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Project Report

on

“STUDY ON HUMAN RESOURCE MANAGEMENT WITH REFERENCE TO

PERFORMANCE APPRAISAL OF LOCAL EMPLOYEES OF DIFFERENT

COMPANIES IN NAGPUR’’

Submitted to

G.S. College of Commerce &Economics,(Autonomous)

Nagpur

In partial fulfillment for the award of the degree of

Bachelorof Business Administration

Submitted by

ASHUTOSH PANDEY

Under the Guidance of

PROF. KAMLESH THOTE

G.S. College Of Commerce &Economics, Nagpur

Academic Year 2021 – 22

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G.S. College Of Commerce &Economics , Nagpur

Academic Year 2021 – 22

CERTIFICATE

This is to certify that “ASHUTOSH PANDEY” has submitted the project report

titled“STUDY ON HUMAN RESOURCE MANAGEMENT WITH REFERENCE

TO PERFORMANCE APPRAISAL OF LOCAL EMPLOYEES OF DIFFERENT

COMPANIES IN NAGPUR’’,towards partial fulfillment of BACHELOR OF

BUSINESS ADMINISTRATION degree examination. This has not been submitted for

any other examination and does not form part of any other course undergone by the candidate.

It is further certified that he has ingeniously completed his project as prescribed by

Rashtrasant Tukadoji Maharaj Nagpur University, Nagpur.

PROF. KAMLESH THOTE DR. AFSAR SHEIKH

PROJECT GUIDE COORDINATOR

Place: NAGPUR

Date:

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G.S. College Of Commerce &Economics , Nagpur

Academic Year 2021 – 22

DECLARATION

I here-by declare that the project with title“STUDY ON HUMAN RESOURCE

MANAGEMENT WITH REFERENCE TO PERFORMANCE APPRAISAL OF

LOCAL EMPLOYEES OF DIFFERENT COMPANIES IN NAGPUR’’

has been completed by me in partial fulfillment of BACHELOR OF BUSINESS

ADMINISTRATION degree examination as prescribed by Rashtrasant Tukadoji Maharaj

Nagpur University, Nagpur and this has not been submitted for any other examination anddoes

not form the part of any other course undertaken by me..

Place: NAGPUR ASHUTOSH PANDEY

Date:

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ACKNOWLEDGEMENT

With immense pride and sense of gratitude, I take this golden opportunity to

express my sincere regards to Dr.N.Y.Khandait, Principal, G.S. College of

Commerce & Economics, Nagpur.

I am extremely thankful to my Project Guide Prof. Kamlesh Thote for his guideline

throughout the project. I tender my sincere regards to Coordinator, Dr. Afsar

Sheikh for giving me outstanding guidance, enthusiastic suggestions and invaluable

encouragement which helped me in the completion of the project.

I will fail in my duty if I do not thank the Non-Teaching staff of the college for their

Co-operation.

I would like to thank all those who helped me in making this project complete and

successful.

Place: Nagpur Ashutosh Pandey

Date:

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INDEX

S.No. PARTICULARS PAGE No.

1. Introduction 6

2. Concept of Human Resource Management

3. Company Profile

4. Conceptual Framework on Human Resource Management

5. Relevance of Study/Problem Definition 33

6. Need of study 34

7. Objectives of the Study/Research & Hypothesis 35

8. Limitations of the Study 36

9. Research Design (Methods, Techniques of Data Collection) 37

10. Hypothesis 41
Research Methodology
11. • Primary Data 43
• Secondary Data
Data Analysis & Interpretation
12. 49
• Findings of Study
Recommendation
13. 85
• Suggestions
14. Conclusion

15. Bibliography
Appendices
16.
• Questionnaire

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INTRODUCTION OF HUMAN RESOURCES MANAGEMENT

Human resource management is a function in organizations designed to maximize

employee performance in service of their employer’s strategic objectives. HR is

primarily concerned with how people are managed within organizations, focusing on

policies and systems. HR departments and units in organizations are typically responsible

for a number of activities, including employee recruitment, training and development,

performance appraisal, and rewarding. HR is also concerned with industrial relations,

that is, the balancing of organizational practices with regulations arising from collective

bargaining and governmental laws. HR is a product of the human relations movement of

the early 20th century, when researchers began documenting ways of creating business

value through the strategic management of the workforce. The function was initially

dominated by transactional work, such as payroll and benefits administration, but due to

globalization, company consolidation, technological advancement, and further research,

HR now focuses on strategic initiatives like mergers and acquisitions, talent

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management, succession planning, industrial and labor relations, and diversity and

inclusion.

In startup companies, HR's duties may be performed by trained professionals. In large

companies, an entire functional group is typically dedicated to the discipline, with staff

specializing in various HR tasks and functional leadership engaging in strategic decision

making across the business. To train practitioners for the profession, institutions of

higher education, professional associations, and companies themselves have created

programs of study dedicated explicitly to the duties of the function. Academic and

practitioner organizations likewise seek to engage and further the field of HR, as

evidenced by several field-specific publications. HR is also a field of research study that

is popular within the fields of management and industrial/organizational psychology,

with research articles appearing in a number of academic journals, including those

mentioned later in this article. In the current global work environment, most companies

focus on lowering employee turnover and retaining the talent and knowledge held by

their workforce. New hiring not only entails a high cost but also increases the risk of the

newcomer not being able to replace the person who was working in that position before.

HR departments also strive to offer benefits that will appeal to workers, thus reducing the

risk of losing knowledge.

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CONCEPT OF HUMAN RESOURCE MANAGEMENT

Human resource management is a process of bringing people and organizations together

so that the goals of each other are met. The role of HR manager is shifting from that of a

protector and screener to the role of a planner and change agent. Personnel directors are

the new corporate heroes. The name of the game today in business is personnel.

