15th, 1947 is the birthday of free India. It marks for her the end of an old era, the
beginning of a new age. But we can also make it by our life and acts as a free nation an
important date in a new age opening for the whole world, for the political, social, cultural
and spiritual future of humanity.
August 15th is my own birthday and it is naturally gratifying to me that it should have
assumed this vast significance. I take this coincidence, not as a fortuitous accident, but as
the sanction and seal of the Divine Force that guides my steps on the work with which I
began life, the beginning of its full fruition. Indeed, on this day I can watch almost all the
world-movements which I hoped to see fulfilled in my lifetime, though then they looked
like impracticable dreams, arriving at fruition or on their way to achievement. In all these
movements free India may well play a large part and take a leading position.

 The first of these dreams was a revolutionary movement which would create a free
and united India. India today is free but she has not achieved unity.
 Another dream was for the resurgence and liberation of the peoples of Asia and her
return to her great role in the progress of human civilisation. Asia has arisen; large parts
are now quite free or are at this moment being liberated: its other still subject or partly
subject parts are moving through whatever struggles towards freedom.
Only a little has to be done and that will be done today or tomorrow. There India has her
part to play and has begun to play it with an energy and ability which already indicate the
measure of her possibilities and the place she can take in the council of the nations.
 The third dream was a world-union forming the outer basis of a fairer, brighter and
nobler life for all mankind. That unification of the human world is under way; there is an
imperfect initiation organised but struggling against tremendous difficulties. But the
momentum is there and it must inevitably increase and conquer.

 Another dream, the spiritual gift of India to the world has already begun. India’s
spirituality is entering Europe and America in an ever increasing measure. That movement
will grow; amid the disasters of the time more and more eyes are turning towards her with
hope and there is even an increasing resort not only to her teachings, but to her psychic
and spiritual practice.
 The final dream was a step in evolution which would raise man to a higher and
larger consciousness and begin the solution of the problems which have perplexed and
vexed him since he first began to think and to dream of individual perfection and a perfect
society.
 Nothing Is Dearer than Her Service
There are times in a nation’s history when Providence places before it one work, one aim, to which
everything else, however high and noble in itself, has to be sacrificed. Such a time has now arrived
for our motherland when nothing is dearer than her service, when everything else is to be directed
to that end.
If you will study, study for her sake; train yourselves body and mind and soul for her
service. You will earn your living that you may live for her sake. You will go abroad to
foreign lands that you may bring back knowledge with which you may do service to her.
Work that she may prosper. Suffer that she may rejoice.All is contained in that one single
advice.

SRI AUROBINDO, Talk given at the Bengal National College on August 23, 1907.

Sri Aurobindo's Symbol

o The descending triangle represents Sat-Chit-Ananda. The ascending triangle
represents the aspiring answer from matter under the form of life, light and love.
o The junction of both—the central square—is the perfect manifestation having at its
centre the Avatar of the Supreme—the lotus.
o The water—inside the square—represents the multiplicity, the creation.
ACTIVITIES PROFILE:
a) SVARNIM PUDUCHERRY

GOLDEN PUDUCHERRY

Svarnim Puducherry is a multi-dimensional initiative of Sri Aurobindo Society which aims

to initiate and take forward a new course of growth in Puducherry, and subsequently
across India.
It is conceived as Society’s offering on the momentous event of India’s 75th
Independence Day on August 15, 2022, which is also the 150th Birth Anniversary of Sri
Aurobindo, one of the most eminent architects of India’s independence and of human
evolution.

In principle, Svarnim Puducherry is an aspiration to building Puducherry as a model state,

carrying the spirit and consciousness of true India in its foundation. In concept, design, and
implementation of each of its components, Svarnim Puducherry, as an initiative, aims to
express – a pursuit for perfection, beauty, unity and creativity, and a realization of the
highest of all human values.
Our envisioned Svarnim Puducherry is an inclusive dynamic, progressive, prosperous,
beautiful, harmonious, happy and compassionate state.

RURAL DEVELOPEMENT

 Sri Aurobindo Rural & Village Action & Movement (SARVAM)

 Since about 700 million people in India’s villages live below the poverty line, there is a dire
need and urgency to develop, uplift and enable them to become a dynamic part of the nation’s
evolution and growth.
 SARVAM is developing a progressive village community model that is sustainable,
replicable and scalable.

 PRISON REFORMATION
AURO MODEL PRISON

 An initiative to transform prisons into centers of holistic rehabilitation of the inmates

involving their families and the prison staff.

 In collaboration with the government of India, ministry of home affairs, an

interactive session was arranged with the participation of approximately 40 prisoners.

 The session focused on exploring ways to harmonize the inner and outer aspects of
one’s life, emphasizing simple methods, including meditation, to facilitate inner
transformation for the prisoners.

INTEGRAL YOGA

The constitution of the human being is a beautiful and intricate mesh of Mind, Heart, and
the Body.
Rarely this constitution is perfect in the literal sense of the term.
If our ideal is to create divine life on earth, to fulfill the life of the spirit on earth, then all
the parts of our being - mental, emotional, physical, and spiritual - need to be in constant
progressive harmony.
It is in this light that the human body has perennially been regarded and emphasised as a
vital instrument by the traditional Indian schools of spiritual thought and practice.

CHILDERN WITH SPECIAL NEEDS

In India, there are about 2.90 million Children with Special Needs (CWSNs). But most of
these differently abled children do not have equal access to health care, education, and
employment opportunities.
We need to create an inclusive world in which we are able to live a life of health, comfort,
and dignity.Sri Aurobindo Society has signed an MOU with Satya Special School,
Puducherry to work at improving the quality of education for Children with Special Needs.
A research program is being formulated on the effect of Multiple interventions
(Yogasanas, Pranayama, Music Therapy, Homeopathy, and Chanting) on children.
YOUTH AND WOMEN
The Society’s youth wing Auro Youth has the dynamic ideal of preparing the youth to
become the builders of a better tomorrow. It has, therefore, set the following objectives for
itself:

 To inspire the youth to find their aim in life and help them in realizing it
 To awaken the youth to their great future, and to help them to prepare themselves,
spiritually and materially, to play their true role in all aspects of individual and collective
life
 To make the youth conscious of India’s great spiritual heritage and the world’s destiny,
and work for human unity in a rich and organized diversity
 To encourage the youth to work for the evolution of a higher humanity and the advent
of a new world, and to channel their talents, enthusiasm and energies into the building of a
new future.

LEADERSHIP AND DEVELOPMENT:

Auro Leadership

Auro Leadership strives to help managers develop and fully express their inner potential,
to realise that the root causes of all problems lie within, and only a change in attitudes,
values and consciousness can bring about a lasting solution. Auro Leadership carries out
research in the field of business management.With spiritual philosophy and psychology as
a base, it aims to develop, demonstrate and validate new and alternative systems of
transforming attitudes and values.
Striving to be a centre of excellence for an integral approach to management, Auro
Leadership is building a network of experienced trainers, from both academia and
industry, who are strongly oriented towards a deeper vision while being fully responsive to
present day industry needs.
Auro Leadership organises conferences, seminars, workshops and training programmes,
and publishes books and journals on the future evolution of management. It is also
working on modules for e-learning and training.

 PALLIVATIVE CARE:
SANJEEVAN
Transcending pain, Transforming lives

Sanjeevan, an initiative by Sri Aurobindo Society in collaboration with Institute of

Palliative Medicine (IPM), Kozhikode, Kerala, and Helpage India, New Delhi, aims to
practice an integral approach to end-of-life care in Puducherry, based on a spiritual
foundation.
This initiative aims to develop a comprehensive system of community based care for the
incurably ill, chronically bedridden, elderly and dying people in Puducherry, by taking
care of their physical, psychological, social, emotional and spiritual needs; and to expand
and support SACH (an initiative under our Health wing SAIIIHR) initiatives all over India
and abroad. It is patient- centred , and not disease-focused.

INTEGRAL EDUCATION
Integral Education, as envisioned by the Mother and Sri Aurobindo, regards the child as a
growing soul and helps him to bring out all that is best, most powerful, most innate and
living in his nature.
It helps the child develop all facets of his personality and awaken his latent possibilities so
that he acquires a strong, supple, healthy, beautiful body, a sensitive, emotionally refined,
energetic personality, a wide-ranging, lively intelligence and will The subtler spiritual
qualities that unify and harmonise the being around the child's inmost Truth or Soul.
The focus and emphasis in Integral Education (IE) is not just information and skills
acquisition but also self-development, triggered from within the child and supported and
nourished by teachers and parents. Every experience becomes a learning tool for the child
in its growth.

It helps the child to integrate with its true Self, its surroundings, its society, its country
and humanity; in other words, to become the complete being, the integral being that the
child is meant to be.

INTEGRAL HEALTH
Sri Aurobindo Society, Pondicherry has dedicated a unique ‘Institute of Integral Healing’
(IIH), which will focus on individual’s three-fold wellbeing namely, the physical, the
emotional and the mental, by bringing all the three levels under the light of spiritual
consciousness.

This is the difference between a usual wellness center.This will be realized through
various yogic and spiritual processes and activities which have already been tried and
tested and have proven effective. Our vision is to create a world where everyone can
experience harmony. We believe that by providing individuals with the tools and
techniques to achieve inner balance and harmony, we can create a better world for
everyone. Open the key to a holistic living. Here is a presentation for the program.

AURO YOUTH
The Society’s youth wing AuroYouth has the dynamic ideal of preparing the youth to
become the builders of a better tomorrow. It has, therefore, set the following objectives for
itself:

 To inspire the youth to find their aim in life and help them in realising it.

 To awaken the youth to their great future, and to help them to prepare themselves,
spiritually and materially, to play their true role in all aspects of individual and collective
life

 To make the youth conscious of India’s great spiritual heritage and the world’s destiny,
and work for human unity in a rich and organised diversity. To encourage the youth to
work for the evolution of a higher humanity and the advent of a new world, and to channel
their talents, enthusiasm and energies into the building of a new future.

PARTNER ORGANAIZATIONS AND INSTITUES

 TATA SONS

 TATA TRUSTS

 HDFC BANK
 SBL FOUNDATION

 BAJAJ AUTO LIMITED

 STATE GOVERNMENT PUDUCHERRY

 NATIONAL BANK OF AGRICULTURAL

 AND RURAL DEVELOPMENT

 JIPMER

 MINISTRY OF EDUCATION

 SATYA SPECIAL SCHOOL

 INDIAN OVERSEAS BANK

 AURO PHARMA

 AURO UNIVERSITY
 CHAPTER II

OBJECTIVES OF THE STUDY

a. To evaluate how NGOs attract, recruit, and select employees.

b. To understand how NGOs provide professional development and training
opportunities for their staff .
c. To explore how HR practices in NGOs contribute to the effectiveness and impact of
i. the organization.
d. It helps to understand the real working world before graduating. To understand Sri
e. Aurobindo Society policies, procedures, product and services.
f. To enhance collaboration, communication and team work among employees.
g. To get a practical knowledge on the topics.
h. To gain knowledge about NGO and its work.
NEED OF THE STUDY

 NGOs need skilled professionals, volunteers, and support staff to carry out their
missions. Effective HR practices like recruitment, onboarding, training, and development
ensure that the right talent is attracted and retained.
 NGOs often operate in complex legal environments, especially when working
across multiple countries or regions.
 Studying HR practices helps ensure compliance with labor laws, tax regulations, and
employment standards, which vary by jurisdiction.
 Mismanagement of HR policies can expose NGOs to legal risks, damaging both
their reputation and operational effectiveness.
 NGOs are expected to uphold strong ethical standards. HR practices play a key role
in shaping organizational culture, ensuring that ethical guidelines and values are embedded
within the work environment.
SCOPE OF THE STUDY

 The recruitment processes in NGOs often involve both paid employees and
volunteers.
 NGOs frequently need to provide skill development programs to their employees
and volunteers to improve job performance and adapt to changing social, political, and
economic environments.
 The study would include examining how NGOs set performance expectations,
establish key performance indicators (KPIs), and provide feedback to improve work
outcomes.
 NGOs, like any organization, face conflicts, disputes, and challenges related to staff
and volunteer relationships.
 In the NGO sector, performance management is critical for ensuring that employees
and volunteers are aligned with the organization’s mission.
LIMITATION OF THE STUDY

 Limited Financial Resources

• Difficulty in offering competitive salaries and benefits.

• Constraints in funding HR development activities like training and leadership
programs.

 High Staff Turnover

• High attrition, particularly among volunteers and lower-paid employees.

• Retention challenges due to low compensation and limited career growth.