Nowadays it is not possible to show a good financial or operating report unless your

personnel relations are in order. Over the years, highly skilled and knowledge based jobs

are increasing while low skilled jobs are decreasing. This calls for future skill mapping

through proper HRM initiatives. Indian organizations are also witnessing a change in

systems, management cultures and philosophy due to the global alignment of Indian

organizations. There is a need for multi skill development. Role of HRM is becoming all

the more important. Some of the recent trends that are being observed are as follows: The

recent quality management standards ISO 9001 and ISO 9004 of 2000 focus more on

people centric organizations. Organizations now need to prepare themselves in order to

address people 9 centered issues with commitment from the top management, with

renewed thrust on HR issues, more particularly on training. Charles Handy also

advocated future organizational models like Shamrock, Federal and Triple I. Such

organizational models also refocus on people centric issues and call for redefining the

future role of HR professionals. To leapfrog ahead of competition in this world of

uncertainty, organizations have introduced sixsigma practices. Six- sigma uses rigorous

analytical tools with leadership from the top and develops a method for sustainable

improvement. These practices improve organizational values and helps in creating defect

free product or services at minimum cost. Human resource outsourcing is a new

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accession that makes a traditional HR department redundant in an organization. Exult,

the international pioneer in HR BPO already roped in Bank of America, international

players BP Amoco & over the years plan to spread their business to most of the Fortune

500 companies. With the increase of global job mobility, recruiting competent people is

also increasingly becoming difficult, especially in India. Therefore by creating an

enabling culture, organizations are also required to work out a retention strategy for the

existing skilled manpower

NEW TRENDS IN INTERNATIONAL

HRM International HRM places greater emphasis on a number of responsibilities and

functions such as relocation, orientation and translation services to help employees adapt

to a new and different environment outside their own country. Selection of employees

requires careful evaluation of the personal characteristics of the candidate and his/her

spouse. Training and development extends beyond information and orientation training

to include sensitivity training and field experiences that will enable the manager to

understand cultural differences better. Managers need to be protected from career

development risks, re-entry problems and culture shock. To balance the pros and cons of

home country and host country evaluations, performance evaluations should combine the

two sources of appraisal information. Compensation systems should support the overall

strategic intent of the organization but should be customized for local conditions. In

many European countries - Germany for one, law establishes representation.

Organizations typically negotiate the agreement with the unions at a national level. In

Europe it is more likely for salaried employees and managers to be unionized.

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HR MANAGERS SHOULD DO THE FOLLOWING THINGS TO ENSURE

SUCCESS

Use workforce skills and abilities in order to exploit environmental opportunities and

neutralize threats.

Employ innovative reward plans that recognize employee contributions and grant

enhancements. Indulge in continuous quality improvement through TQM and HR

contributions like training, development, counseling, etc

Utilize people with distinctive capabilities to create unsurpassed competence in an area,

e.g. Xerox in photocopiers, 3M in adhesives, Telco in trucks etc.

Decentralize operations and rely on self-managed teams to deliver goods in difficult

times e.g. Motorola is famous for short product development cycles. It has quickly

commercialized ideas from its research labs.

Lay off workers in a smooth way explaining facts to unions, workers and other affected

groups e.g. IBM , Kodak, Xerox, etc.

HR MANAGERS TODAY ARE FOCUSING ATTENTION ON THE

FOLLOWING,

• Policies- HR policies based on trust, openness, equity and consensus.

• Motivation- Create conditions in which people are willing to work with zeal,

initiative and enthusiasm; make people feel like winners.

• Relations- Fair treatment of people and prompt redress of grievances would pave

the way for healthy work-place relations.

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• Change agent- Prepare workers to accept technological changes by clarifying

doubts.

• Quality Consciousness- Commitment to quality in all aspects of personnel

administration will ensure success.

Due to the new trends in HR, in a nutshell the HR manager should treat people as

resources, reward them equitably, and integrate their aspirations with corporate

goals through suitable HR policies.

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COMPANY PROFILE

Tata Consultancy Services (TCS) is an Indian multinational information technology (IT) services
and consulting company headquartered in Mumbai. It is a part of the Tata Group and operates in
149 locations across 46 countries.

TCS is the second largest Indian Company by market capitalisation and is among the most
valuable IT services brands worldwide. In 2015, TCS was ranked 64th overall in
the Forbs World's Most Innovative Companies ranking, making it both the highest-ranked IT
services company and the top Indian company.As of 2018, it is ranked eleventh on the Fortune
India 500 list.In April 2018, TCS became the first Indian IT company to reach $100 billion in
market capitalisation and second Indian company ever (after Reliance Industries achieved it in
2007) after its market capitalisation stood at ₹6.793 trillion (equivalent to ₹7.7 trillion or
US$100 billion in 2020) on the Bombay Stock Exchange.

Mahindra & Mahindra Limited is an Indian multinational automotive manufacturing corporation

headquartered in Mumbai. It was established in 1945 as Mahindra & Muhammad and later
renamed as Mahindra & Mahindra. Part of the Mahindra Group, M&M is one of the largest vehicle
manufacturers by production in India.
Stock price: M&M (NSE) ₹923.95 +3.30 (+0.36%)
CEO: Anish Shah (2 Apr 2021–)
Founded: 2 October 1945, Ludhiana
Headquarters: Mumbai
Parent organization: Mahindra Group
Subsidiaries: Mahindra Electric Mobility Limited,
Founders: Ghulam Muhammad, Jagdish Chandra Mahindra, Kailash Chandra Mahindra

Infosys Limited is an Indian multinational information technology company that provides

business consulting, information technology and outsourcing services. The company was
founded in Pune and is headquartered in Bangalore. Wikipedia
Stock price: INFY (NSE) ₹1,556.05 -29.40 (-1.85%)
Founded: 2 July 1981, Pune
CEO: Salil Parekh (2 Jan 2018–)
Headquarters: Bengaluru
Revenue: 1 lakh crore INR (2021)
Number of employees: 2,59,619 (2021)
Founders: N.r. Narayana Murthy, Nandan Nilekani,
Subsidiaries: Infosys BPM, EdgeVerve, Skava, Panaya,

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HCL Technologies is an Indian multinational information technology services and consulting

company headquartered in Noida. It is a subsidiary of HCL Enterprise. Originally a research and
development division of HCL, it emerged as an independent company in 1991 when HCL entered
into the software services business.
Stock price: HCLTECH (NSE) ₹1,081.55 -20.50 (-1.86%)
CEO: C Vijayakumar (Oct 2016–)
Founded: 12 November 1991
Headquarters: Noida
Revenue: 1,118 crores USD (31 December 2021)
Subsidiaries: HCL America, Inc., Actian, Geometric Limited,
Founders: Shiv Nadar, Arjun Malhotra
Parent organization: HCL Enterprise

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CONCEPTUAL FRAMEWORK ON HUMAN RESOURCES

MANAGEMENT.

In order to achieve the company objectives, Human Resource Management undertakes

the following activities:

1. Recruitment, selection and placement of personnel.

2. Training and development of employees.

3. Appraisal of performance of employees.

4. Remuneration of employees.

5. Social security and welfare of employees.

1. RECRUITMENT, SELECTION AND PLACEMENT OF

PERSONNEL.

MODE OF APPOINTMENT

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The appointment to various points shall be made in the following manner:-

BY DIRECT RECRUITMENT:-

a. The qualifications for direct recruitment shall be such as specified in the

staffing pattern.

b. The appointment shall be made according to the merit list drawn at the time of

selection.

c. All appointments except to class-IV services shall be made on the

recommendations of the selection Committee consisting of the following:-

BY PROMOTION:

a. Appointment by promotion to the next higher post in the respective discipline

in any category shall be made on the basis of ‘Seniority-cum-Merit’ from

amongst the employees working in the lower category having at least five

years service on the said post in the steel Industry.

BY TRANSFER:

a. By permanent transfer of services of surplus staff of company the terms &

conditions as Prescribed by company and adopted by the Board from time to

time subject to the approval of Register.

b. By permanent transfer of an employee on his own request and upon the

terms & conditions as prescribed by the compnay and adopted by the board

from time to time subject to the approval of Registrar.

COMMENCEMENT OF SERVICE:

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Services shall be deemed to have commenced from the working day on which

the employee reports for duty. If he reports for the duty in the afternoon’ the

services shall be deemed to have commenced from the following day.

ATTENDANCE AND LATE COMING:-

No employee shall enter or leave the premises of the Establishment accept by the gate or

gates meant for this purpose.

An employee who is off his duty or has resigned or has been discharged or declared by

the competent Medical Authority to be suffering from any contagious or infectious

disease, shall immediately leave the premises of the Established and shall not enter any

part of it, except with the express permission of the competent authority.

All employees shall be liable to be searched both at the time of entry and exit at the main

entrance of the Establishment by an authorized person of the same sex with due dignity.

If more than one shift is working, the employee shall be liable to be transferred from one

shift to another.

SENIORITY:

The seniority of an employee under these rules shall be determined in a particular

category of post on the basis of the length of service on that post provided that in the case

of employees appointment by the direct recruitment which join within the period

specified in the order of appointment or within such period specified by direct

recruitment who join with in the period specified in the order of appointment or within

such period as may from time to time be extended by the appointing authority, subject to

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a maximum of one month from the data of order of appointment, the order of merit

determined, shall not be disturbed. Provided further that in the case a candidate is

permitted to join the service after the expiry of the said period of one month, his seniority

shall be determined from the data he joins the service.

POSTING AND TRANSFERES:

Managing Director shall be competent to post/ transfer any employee within the

establishment. He shall also be competent to transfer an employee against any equivalent

post or along with post.

2. TRAINING AND DEVELOPMENT OF EMPLOYEES.

"Employee Development" was seen as too evocative of the master-slave relationship

between employer and employee for those who refer to their employees as "partners" or

"associates" to be comfortable with. "Human Resource Development" was rejected by

academics, who objected to the idea that people were "resources" — an idea that they felt

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to be demeaning to the individual. Eventually, the CIPD settled upon "Learning and

Development", although that was itself not free from problems, "learning" being an over

general and ambiguous name. Moreover, the field is still widely known by the other

names.

Training and development (T&D) encompasses three main activities: training, education,

and development. Garavan, Costine, and Heraty, of the Irish Institute of Training and

Development, note that these ideas are often considered to be synonymous. However, to

practitioners, they encompass three separate, although interrelated, activities:

• Training: This activity is both focused upon, and evaluated against, the job that an

individual currently holds.

• Education: This activity focuses upon the jobs that an individual may potentially

hold in the future, and is evaluated against those jobs.

• Development: This activity focuses upon the activities that the organization

employing the individual, or that the individual is part of, may partake in the

future, and is almost impossible to evaluate.

The "stakeholders" in training and development are categorized into several classes.

The sponsors of training and development are senior managers. The clients of

training and development are business planners. Line managers are responsible for

coaching, resources, and performance. The participants are those who actually

undergo the processes. The facilitators are Human Resource Management staff. And

the providers are specialists in the field. Each of these groups has its own agenda and

motivations, which sometimes conflict with the agendas and motivations of the

others.

The conflicts are the best part of career consequences are those that take place

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between employees and their bosses. The number one reason people leave their jobs

is conflict with their bosses. And yet, as author, workplace relationship authority, and

executive coach, Dr. John Hoover points out, "Tempting as it is, nobody ever

enhanced his or her career by making the boss look stupid." Training an employee to

get along well with authority and with people who entertain diverse points of view is

one of the best guarantees of long-term success. Talent, knowledge, and skill alone

won't compensate for a sour relationship with a superior, peer, or customer.

3. APPRAISAL OF PERFORMANCE OF EMPLOYEES.

An employee performance appraisal is a process—often combining both written and

oral elements—whereby management evaluates and provides feedback on employee

job performance, including steps to improve or redirect activities as needed.

Documenting performance provides a basis for pay increases and promotions.

Appraisals are also important to help staff members improve their performance and

as an avenue by which they can be rewarded or recognized for a job well done. In

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addition, they can serve a host of other functions, providing a launching point from

which companies can clarify and shape responsibilities in accordance with business

trends, clear lines of management-employee communication, and spur

reexaminations of potentially hoary business practices. Yet Joel Myers notes

inMemphis Business Journal that "in many organizations, performance appraisals

only occur when management is building a case to terminate someone. It's no wonder

that the result is a mutual dread of the performance evaluation session—something to

be avoided, if at all possible. This is no way to manage and motivate people.