 Inadequate HR Infrastructure

 Lack of formal HR systems or structures (e.g., HR departments, HR software).

 HR tasks handled by under-resourced or overburdened personnel.

 Volunteer Management Challenges

 Absence of formal recruitment, training, or performance management for volunteers.

 Difficulty in maintaining volunteer motivation and long-term commitment.

 Legal and Regulatory Challenges

• Complex legal frameworks and compliance issues, especially for international

NGOs.
• Difficulties in navigating labor laws, tax regulations, and non-profit status
requirements.

 HR's Role in Strategic Planning

 HR often seen as an administrative function rather than a strategic partner.

 HR may be side lined in organizational decision-making and long-term planning.

CHAPTER III
 REVIEW OF LITERATURE
Human Resources Management Practices

As defined by Noe, Hollenbeck, Gerhart, & Wright (2010), human resource

management practices is a philosophy, policy, system and practices that can affect the 18
behavior, attitudes and performance of employees.

Activities of HRM practices include HR planning, staffing, training and development,

performance management, compensation management, safety and health and
employee relations. In an early stage, the management of organization has ignored the
function of HRM practices as a main driver of organizational success.

Only lately, the potential role of HRM in enhancing organization performance has been
realized. HRM practices can improve the performance of organizational by contributing to
employee and customer satisfaction, innovation, productivity, and development of good
reputation among firm‘s community (Delaney & Huselid, 1996; Noe et al., 2010).

There are several approaches in studying HRM practices in relation to organizational

performance: universalistic, contingency or configurational approach (Delery & Doty,
1996; Youndt, Snell, Dean Jr, & Lepak, 1996). The universal, or ―best practices‖
perspective is the simplest form of a theoretical model in HRM literature, and their
researchers are micro analytical in nature.

This perspective involves a direct relationship between HRM practices and performance
(Youndt et al., 1996) whereby some HRM practices are hypothesized as constantly
superior to others and these best practices should be adopted by all organizations (Delery
& Doty, 1996).

The contingency perspective, on the other hand, posits that the impact of HRM practices
on firm performance is conditioned by an organization‘s strategic posture. Researchers in
the contingency approach dispute that HRM practices that applied by any organization
must be coherent with other aspects of the organization so as to be effective.

They have tried to explain the interaction between various HRM practices and specific
organization strategies as they relate to organizational performance (Youndt et al., 1996).
In contrast to ―best practice‖ and contingency approach, the configurational perspective is
interested on how the pattern of multiple HRM practices is related to organizational
performance.

2.1.3.1 Outcomes of Human Resources Management Practices In prior studies on internal

organizational resources, the resources that are rare, inimitable and valuable are considered
as sources of sustainable competitive advantage and organizational effectiveness (Barney
et al., 2001; Lado and Wilson, 1994). In addition, HRM practices contribute a lot to
accomplish firm objectives and to create value. Hence, an organization must invest in
human resource to guarantee long-term success.

HRM practices in every type of organization must support relations among organizational
departments. Especially, organizations should consider systematic, cultural and structural
alignment of HRM practices (Way and Johnson, 2005). Systematic, cultural and
structural alignment of HRM practices supports organizational goals, objectives and
strategies.

In addition, HRM practices shouldenhance the value of an organization‘s employees

(Welbourne and Andrews, 1996). The enhancing value of employees should be balance
on the HRM practices and the firm‘s objectives.

Over the years, researchers have suggested many HRM practices that have the potential to
improve and sustain organizational performance.

These practices include emphasis on employee selection based on fit with the company‘s
culture, emphasis on behavior, attitude, and necessary technical skills required by the job,
compensation contingent on performance, and employee empowerment to foster team
work, among others.

Pfeffer (1998) has proposed ten HRM practices that are expected to enhance
organizational performance.

The practices proposed by (Ahmad and Schroeder, 2003; Pfeffer, 1998)

a. Employment/job security
b. selective hiring or new personnel
c. Extensive Training
d. Interaction Facilities
e. Team Activities
f. Sharing information-feedback
g. Performance Review
h. Incentives to meet objectives
i. Written policy
j. Communication strategy

The Effect of Human Resources Management Practices on Firm

Performance
• Human Resources Management is a philosophy, policy, system and practices that
can affect the behavior, attitudes and performance of employees (Noe, Hollenbeck,
Gerhart & Wright 2010).
• The potential role of HRM in enhancing organizational performance has been
realized.
• HRM practices can improve the performance of organizational by contributing to
employee and customer satisfaction innovation, productivity and development of goof
reputation among firm‘s community (Delaney & Huselid, 1996; Noe et al., 2010).
• Some studies notes that HR systems that supported team activities were critical to
organizational competitiveness and innovativeness, while the team activities improve co-
operation and communication among employees, at the same time the create the great
work culture.
• Feedback on performance also needed to enhance effectiveness, it is means that
sharing information one to each others can improve the communications, and fosters
organizational openness.
The growing importance of human resource practices in the NGO,
volunteer and not-for-profit sectors

 The “Human Resource Management for NGOs” here aims to make small and

medium- sized NGOs understand and assess organizational behaviour and functioning;

manage organizations through planning, implementing and monitoring activities

strategically; improve the performance of their staff; build effective management

systems.

 Human resource management is the management of the people who work in an

organization.

 Human resources or the people working in the organization are the most important

resource. Human resource management is the process of employing people, training

them, compensating them, developing policies relating to the workplace, and developing

strategies to retain employees in NGO.

 Human resources' main role is to improve employee performance, which makes the

overall company function better and achieve more.

 HR professionals can take a key role in shaping their organization's strategy and

contributing to its future success because they know the workforce better than most thus

HR is an important part of an NGO .

 Human resource management is the back born of any organization The success of

any NGO more or less depends upon the effective and efficient human resource thus the

importance of HR department in this NGO sector also has increased over the years.
THE ROLE OF HUMAN RESOURCE MANAGEMENT IN
NGOs

 The Human resource management (HRM) is a strategic approach that focuses on

managing people in organizations in a structured and thorough manner. This Process
refers to policies, practices and systems which influence employees’ behaviour, attitude
and performance.

 HRM is a crucial component that built the quality of Human capital, which plays a
critical role in creating and sustaining high-performance organization.
 Each NGO needs to set up their own HR Unit in order to

 Maintain a healthy working environment:-

Creating a workplace where employees feel comfortable, supported, and motivated.