Performance appraisal is supposed to be a developmental experience for the

employee and a 'teaching moment' for the manager."

PERFORMANCE APPRAISAL AND DEVELOPMENT

While the term performance appraisal has meaning for most small business owners, it

might be helpful to consider the goals of an appraisal system. They are as follows:

1. To improve the company's productivity

2. To make informed personnel decisions regarding promotion, job changes, and

termination

3. To identify what is required to perform a job (goals and responsibilities of the

job)

4. To assess an employee's performance against these goals

5. To work to improve the employee's performance by naming specific areas for

improvement, developing a plan aimed at improving these areas, supporting

the employee's efforts at improvement via feedback and assistance, and

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ensuring the employee's involvement and commitment to improving his or her

performance.

All of these goals can be more easily realized if the employer makes an effort to

establish the performance appraisal process as a dialogue in which the ultimate

purpose is the betterment of all parties. To create and maintain this framework,

employers need to inform workers of their value, praise them for their

accomplishments, establish a track record of fair and honest feedback, be consistent

in their treatment of all employees, and canvass workers for their own insights into

the company's processes and operations.

A small business with few employees or one that is just starting to appraise its staff

may choose to use a prepackaged appraisal system, consisting of either printed forms

or software. Software packages can be customized either by using a firm's existing

appraisal methods or by selecting elements from a list of attributes that describe a

successful employee's work habits such as effective communication, timeliness, and

ability to perform work requested. Eventually, however, many companies choose to

develop their own appraisal form and system in order to accurately reflect an

employee's performance in light of the business's own unique goals and culture. In

developing an appraisal system for a small business, an entrepreneur needs to

consider the following:

1. Size of staff

2. Employees on an alternative work schedule

3. Goals of company and desired employee behaviours to help achieve goals

4. Measuring performance/work

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5. Pay increases and promotions

6. Communication of appraisal system and individual performance

4. REMUNERATION OF EMPLOYEES

Employee Remuneration refers to the reward or compensation given to the

employees for their work performances. Remuneration provides basic attraction to a

employee to perform job efficiently and effectively. Remuneration leads to employee

motivation. Salaries constitute an important source of income for employees and

determine their standard of living. Salaries affect the employee’s productivity and

work performance. Thus the amount and method of remuneration are very important

for both management and employees.

There are mainly two types of Employee Remuneration

1. Time Rate Method

2. Piece Rate Method

These methods of employee remuneration are explained below in detail

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METHODS OF EMPLOYEE REMUNERATION

1. TIME RATE METHOD:

Under time rate system, remuneration is directly linked with the time spent or

devoted by an employee on the job. The employees are paid a fixed pre-decided

amount hourly, daily, weekly or monthly irrespective of their output. It is a very

simple method of remuneration. It leads to minimum wastage of resources and

lesser chances of accidents. Time Rate method leads to quality output and this

method is very beneficial to new employees as they can learn their work without

any reduction in their salaries. This method encourages employee’s unity as

employees of a particular group/cadre get equal salaries.

There are some drawbacks of Time Rate Method, such as, it leads to tight

supervision, indefinite employee cost, lesser efficiency of employees as there is

no distinction made between efficient and inefficient employees, and lesser

morale of employees.

Time rate system is more suitable where the work is non-repetitive in nature and

emphasis is more on quality output rather than quantity output.

2. PRICE RATE METHOD: It is a method of compensation in which

remuneration is paid on the basis of units or pieces produced by an employee. In

this system emphasis is more on quantity output rather than quality output. Under

this system the determination of employee cost per unit is not difficult because

salaries differ with output. There is less supervision required under this method

and hence the per unit cost of production is low. This system improves the morale

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of the employees as the salaries are directly related with their work efforts. There

is greater work-efficiency in this method.

There are some drawbacks of this method, such as; it is not easily computable,

leads to deterioration in work quality, wastage of resources, lesser unity of

employees, higher cost of production and insecurity among the employees.

Piece rate system is more suitable where the nature of work is repetitive and

quantity is emphasized more than quality.

5. SOCIAL SECURITY AND WELFARE OF EMPLOYEES

PROVIDENT FUNDS:

Employees shall be entitled to the membership of the Employees Provident Fund

and other schemes under the employees Provident Fund and Misc. Provisions

Act’ 1952 irrespective of the pay drawn b him re-employed persons shall be

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governed by the terms of their appointment.

BONUS:

Employees shall b entitled to payment of the Bonus under the payment of Bonus

Act, 1965 as amended or re-enacted from time to time.

MEDICAL BENEFITS:

An employee, as and when covered under the PSI Act/Scheme, shall get medical

benefits as provided there in. An employee not covered under the PSI

Act/Scheme shall be entitled to medical benefits as may be decided by the board

from time to time with the concurrence of the company.

ALLOWANCE:

Dearness Allowance, Additional Dearness Allowance, House Rent Allowance,

City Compensatory Allowance, Rural Allowance and Other Compensatory

Allowance Shall be Admissible to the Employees of the Life Insurance as per the

Decision of the Board with the concurrence of the company.

BENEFITS ADMISSIBLE IN THE EVENT OF DEATH OF AN

EMPLOYEE DURING SERVICE:

In case of death of an employee while in the service of company his family

members shall be entitled to the following benefits/ facilities at the rates/scales

and on the teams & conditions as approved by the board.

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Ex-gratia grant.

• House Rent Allowance.

• Encashment of P. leaves.

• Priority for employment of window/dependent of deceased employee.

• Special Ex-gratia grant to the family members of an employee ofcompnay

Killed by terrorist action.

LEAVE:

All the employees shall be entitled to the following kinds of leave:-

• PRVILEGE LEAVE (LEAVE WITH WAGES:

One day for every 18 days of service (for the purpose of calculation of days of

services, the period of Privilege Leave availed and leave without wages/ absence

shall not be counted).

• CASUAL LEAVE:

12 days per annum.