It’s crucial to the success of the organization, but it takes time and expertise.
An HR unit creates policies and procedure.

 Attract and retain top talent;-

Recruitment, on boarding, talent management, performance management, learning and

development, are all organisation functions handled by the HR department.

They are crucial to create a workforce that will drive organisation performance to the
top.
 THE IMPORTANCE OF HRM IN NGO

The Human Resource Management “HRM” in a non-governmental organization “NGOs”

is not different to HR in any other firm, but the problems that HR manager faces within

the NGO industry are quite unique.

There are three different dimensions of the importance of HRM in NGOs. To begin with,

the personnel services is out of the context of taking the employees for physical capital.

The employees of profit organizations are usually considered as physical capital; while

NGOs see them as the most important values of the organization and consider them the

backbone of the organization.

In addition, the employees of NGOs are affected by intrinsic values and they are

motivated by these values. The missions of organizations, the democratic nature of

organizational culture, and the significance to individuals can be counted as intrinsic

values. Furthermore, employees are the most critical stakeholders regarding the strategic

plans of NGOs.

As it can be inferred from these three dimensions, the human factor underlies the

sustainability of NGOs. For this reason, human resources management is considered the

primary element in such organizations.

As a part of that, HRM for NGOs ensures sustainable growth. It is the essential strength

upon which employees’ strategies, processes and operations are based.

It basically aims to:

• Understand and assess organizational behaviour and functioning.

• Manage organizations through planning.

• Implementing and monitoring activities strategically.

THE GOALS OF HR in NGO’s

HRM systems can be the source of organizational capabilities that allow organizations to

learn and capitalize on new opportunities”. We can conclude that HRM has an ethical

dimension which means that it must also be concerned with the rights and needs of

people in organizations through the exercise of social responsibility.

 Support the organization in achieving its objectives by developing and implementing

HR strategies that are integrated with business strategy.

 Contribute to the development of a high-performance culture.

 Ensure that the organization has the talented, skilled and engaged people it needs

Create a positive employment relationship between management and employees and a

climate of mutual trust

The six key work HR orientations identified are:

• Career development and opportunities for advancement

• Training opportunities

• Job influence and challenge

• Involvement and communication

• Performance management and appraisal processes

• Work-life balance
As a part of that, HRM operations are involved in many practices. The following
practices, which are implemented to boost the effectiveness of the organizational
environment, are considered essential: recruitment and selection, training and
development, flexible reward, employee involvement, and Work conditions in order to
clarify how the process of the HR unit in the development of the organization by
selecting the best candidates.

• The purpose of the recruitment in an organization is to find potentially

qualified job seeker, who will be able to perform job duties.

On the other hand, selection is the process of selecting the most appropriate
applicant from the group of recruited applicants to complete the job concerned.

• Training and development:

Training is seen as a systematic approach to learning and development that

improves the individual, group and organization. Training also has effect on the
return on investment since the organizational performance depends on employee
performance because human resource capital of organization plays an important
role in the growth and development of such organization

• Flexible reward:

The reward system purpose is to pull talented candidates, to get them to be more effective

at work, to motivate and keep those that have a superior fit with the enterprise. individual

and collective reward and productivity of employees are the central drivers of the activity

in any type of organization. Therefore, every organization should take care at the offering

of remunerations in manner to control the level of employee self-satisfaction in sustaining

the performance.
• Employee involvement:

It is argued that participatory decision making is a vital element to improve the work

satisfaction of an organization .

Employees believe that they have a value in their organization because of their

involvement.

• Work conditions:

Working conditions are created by employee interaction with their organizational climate

and include psychological and physical working conditions emphasizes that more

attention needs to be paid to the identification and treatment of working conditions,

because when an employee has a negative feeling toward the work that will influence on

the organization's performance

 CHAPTER IV

RESEARCH METHODOLOGY

Research methodology describes of the method and type of research we use. Research

comprises of two words “Re” and “search”. It includes primary source and secondary

source of data. Survey method is used for this research.

Research methodology is a systematic plan for conducting research or a way to solve a

problem. It is a science of studying how research is to be carried out. Its aims to give the

work plan of research. It is the systematic collection, analysis and interpretation of data to

generate new knowledge and answer a certain question or solve a problem.

Definition: According to John Best, “Research is a systematic activity directed towards

discovery and the development of an organized body of knowledge”.

TYPE OF DATA COLLECTION

Generally two types of data are used for any research, which are very important for the

research; these can be discussed as -

A. Primary data

B. Secondary data
 Data collection

A. Primary Data:

The Primary Data collection, the data is collected using methods such as interviews,

questionnaire, observations etc. primary data means original data that has been collected

specially for the purpose in mind. It is useful for current studies as well as for future

studies. The primary data collected from the field under the supervision of an

investigator.

Types of primary data:

Observations
Personal
interviews
Questionnaire
B. Secondary Data

The secondary data are those which have already collected and stored. Secondary data

easily get those secondary data from records, journals, annual reports of the company etc.

It will save the time, money and efforts to collect the data. When statistical method are

applied on primary their shape and became secondary data.

Types of secondary

Data:

Newspaper Articles

Web Sites

Research Papers

Company Site
The sample selection process varies according to the type of technique used, such as:

 Simple random sampling technique

 Regular sampling technique

SAMPLING TECHNIQUE AND SAMPLE SIZE

Figure 3.1 - Sample size calculator

Where the number of items in the sample is represented by the

sample size (Singh, 2018). The types of sampling techniques differ between
two categories: Probability sampling and non-probability sampling.
Probability sampling: The researcher randomly selects individuals based on
specific criteria from the population. Compared to non-probability
sampling, it is a method that does not rely on randomization but rather
selects elements for a particular sample (Ranjit, 2018).

Figure 3.2 - Simple random sampling technique

The researcher relied on the technique of simple random sampling, which is
one of the best probabilistic sampling techniques and indicates the
possibility of choosing any individual as a component of the sample, where
each member of the population has an equal chance of selection. It also
helps save time and resources (Mc Combes, 2021).

According to what the researcher previously mentioned, it is difficult to

conduct the study on the entire study population, due to the number of
people, so the researcher chose to study the staff of Sri Aurobindo Society
specifically in KOM 5 in the Knowledge Oasis. The researcher used
formula to calculate the sample size. The required sample size is 50% of the
total study population, knowing that the number of employees reached 50
employees. To calculate the sample size it is necessary to know the
confidence interval which is 8, and the confidence level is 95%. The sample
size was 38 of the total number of employees as shown in figure 3.4.2.

3.6.1 Primary sources

A type of information known as primary data or raw data is gleaned

from a first-hand source through trials, surveys, or observations. The
main data collecting techniques are further divided into two categories
(Jus, 2022). Those are

 Quantitative Collecting Data Techniques

 Qualitative Collecting

Data Techniques Advantage:

 The data is constantly updated and relevant to the research objectives.

 It gives the researcher new, accurate and useful data that
is relevant to his research problem.
 During data collection, it helps the researcher learn
new facts and knowledge.
 Disadvantage:

 Expensive and time-consuming to gather

 Sometimes it's necessary to communicate with clients directly.

3.6.2 Secondary sources

Secondary data is information collected from sources other than the

original user. It indicates that someone has previously analyzed the
information and that it is already available. Secondary data displays
general or current information that the researcher (original user) collects
and organizes from others. Secondary data can also be collected through
libraries, books, magazines, journals, newspapers, websites, government
publications, research reports, and other Internet sources.

The advantages include: their cost is minimal, quick to assemble.

 The disadvantage include: generating new thoughts and

understanding: Reanalyzing previous data and producing
new degrees of insight on particular subjects become
simpler.
 CHAPTER V
DATA ANALYSIS

In this chapter, the data collected from the respondents will be analyzed through the
poll that was shared with them by publishing the questionnaire link. The questionnaire
targeted the employees working in the Sri Aurobindo Society and showed the extent
of their interaction significantly. As the percentage of respondents reached about 85
%, because the questionnaire targeted 38 employees and answered 37 employees. In
this chapter, the data will be analyzed after it: the charts and tables to display
numerical data in addition to analyzing the qualitative data that the researcher reached
an objective analysis and the quantitative data analysis is a statistical analysis to
achieve the following research objectives

1. To examine human resource management practices and their impacts on

organizational development and performance in Sri Aurobindo Society.
2. To evaluate the relationships between human resource management practices,
organizational development, and performance in Sri Aurobindo Society.
3. To analyze the factors affecting strategic human resource management practices.
4. To provide a framework for effective implementation of human resource management
practices.
 ANALYSIS OF THE QUESTIONNAIRE DATA

4.1. 1 Gender

No. Gende Frequency percentage

r of
Category responses
1 Male 17 46%

2 Femal 20 54%
e
3 TOTA 37 100%
L

Table 4.1 - Gender

Figure 4.1 - Gender

The above pie chart illustrates the gender of respondent who have answered the online
questionnaire at Sri Aurobindo Society. Figure 4.1 illustrates, that 17 out of 37 with
percentage of 46% of the respondent are male, and 20 out of 37 with percentage of 54%.
Therefore, the researcher noted that the rate of females exceeds the rate of males of the
study sample.
4.1.2 Age

No. Age Frequency of Percent

responses age
Category
1 Less than 13 30%
25
2 26-35 15 65%

3 36-45 8 4%

4 46-55 1 1%

5 55 and 0 0%
above
6 TOTAL 37 100%

Table 4.2 – Age

Figure 4.2 - Age

After collecting the data, the sample was selected from different age stages. The above
Table and chart show that the highest percentage was 65% of respondents between the
ages of 26 and 35 years. 30% of 13 people under the age of 25, 8 respondents aged 36-
45, or 4%, and the lowest percentage of respondents were aged 46-55%.
4.1.3 Academic Qualifications

No. Qualific Frequency of Perc

ations responses enta
Category ge
1 Diplom 7 18%
a
2 Bachelo 21 56%
r’s
3 Masters 9 26%

4 TOTAL 37 100
%

Table4.3 - Academic Qualifications of respondent

Figure 4.3 - Academic Qualifications of respondent

According the Horizontal bar chart in Figure 4.3, 18% of the employees of Sri Aurobindo
Society who obtained a diploma degree reached 7, and 56% of the employees obtained a
bachelor's degree, i.e. about 21 employees. Also, 9 of the employees of Sri Aurobindo
Society have a master's degree with a percentage of 26%.
4.2.2 Total years of experience

No. Years of Frequency of Percentage

experience responses
Category
1 Less than 5 23 62%

2 6-10 11 30%

3 11-16 3 8%

4 TOTAL 37 100%

Table 4.4 - Total of years of experience

Figure 4.4 - total years of experiences

One of the demographic questions of the questionnaire is to determine the years of

experience of the respondents to ensure the accuracy and reliability of the responses
related to the study. According to Table 4.5, 62% of the respondents who participated in
this study, equivalent to 23 people out of the total number of respondents, had worked for
less than 5 years. 30% of the respondents, 11 people, worked at Sri Aurobindo Society
for a period of 6 to 10 years. While the percentage of respondents who worked between
11 to 16 years was 8%, numbered 3 people out of the total number of respondents.The
researcher noted that the more years of experience (years of work), the more accurate the
information, because the employee is fully aware of the field of currency and 62%
 Which of the strategic human resource management practices have an
impact more on organizational development and performance?

No. Options Frequency of Percent

responses age
Category
1 Training & 18 49%
development
2 Recruitment 13 35%

3 performance 6 16%
appraisal
4 TOTAL 37 100%

Table 4.5 - SHRM practices

Figure 4.5 - SHRM practices

The following Stanched bar chart shows that 49% of the respondents, which
represents a percentage of those who answered that training and development are human
resources management practices for organizational development and performance, where
their number reached 18 compared to the lowest percentage of those who chose to
evaluate performance, and the number of respondents was about 6. 35% responded to
recruitment as a means of HRM practices for organizational development and
performance. Therefore, according to the respondents' answers, training and development
are one of the most important human resource management practices for organizational
development and performance. Some researchers have discovered that employee training
has an attractive impact on organizational development and performance, as Prabhu et al.
(2019) conclude that a significant impact on the execution of an activity" or improvement
in performance (Cooke et al. 2020; and Wood & Bischoff, 2020)."
Some of these effects might be improvements in total employee productivity, where
employers and employees are able to put out their best efforts by learning from one
another and helping one another out.