• SICK LEAVE:

14 days per annum to those employees who are not covered by the ESI

ct/Schemes.

7 days per annum to these employees who are covered by the ESI Act/Scheme.

RESIGNATION:

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If a regular/permanent employee intends to leave the service of tendering

resignation, he shall have to give one month’s notice in writing, otherwise, he

shall have to deposit on emonth’s notice in writing, otherwise, he shall have to

deposit one month’s salary or salary for the period by which the notice falls short

of one month (for this purpose salary will include basic pay +all other allowance

admissible thereon, experts House Rent/Rural allowance, Conveyance Allowance

and Medical Allowance.)24 hours notice shall be required for tendering

resignation during probation period.

The resignation tendered by the employee may be accepted by the appointing

authority.

SUPERANNUATION / RETIREMENT

Every employee shall be superannuated on the afternoon of the last day of the

month in which he attains the age of 58 years.

Not with standing anything contained in Rule 17.1 above, an employee may be

permitted at his own request to retire room the service attaining the age of 50

years or after 20 years of service at any time by the appointing authority provided

three months notice.

A thing contained in rule 17.1 and 17.2 above, the appointing authority shall, if it

is of the opinion after reviewing the entire service record of an employee that he

is not fit to be retained in the service and that it is in the interest of the Life

Insurance.

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Major misconducts:

Without prejudice to the generality of the term, “misconduct”, the following acts

of communion or omission shall, interlaid, constitute specific acts of Major

Misconduct on the part of the employee:

1. Breach or habitual breach of any standing instructions or rules regulations,

conditions of the appointment letter or orders issued by the establishment from

time to time.

2. Acting in any manner prejudicial to the inertest or reputation of the

establishment, disregard of any operation & maintenance.

3. Negligence or habitual negligence of duty or laziness or in efficiency or

incompetence or malingering or neglect of work or carelessness in work, poor or

unsatisfactory performance intentionally. Bring narcotic, liquor or other

intoxicating things in premises or reporting.

3.Doing private or personal work during working hours, engaging in any other

trade, business profession, service of the Establishment without while in the

competent authority.

PUNISHMENTS FOR MAJOR MISCONDUCTS:

One or more of the following punishments may be imposed on an employee who is

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found guilty of a major misconduct, namely:-

1. Stoppage of one or more annual grade increments of pay with or without

cumulative effect

2. Recovery of damages or the amount of loss suffered by the Establishment on

account of misconduct of the employee.

3. Demotion to the Lower post.

4. Termination of service.

5. Dismissal from service.

PUNISHMENTS FOR MINOR MISCONDUCTS:-

One or more of the following punishments may be imposed on an employee who

is found guilty or minor misconduct, namely:-

1. Warning or Censure.

2. Making an adverse entry in his service record.

3. Stoppage of one annual grade increment of pay with or without cumulative

effect for a period of six months.

4. Recovery of loss of goods expressly entrusted to the employee or more for

which he is accountable.

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5. Recovery from his pay of the he is accountable, pecuniary loss caused by him

to the establishment by negligence or breach of orders.

6.Suspension without pay or subsistence for a period not exceeding 15 days.

PROCEDURE FOR AWARDING PUNISHMENT FOR ACTS OF

MINOR MISCONDUTS:

Where an allegation of minor misconduct is alleged against an employee, he shall

be called upon to explain his position.

PROCEDURE OF ENQUIRY AND PUNISHMENT FOR MAJOR

MISCONDUCTS.

An employee against whom a major misconduct is alleged shall be served with a

charge Sheet by the competent authority clearly setting forth the imputation of

mis conduct and calling upon the employee to submit his explanation within a

period of 7 days, provided that such time may be extended for a maximum period

of 7 days , after the expiry of initial period of 7 days if sufficient reasons are

advised by the employee for seeking an extension, for which purpose a written

request will have to be made him.

In case where the employee admits in writing the charge(s) leveled against him, it

shall be open to the competent authority to award one or more of the punishments

provided in these rules without holding any enquiry.

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In the case of the explanation submitted by the employee is found to be

satisfactory, the matter will be dropped.

In case the employee fails to submit his explanation within the prescribed time or

extended time allowed to him or where the extended time allowed to him or

where the explanation submitted by him is not found satisfactory, the competent

authority shall appoint a person to hold an enquiry 27 and issue ordered in this

regards specifying there in the names of the Enquiry officers and the Presenting

officers.

The accused employee shall be entitled to the reimbursement of actual rail/bus

fare only besides conveys undertaken by him for inspection of relevant records

and attending the enquiry proceedings at a station other than his HQs.

The enquiry officer shall on the conclusion of the enquiry, submit his report in

writing giving his findings with the reasons therefore to the authority.

APPEAL AGAINST PUNISHMENT:

• An appeal against the orders of the competent authority imposing

punishment, under rules 29 and 30 of these riles shall lie to the board of

directors of the company. The board shall constitute a committee

consisting of chairman, nominee of the company, nominee of RCs and

nominee of NDDB to examine the appeal on the basis of records.

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• An appeal shall be filled within a period of 30 days from the data on

which the appellant receives a copy of the order appealed against or is

deemed to have received.

• The appellate authority may after consideration of the case and on

recording sufficient reasons yet aside, reduce, confirm or enhance the

punishment and its decides to enhance the punishment, the accused

employee shall be given an opportunity to show cause against such

enhancement.

SUSPENSION:

In a case where it is considered that the employee be suspended pending enquiry,

the competent authority may suspend the employee pending issues of a charge

sheet or subsequent domestic enquiry or till the final orders are passed on the

enquiry case. Where criminal proceeding against an employee in respect of any

offence involving moral turpitude is pending and the competent authority is

satisfied that it is necessary/desirable to place the employee under suspension, the

competent.

SUBSISTENCE ALLOWANCE DURING SUSPENSION:

• An employee shall be paid during the period of suspension subsistence

Allowance @ 50 % of the wages to which the employee was entitled to

immediately preceding the date of such suspension for the first 90 days of

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suspension and 75% of such wages for the remaining period of

suspension.

• The payment of subsistence Allowance to the suspended employee shall

be subject to his processing a certificate every month about his having not

taken up any other employment and his having remained at the head

quarters.

RELEVANCE OF STUDY/PROBLEM DEFINITION

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The topic selected for the study is “Human Resources Management” The main theme of

the project is the analysis and interpretation of practices of the employees using Human

Resources as a tool. It is prepared to know whether the company is preparing well or not;

performance of the company and about its competitiveness by the analysis and

interpretation of the Human Resources Management Process.

A critical study of the effectiveness of Human Resources Management system and

suggest ways for improvement. The problem lies in identifying relationship, mutual

understanding between the management and the employees.

The Human Resources Management system provides detailed information about person

so that the management can take appropriate steps to improve and achieve the

organization goals and help to maintain the smooth relationship between them.

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NEED OF THE STUDY

Provides information about the performance ranks, basis on which decision regarding

salary fixation, confirmation, promotion, transfer and demotion are taken.

Provide feedback information about the level of achievement and behaviour of

subordinate this information helps to review the performance of the subordinate,

rectifying performance deficiencies and to set new standards of work, if necessary.

Provide information to diagnose deficiency in employee regarding skill, knowledge,

determine training and developmental needs and to prescribe the means for employee

growth provides information for correcting placement.

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OBJECTIVE OF STUDY/RESEARCH

1. To find the relation and effect of Human Resources Management with

organization effectiveness.

2. To understand the recruitment procedure adopted by the Indian companies.

3. To understand the HR Practices and policies adopted by Indian companies.

4. To identify the training and development program adopted by the Indian

companies.

5. To identify compensation salary increment policy adopted by the Indian

companies.

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LIMITATION OF THE STUDY

a) The time limit to complete the project was less.

b) All data collection is based on books, internet and employees of different-different

companies.

c) The information provided by the companies may not very specified and clear in order

to analyze the statement.

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RESEARCH DESIGN

Research design means a specified framework for controlling the data collection. The

research is of descriptive in nature, which could provide an accurate picture of induction

procedure conducted in the organization. Descriptive research includes surveys and fact-

finding inquiries of different kinds. The research is of Ex post facto nature in which

researcher no control over the variables has. Statistical method lay stress on objectivity

rather than rely on intuition and judgment and average & percentages can easily be

calculated. The statically method needs the collection of data in two forms,

1. Primary data

2. Secondary data

MODE OF DATA COLLECTION

The study is based on Secondary data which includes:-

Secondary Data will be gathered from books and journals on Human Resources

Management, data available in different-2 companies’ websites, and other HRM

websites.

FOCUS GROUP

The following Human Resources Management is highlighted in this project.

1. The main focus in this project is given on the recruitment and selection process of the

company. If the company is select the right candidate for the right person then the

company has not to spend the money on the recruitment process, if the company can

select the right candidate, the candidate can easily spend latest 5-7 years with the

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organisation.

2. Second main focus is given in this project report is working hours and working

environment of the company. The company working conditions is suitable for all

employees or not, and environment is good for female employees or not.

3. Whether the employees are satisfied with the health, safety, welfare facility provided

by the company or not.

4. Whether the company increment process and promotion process is liked by the

employees or not.

5. Training policy of the company is good for employee learning or not.

And there are so many other thinks which is not taken in this project due to time shortage

and difficulty in collection of the data.

SAMPLING METHODS

SAMPLE SIZE

Sample Size :100 Employees of different local companies.

Sampling Method: Sampling was done on the basis of Random sampling.

TOOLS USED

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MOTIVATIONAL TOOLS

Motivating for work is inseparable to continue productivity. But work when itself serves

as motivation then progress is inevitable. The organization must take great care to

motivate its employees through various methods.

• Promotion may be one of the best motivational factors. Promotional basis could

be,

1. work performance

2. qualification

3. performance evaluation

4. skill enhancements

5. Initiative steps taken.

• Organization may also provide fringe benefits such as

1. leave travelling allowance

2. medical

3. free transportation

4. ESI (Employee State Insurance)

5. Furnishing scheme

6. House lease

7. Hospitalization

WELFARE ACTIVITIES

The organization may adopt welfare policies such as

• Transportation facility

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• Canteen facility with breakfast, lunch and dinner facility along with refreshments.

• Canteen could be free, subsidized, paid. But the most preferred one is through

subsidized mode.

• The organization must also possess first aid facilities for its staff. A well-versed

rehabilitation of injured staff and an on duty doctor or an ambulance should be

always provided.

• The organization must also possess a grievance handling committee despite a

union to take an action for their problems. It could be a three tier of four-tier

grievance committee.

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HYPOTHESIS

A Hypothesis (Plural Hypotheses) is a presise, testable statement of what the

researcher(s) predict will be the outcome of the study.

Null Hypothesis i.e., Performance appraisal techniques are satisfactory and growing

the employee career.

Alternative Hypothesis i.e., The performance appraisal and the training programs

are somewhat satisfactory and some are not benefited.

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RESEARCH METHODOLOGY

In order to cope up with the emerging challenges due to tough global competitions, the

way out for this is to produce quality products at reasonable prices. This is possible only

through an organization culture of quality consciousness and enhanced productivity.

Optimal utilization of resources especially the human resources are one sure way of

meeting this objective. That’s why proper induction of an employee is very important.

RESEARCH OBJECTIVES

The current research will be aimed at determining the Human Resources Management at

Indiancompanies. The research will be focused on the following major issues.

a) To study the significance of Human Resources Management.

b) To study the system development at Indian companies

c) To measure the factors related to Human Resources Management.

d) To study the employee relation and executive response for Human Resources

Management in Indian companies.

SCHEME OF RESEARCH

The following methodology was adopted in project

• Comprises of understanding the theoretical concepts in general.

• Questionnaire study

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• Analysis of the primary data

• Analysis of the secondary data

THE STATICALLY METHOD NEEDS THE COLLECTION OF DATA IN

TWO FORMS..,

1. Primary data

2. Secondary data

PRIMARY DATA

Primary data consisted of original information gathered for the specific purpose. Data

was collected from the primary sources i.e. questionnaire was developed with the help of

which personal interview were carried out. Also along with this I earned out personal

interviews with direct users like contractor and domestic users.