The company focuses on strategic HRM practices that contribute to

organizational development

No. Options Frequency of Perc

responses enta
ge
Category
1 Strongly 13 35%
agree
2 Agree 20 54%

3 Strongly 0 0%
Disagree
4 Disagree 4 11%

5 TOTAL 37 100

Table 4.6 - HRM Development

Figure 4.6 - HRM Development

The line chart shows the responses of employees and most of the answers show whether
Sri Auro Society focuses on human resource management practices for organizational
development and the degree of their approval. About 35%, or about 13 strongly agreed
with the previous statement, the response rate that strategic human resources practices are
important in organizational development with all approval rates of 54%, i.e. 20 of
employee responses out of a total of 37., and some responses indicate that there is an
objection to the statement (11%, i.e. 4 of the responses).There was no employee who
strongly disagreed with this statement which indicates that HR management practices
affect organizational development from the employees' point of view. Therefore, the
researcher summarized through the reactions of all employees that human resource
management practices are important in organizational development, and indicates that it
is the most important percentage of all employees who practice those practices, as it is
the highest percentage among all responses which is 54%. These findings are in
alignment with Chopra’s, (2022) claim that the organization's top performance is a direct
outcome of HRM practices.

The impact of HRM on organization performance

No. Option Frequency of Perc

s responses enta
ge
Category
1 High 23 60%
impact
2 Low 10 27%
impact
3 No 4 11%
Impact
4 TOTA 37 100
L %
Table 4.7 - HRM Performance

Figure 4.7 - HRM Performance

The line chart shows the impact of HRM on the performance of the organization, with the
highest 60% of those who chose 'high impact'. The proportion of those who chose 'low
impact' is 27%, about 10 of the participants. The percentage of those who chose 'no
 effect' was about 11%. This is in line with Green (2006) who also concluded that HRM
has a direct and negative impact on employee satisfaction, organizational commitment,
and individual performance.

No of Options Frequenc Percentage

categor y of
y responses

1 Strongly 12 32%
agree

Agree 18 49%
2

3 Strongly 1 3%
Disagree

4 Disagree 2 8%

Table 4.8 - SUSTAINABLE ORGANIZATIONAL PERFORMANCE

Figure 4.8 - SUSTAINABLE ORGANIZATIONAL PERFORMANCE

Referring to the findings in Table& figure 4.8, 49% indicated that they agreed that the
company translates Human Resource Management Practices into Sustainable
Organizational Performance, while 32% strongly agreed. On the other hand, about 8%
disagreed that the company translates strategies into implementable programs. From these
results, it can be concluded that by activating human resource management strategies such
as training and development, recruitment, and performance evaluation as implementable
programs that may contribute to achieving organizational development and performance.
According to Anjum A. (2018), some researchers who take a universalistic stance have
stated that HRM practices as a whole optimize Sustainable Organizational Performance.

The relationships between human resource management practices,

organizational development, and performance

No. Option Frequency Percentage

Category s of responses
1 Yes 85 49%

2 No 15 32%

Table 4.8 –The relationships between HRM practices, organizational development, and
Performance

Figure 4.8 - The relationships between HRM practices,

organizational development, and performance

The figure shows that 85% of employees who work at Sri Aurobindo Society agree that
human resource management practices contribute to increasing the impact on
organizational development and performance and answered 'yes' (32 despondences).

On the other hand, 15%, 32 of respondents who do not support this and answered 'No', so
the use of human resource management practices has a role in increasing the impact on
organizational development and performance, according to the responses reached by the
researcher. Kadhim (2017) also appoints out that HRM practices (recruitment and
selection, training and development and performance appraisal) are directly linked with
organizational performance.
 There is a positive and effective relationship between
human resource management practices, organizational
development and performance.

No. Options Frequency Percentage

of responses
Category
1 Strongly 22 59%
agree
2 Agree 9 24%

3 Strongly 3 8%
Disagree
4 Disagree 3 8%

5 Total 37 100%

Table 4.9 - a positive and effective relationship between human resource

management practices, organizational development and performance

Figure 4.9 - a positive and effective relationship between human resource

management practices, organizational development and performance
As for the results of this question, most respondents agree. 24% agreed, 59%
strongly agreed, 8% opposed, and 8% strongly disagreed. From this pie chart
it can be concluded that there is a clear positive relationship between the
practices of human resource management, organizational development and
performance. Kadhim (2017) proposed that Strategic recruitment and
performance appraisal, training as strategic management of human resources,
are among the activities that critically affect the performance of the
organization.

The company evaluates the level of organizational development by

achieving the following human resource management strategy:

No. Options Frequency of Percentage

responses
Category
1 Training and 14 38%
Development
2 Recruitment and 11 30%
selection
3 Performance 12 32%
appraisal

Table 4.11 - The level of organizational development by achieving the different of HRM
Practices

Figure 4.11 - The level of organizational development by achieving

the different of HRM Practices
The following bar chart shows that the company is assessing the level of
organizational development by achieving the following HR strategy. The
highest percentage of training and development was about 38%, the
researcher noted that the percentages are close, which indicates that all the
mentioned practices reflect positively on the employees of Sri Aurobindo
Society. Recruitment and selection amounted to about 30%, and
performance appraisal to about 32%. (Mohammad et al., 2018) has
approved that training was of high concern by managers to reach
excellence, followed by performance appraisal, and the least evaluation was
for recruitment and selection.
The tasks and responsibilities of every employee is clearly specified
and distinct as well as to whom to report.

No. Options Frequency of Percentage

responses
Category
1 Strongly 10 27%
agree
2 Agree 12 32%

3 Strongly 7 19%
Disagree
4 Disagree 8 22%

5 TOTAL 37 100%

Table 4.12 - The tasks and responsibilities of every employee

 Figure 4.12 - The tasks and responsibilities of every employee
The bar chart above shows the employee responses indicating their
perceptions on the clarity of the tasks and responsibilities assigned to them.
The percentage of responses from employees who agreed that all tasks and
responsibilities of each employee are distinctly clear is 32%. The
percentage of responses that were strongly approved was estimated at 27%,
those who disagreed and had difficulties understanding their tasks and
responsibilities at 22%, and those who strongly rejected were estimated at
19%. Thus, it is clear from all the responses of the employees that they did
not face challenges in understanding their responsibilities of the company
and this is evidence of the company's keenness to clarify all tasks related to
the employee. Moreover, Ali and Ngui (2019) approve the HR managers
need to gain a deeper understanding of HRM in order to be active
partners in the development and implementation of company policies to
help that employee clearly understand tasks and responsibilities.

What is the most factors affecting strategic human resource

management practices

No. Options Frequency of Percentage

Category responses
1 Advance in 8 22%
technology
and
communicatio
n
2 Workforce 15 41%
Availability
quality
3 The political, 11 30%
social, culture
and economic
 Environment
4 Employee 3 8%
retention
polices
5 TOTAL 37 100%

Table 4.13 - The most factors affecting strategic human

resource management practices

8% Employee retention polices

3
30% The political, social, culture and…
11
41% Workforce Availability and quality
15
22% Advance in technology and…
8

20 15 10 5 0

Percentage Frequence of responses

Figure 4.13 - The most factors affecting strategic

human resource management practices

The above graph shows that the most influential factor in strategic HRM
practices is the workforce availability and quality, about 41% of respondents.
While the political, social, cultural and economic environment was about 30%,
advances in technology and communications were about 22%, while the lowest
rate was 8% which is the employee retention policy. Jackson (2008) believed
that workforce availability and quality, which result in high performance work
systems, which is the most important.
Implementation of HR technology is one of the biggest factors
affecting human resource management practices in an organization.
Because:

No. Options Frequency of responses Percentage

Category
1 Advance in 16 43%
technology and
communication
2 Workforce 21 57%
Availability and
quality

Table 4.15 - HR Technology is one of the biggest factors affecting HRM practices

From the Table, it can be found why Sri Aurobindo Society is mostly
influenced by HRM practices, with 57% of respondents choosing to
enhance HR productivity and efficiency. The other choice is 'more effective
employee management' at around 43%. Chenevert and Tremblay (2009)
classified that only when these factors coincide: advances in technology and
communications, availability and quality of workforce, strategic HRM
policy and practices will produce a significant and positive impact on
organizational performance.

HRM practices is designed to help the HR department take the right

steps towards successful Human Resource Management.

No. Options Frequency of Percentage

Category responses
 1 Yes 24 57%

2 No 13 43%

3 TOTAL 37 100%

Table 4.16 - HRM practices are designed to help the HR department

Figure 4.16 - HRM practices are designed to help the HR

department

Referring to the findings in the bar chart above, 57% indicated that they
agree with this statement ' HRM practices are designed to help HR
management take the right steps towards successful HRM'. 24 replies. On
the other hand, the number of respondents who answered 'no' reached 13
(43%). According to Emeritus (2022), the HRM practices find ways for the
HR staff to directly and positively contribute to the company's overall
growth.
The organization having to compromise with resources that are not the
best fit for the positions.

Table 4.16.

The organization having to compromise with resources that are not the best
fit for the positions.

No. Options Frequency of Percentage

responses
Category
1 Strongly 4 11%
agree
2 Agree 29 78%

3 Strongly 3 8%
Disagree
4 Disagree 1 3%

Table 4.17 - The organization having to Compromise with resources

that are not the best fit for the positions.
 Figure 4.17 - The organization having to compromise with
resources that are not the best fit for the positions.

The graph shows that the employees' responses were reached for the extent
to which they agreed with the statement, so the percentage of employees'
responses who agreed was 78%, the percentage of responses that strongly
agreed was estimated at 11%, those who disagreed at 3%, and the
percentage and responses of employees who strongly disagreed was
estimated by 8%.So it is evident from all employee responses that the
company is keen on retaining and training all its employees to show
excellent skills and not compromising any employee they own at 78%.
Fields et al., (2010) There are often compromises, and in some cases, the
choice of candidate determines the type of role they will perform, so to
compromise resources that are not best suited for positions will benefit
saving time and money for employee training as well as benefit
organizational development and performance by choosing the right person
in the right place.

Company provides clear career path information to employee

No. Options Frequency of Percentage

Category responses
1 Strongly 10 27%
agree
2 Agree 23 62%

3 Strongly 1 3%
Disagree
4 Disagree 3 8%

5 TOTAL 37 100%

Table 4.18 - Company provides clear career path information

to employee

According to the graph, the responses of employees who gave their

opinion on the subject were reached, so the percentage of employees who
agreed that the company
Figure 4.18 -Company provides clear career path information
to employee

gives clear information about the career path was 62%; the percentage of
responses that were strongly approved was estimated at 27%; those who did
not agree that the company did not provide sufficient information and
explain it to the employee at 8%; and those who strongly rejected it was
estimated at 3%.
Thus, it is clear from all the employees' responses that Sri Aurobindo
Society played its role and gave sufficient attention in clarifying the
employee's career path in terms of concept, importance and subsequent
information that helped the employee understand the career path, as it
represents 62%. Susan (2022) state that One HRM practice that provides an
opportunity for a clear career path is the performance appraisal in some
organization. In organizations with a formal process, career path is seen as
having institutional support.

Employee in each job normally go through training programs every

years or periodically.

No Options Frequency of Percentage

Category responses
1 Strongly 5 14%
agree
2 Agree 30 81%
 3 Strongly 0 0%
Disagree
4 Disagree 2 5%

5 TOTAL 37 100%

Table 4.19 - Employee in each job normally go through training programs

According to the Table above, the responses of employees who gave their
opinion on this topic were reached, so the percentage of responses of
employees who agreed that employees are undergoing training courses that
help them develop their skills more is 81% (30 of respondents), the
percentage of responses that were strongly approved was estimated at 14%
(5 of the respondents), and the percentage of employees who did not agree
that the company did not provide training opportunities was estimated at
5%.

Thus, it is clear from all responses that the company provides training
programs for employees periodically, and this is evidence of Madayn
Academy's keenness on the importance of employee enrollment in various
training courses in the career field, due to what these courses contribute to
developing experiences and providing those enrolled with new skills that
keep pace with the developments of the times, as it represents 81%.
Maryville (2023), claim that employee training and development programs
are essential to business success worldwide. Employees who participate in
training programs tend to feel a stronger sense of belonging, training aims
to allow employees to acquire new skills and information.

Various human resource management practices such as performance

appraisal can be used in the work environment to increase employee
performance.
 No. Options Frequency Percentage
Category of
responses
1 Yes 22 49%

2 No 15 32%

3 TOTAL 37 100%

Table 4.20 – Performance appraisal can be used in the work

environment to increase employee performance

Figure 4.21 – Performance appraisal can be used in the

work environment to increase employee performance

According to the table shown above, the table shows that 85% of
employees who work in the company agree that performance appraisal
contributes to increasing employee performance, with 32 respondents
answering 'yes'. On the other hand, 15%, of respondents did not support this
and answered 'no', So performance appraisal has a role in increasing
employee performance and influencing organizational development and
performance according to the researcher's findings. Leisink and Knies
(2017) found that evaluations may help managers refine, validate, and
develop an objective basis for employee decisions. It can also be used to
strengthen and improve employee performance.