Primary data is information that you collect specifically for the purpose of your research

project. An advantage of primary data is that it is specifically tailored to your research

needs. A disadvantage is that it is expensive to obtain.

Sources of Primary Data

The source of your primary data is the population sample from which you collect the

data. The first step in the process is determining your target population. For example, if

you are researching the marketability of a new washing machine, your target population

may be newlyweds that have just purchased a home within the last 90 days.

Once you have determined you target population, you will need to decide how to

represent this population in your study. Obviously, it's impracticable to collect data from

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everyone, so you will have to determine the sample size and the type of sample. The

sample should be random and a stratified random sample is often advisable.

A stratified random sample involves dividing the population to be studied into

subpopulations of distinct characteristics and then drawing your random sample from

each subpopulation. In our washing machine example, subpopulations may include young

couples, middle-aged couples, old couples and previously married couples.

Collection of Primary Data

You can collect data from your sample population in different ways. Some common

collection methods include:

Focus Groups:

A focus group usually consists of a discussion among 8-12 people from your sample

facilitated by a moderator. The moderator tries to encourage in-depth discussions on the

product or concept that is the focus of the research. It's a flexible means of data collection

that lets you get to information not easily obtained by other means.

Surveys :

These are basically questionnaires with a set of carefully designed questions posed to

your target population. Surveys can be administered by mail, telephone or by the Internet.

Response rates are typically very low, so you will have to use a large sample to get

sufficient responses.

The data is collected from secondary data only.

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SECONDARY DATA

The secondary data are collected from Nagpur city Authorized dealer of, from broachers,

from website of the company, news papers, and magazines. Secondary

data refers to data that was collected by someone other than the user. Common sources of

secondary data for social science include censuses, information collected by government

departments, organisational records and data that was originally collected for other

research purposes. Primary data, by contrast, are collected by the investigator conducting

the research.

Secondary data analysis can save time that would otherwise be spent collecting data and,

particularly in the case of quantitative data, can provide larger and higher- quality

databases that would be unfeasible for any individual researcher to collect on their own.

In addition, analysts of social and economic change consider secondary data essential,

since it is impossible to conduct a new survey that can adequately capture past change

and/or developments. However, secondary data analysis can be less useful in marketing

research, as data may be outdated or inaccurate.

Sources of secondary data

Secondary data can be obtained from different sources:

information collected through censuses or government departments like housing, social

security, electoral statistics, tax records internet searches or libraries progress reports

Administrative data and census Government departments and agencies routinely collect

information when registering people or carrying out transactions, or for record keeping

– usually when delivering a service. This information is called administrative data. It can

include:

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personal information such as names, dates of birth, addresses information about schools

and educational achievements information about health information about criminal

convictions or prison sentences tax records, such as income

A census is the procedure of systematically acquiring and recording information about

the members of a given population. It is a regularly occurring and official count of a

particular population. It is a type of administrative data, but it is collected for the purpose

of research at specific intervals. Most administrative data is collected continuously and

for the purpose of delivering a service to the people.

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DATA ANALYSIS AND INTERPRETATION

Data Analysis and interpretation is conducted on 40 employees of Local Companies.

1. How long you are working in the organization?

Working in the

Years Organization Percentage

0-2 Years 15 37.5%

2-5 Years 7 17.5%

5-10 Years 7 17.5%

More than 10 Years 11 27.5%

Total 40 100%

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Interpretation

From the chart we can conclude that 37.5% employees are working since 2 Years & 17.5

Percent are working between 2 to 5 Years. Also 27.5% are working from than 10 Years

& 17.5% are working between 5 to 10 Years. So, it is visible that the new employees as

wll as the employees who were working since so many years are satisfied with their

company and the company policies.

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 P a g e | 50 GS COLLEGE OF COMMERCE & ECONOMICS, NAGPUR

2. How comfortable is the working environment?

Working No. of

Environment Responses Percentage

Good 17 42.5%

Satisfied 21 52.5%

Bad 5 5%

Total 40 100%

Interpretation

42.5% of employee express as a good environment remain about 52.5% says a

satisfactory job environment only about 5% feels bad working environment is there.

They are not satisfied with the way, the work is given to them. They feel there is

biasness.

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P a g e | 51 GS COLLEGE OF COMMERCE & ECONOMICS, NAGPUR

3. What are the various sources of recruitment in your organization?

Option Source Percentage

Internal 13 32.5%

External 8 20%

Both 19 47.5%

Total 40 100%

Interpretation

About 47.5% of recruitment through both Internal & External source and 32.5%

of recruitment through Internal Source and 20% of recruitment through External

Source.

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4. WHETHER THE EMPLOYEES ARE SATISFIED WITH THE HEALTH,

SAFETY, WELFARE FACILITIES PROVIDED BY THE COMPANY?

Option No. of Responses Percentage

Satisfied 35 87.5%

Dissatisfied 5 12.5%

Total 40 100%

Interpretation

It shows that 87.5% are satisfied and 12.5% give a negative reply. After further

interviewing the respondent that there has to be the further health check-up like cancer

and other test health policy.

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5. ARE YOU SATISFIED WITH THE RECRUITMENT PROCESS OF YOUR

COMPANY?

Option No. of Responses Percentage

Yes 26 65%

No 14 35%

Total 40 100%

Interpretation

About 65% of employee are satisfied with recruitment process in the company because as

per their vacancy in the organization the manager check the C.V. of that candidate

whatever they want from the candidate is to be there or not and then personal and

technical interview and 35% are satisfied recruitment process as the candidate may have

competence but it is not mention in the CV and may not have preferred well were

rejected.

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6. ARE YOU SATISFIED WITH YOUR ORGANIZATION SALARY

INCREMENT POLICY?