CHAPTER VI

FINDINGS OF STUDY:

The findings during the work carried out by me can be categorized into two

5.1 SUMMARY OF FINDINGS

5.2.1 To examine human resource management practices

and their impacts on organizational development and
performance in Sri Aurobindo Society.

The study’s main findings based on the analysis of the questionnaire

responses are that the practices affecting strategic human resources
management practices can be ranked in significance as follows:
recruitment and selection in the first place, then training and
development, and then performance evaluation, which were classified
according to their impact on: organizational development and
performance.

5.2.2 To evaluate the relationships between strategic

human resource management practices, organizational
 development, and performance in Sri Aurobindo Society.

The results revealed through quantitative statistics that respondents

agreed that training, development, recruitment, selection and
performance evaluation contributed to organizational development and
performance by 82%. The results also revealed that respondents agree
that strategic human resource management practices and their
importance in organizational development and performance are 17%.

CHAPTER VII

SUGGESTION

1. Organization may review the recruitment processes, both internal and external and
should not leave any doubt in the minds of employees that there are some bias is
happening. Recruitment should be fully based on equal weight age. Employees already
working should favored for higher position vacancy if found suitable.

2. As the organization is growing faster they should emphasis more on training

subjects like leadership, technology up gradation skills etc. programs even though their
training programs are quite good.

3. Organization should counsel and motivate dis-satisfied employees to give better

results which would enable them for promotion and higher increments and end their
dissatisfaction.

4. Training program should be planned in such a way understanding performance gap

employee should be trained.

5. A safe and happy workplace makes the employees feel good about being there. Each
one is given importance and provided the security that gives them the motivation and
incentive to stay.
6. The employee should be aware what happening in the organization with respective
policies; goals etc. and they should encourage participative management to problem-
solving and decision-making.

7. Knowledge sharing is very important and knowledge has to be share and accessible
to the entire employee in the organization. Keep all the knowledgeable information in
central databases that can be accessed by each and every employee. For example, if an
employee is sent on some training, the knowledge that is acquired by that employee can be
stored in these databases for others to learn from it.

8. Every company has some employees who outperform others. They should be
appreciated and recognisation and their inspire other people to go for further education.
Such performances should be highlighted and displayed where other employees can look
at them; such as on the display boards and intranet etc. This will encourage others to give
their best.

9. Successful organizations and their ideas and they understand that employees who are
actually working and know the business can provide the best ideas. The management
should have discussions with employees to get these ideas out of them. Through this
system, managers can find talented employees and develop them.

10. It is a time tested tool of Total Quality Management (TQM) which promotes team
spirit, cohesive quality work culture, commitment and involvement of employees.

11. Exit interview should be there in the organization. On that interview the organization
can understand the actual reason of employee leaving the organization, for that policies
can be redesigned or revised as per the need of the employees
 CONCLUSION

After careful study of all the HR practices prevailing in the organization,

collected data and subsequent analysis of the data regarding my project, it
concludes as following:

The data collected from the respondents' responses to the questionnaire on

strategic human resource management practices and their importance in
organizational development and performance at Sri Aurobindo Society
indicate that it can help address the short comings revealed by the
researcher in this study.
Human resources management practices are one of the most important keys
that lead organizations to success based on the results of this study. This
study proved that human resources management practices significantly
affect performance and organizational development.
Strategic HRM practices are influenced by many factors such as advances
in technology and communications, implementation of HR technology and
others. From the results of this study, it can be concluded that training and
development, recruitment, selection and performance evaluation are
practices that contribute to achieving organizational development and
performance. Workers tend to express satisfaction with these practices
through performance and commitment to their work. In addition, the
respondents thought that the productivity and effectiveness of the
organization's performance can be improved through effective HRM
practices. This study also showed that there are many ways to provide a
framework for the effective implementation of strategic human resource
management practices. Recruitment are getting very much importance these
days in the organization. The process includes the step like HR. planning,
attracting the applicant and screening them. It is very important activity as
it provides right people right place at right time. It is not an easy task as
organization’s future is depends on this

CHAPTER IX

ANNEXURE

Human resource management practices and their impacts on organizational

development and performance

1. Which of the human resource management practices have an impact more on

organizational development and performance?

 Training & development

 Recruitment
 Performance

2. The company focuses on HRM practices that contribute to organizational

development

 Strongly Agree
 Agree
 Neutral
 Disagree

3. Strongly Disagree The company translates the strategy into actionable programs

 Strongly Agree
 Agree
  Neutral
 Disagree
 Strongly Disagree

4. The impact of HRM on organisation performance

 High impact
 Low impact
 No impact

5. Training in our organisation includes social skills, general problems solving skills
and border knowledge of the organisation and business

 Strongly Agree
 Agree
 Neutral
 Disagree
 Strongly Disagree

6. The impact of HRM on organizational performance

 No impact
 Low impact
 High impact

7. Effective company planning of organization development

 Strongly Agree
 Agree
 Neutral
 Disagree
 Strongly Disagree

8. The company regularly applies its strategies to archive organizational

development and performance
  Yes
 No

9. The company evaluate the level of organizational development toward archiving

the following human resource management;

 Training and development

 Recruitment and selection
 Performances appraisal

10. Human resource management practices contribute to increasing the impact on

organizational development and performance

 Yes
 No

The factors affecting strategic human resource management practices

11. What is the most factors affecting human resource management practices

 Training and development

 Availability of good talent
 The work environment
 Implement of technology

12. Implementation of HR technology is one of the biggest factors affecting human

resource management in an organization, because:

 More effective employee management

 A boost in HR productivity and efficiency
 Neutral

13. HRM practices is designed to help the HR development take the right steps
 tow successful human resource management.

 yes
 no

14. Availability of good talent factor; that mean the organization having to compromise
we resource that are not the best fit for the position.

 Strongly agree
 Agree
 Neutral
 Disagree
 Strongly disagree

15. HRM practice such as implementation of technology, the work environment be

used to increase employee’s performance.

 Yes
 no
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