Option Source Percentage

Yes 15 37.5%

No 12 30%

Maybe 13 32.5%

Total 40 100%

Interpretation

About 37.5% of employee are satisfied the organization salary increment policy because

most of the employee in the organization consider that the salary increment policy is

good, 30% of employee are not satisfied the organization salary increment policy because

most of the employee is not agree what increment they had given is not up to the mark as

per their profession and 32.5% of employee can’t say anything because they want to do

the work what salary organization provide to the employee they are happy.

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7. ARE YOU SATISFIED WITH THE TRAINING PROCEDURE GIVEN IN

THE ORGANIZATION?

Option No. of Responses Percentage

Yes 33 82.5%

No 7 17.5%

Total 40 100%

Interpretation

About 82.5% of employee are satisfied training procedure given in the organization

because the trainee should understand each and every thing what trainer should teach in

the organization is about the internal training as well as external training and 17.5% of

employee are not satisfied training procedure given in the organization because the

training provided to the trainees which is not as per the aptitude and attitude, proficiency

level of an employee. So alternative hypothesis is accepted.

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 P a g e | 56 GS COLLEGE OF COMMERCE & ECONOMICS, NAGPUR

8. ARE YOU GETTING REGULAR TRANING IN YOUR COMPANY?

Option No. of Responses Percentage

Yes 24 60%

No 16 40%

Total 40 100%

Interpretation

About 62% of employee says ‘yes’ should get the regular training in the organization

because on these training trainee should understand each and every thing what trainer

should teach in the organization and 38% of employee says ‘no’ shouldn’t get the regular

training in the organization because training is provided once in the career and if they

don’t perform they are terminated from a job. So alternative hypothesis is accepted.

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9. DOES THE PRESENT PERFORMANCE APPRAISAL MEET YOUR

CAREER ADVANCEMENT?

Option No. of Responses Percentage

Yes 18 45%

No 7 17.5%

Maybe 15 37.5%

Total 40 100%

Interpretation

About 37.5% of employee says ‘yes’, 17.5% of employee says ‘no’ and 45% of employee

are not certain. So that present performance appraisal is used in the organization for

charting their career planning and so alternative hypothesis is accepted.

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10. ARE YOU SATISFIED WITH THE PROMOTION ACTIVITIES IN THE

ORGANIZATION?

Option No. of Responses Percentage

Yes 28 70%

No 12 30%

Total 40 100%

Interpretation

About 70% of employees are satisfied with the promotion activities in the organization

because the ranking method is used in the organization for the promotion activities and

30% of employees are not satisfied with the promotion activities in the organization.

According to that ranking method is used for appraising the performance and there is no

individual initiated which can focus on development.

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FINDINGS OF STUDY:

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

A) POSITIVE FINDINGS:-

1. A majority of employees feel that recruitment process carried out in their companies

are satisfactory. Management is also satisfied with the process of recruitment to some

extent.

2. Most of the employees feel that the HR department is good. About 58% of the

managers say that they prefer both internal as well as external source for recruitment and

selection.

3. Almost all the employees are satisfied with the training activities conducted in the

organisation. 68% of the employees have achieved their training objectives.

4. Superiors are very supportive and helps their sub-ordinates in achieving their

objectives.

5. The management has understood the importance of systematic appraisal system & they

are taking every effort to implement it properly.

6. The training programme arranged for performance appraisal is good. The trainer is also

very effective to make the employees understand the concept.

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7. The performance appraisal training programme is appreciated by the employees & they

arereally benefited by it.

B) NEGATIVE FINDINGS:-

1. Some employees were moderately or not much satisfied with the process of

recruitment.

2. Since rules and regulations are very dynamic, so most of the employees face difficulty

to adjust with them.

3. Most of the candidates do not turn up when they are called up for the interview.

4. Regional behaviour and language influence is higher during training and even after

delivering their language; the desired effects are not seen.

5. Most of the employees slowly understand the importance of performance appraisal.

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RECOMMENDATIONS

• For all the programs the organization must follow feedback method to understand

the effectiveness of any practice in a better way.

• Holistic views of induction should out show both positive and negative aspects of

the organization. This ultimately let the employee know about both the phases of

the policiesadopted by the organization.

• Practice of providing a brief presentation of the company and a booklet for rules

and regulations of company must be maintained so that the employee could go

through it whenever required.

• Individual should concentrate more while training. When an organization invests

on trainingof an employee, the purpose of training serves the mutual benefit of

both organization andthe employee. Thus, the employee should be more oriented

towards drawing as much benefits as he can. Employees are supposed to

understand their role for particular trainingprogram.

• Company must maintain training manuals or training charts and training report

submitted bythe trainee. This, practice not only keeps a maintained record of the

programs been conductedbut also keep the employee known of the knowledge

gained by him which could later be utilized.

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• A pre- evaluation and post evaluation practice should be followed to understand

the successof training and the training could be then effectively used to fill gaps

later.

• Continuous training module should be conducted, personality development

training shouldbe provided.

• To motivate the employees

• Performance awards could be given every year.

• Incentives could be paid.

• Salary saving schemes could be provided.

• Extra activities such as games and sports, community meetings, recreational

activities, picnics, tours and outings should be planned to improve the

interpersonal relationships.

-External welfare activities could also be taken up by the organization such as,

1. Blood donation camps

2. Safety week

3. Free eye camps

4. Free books for children

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5. Poster and quotes competition could be organized.

• Devotion, belongingness and good team member spirit should be rewarded. Employees

should be encouraged for group efforts and team work.

• To avoid worker union for better employee welfare and give suitable welfare

activities from time to time to the employees in house work committee should be

developed to handle thegrievance.

• Employee’s participation is key issue. Thus, suggestions should always be invited

andmaximum efforts should be put up to implement the suggestions.

SUGGESTIONS

• Employee’s family’s involvement in motivating employee is the key element. It

creates a special pressure point.

1. Drawing competitions of children could be organized.

2. Special training for wives could be arranged to teach them what are the dos and

doesn’t.

3. Special scholarships could be announced for the children of employees securing

good marks.

• Management by objective should be adopted. The practice should be objective to

avoid biasness.

• Kaizen award could be given to the implementer of best suggestion.

ASHUTOSH PANDEY BBA 3rd YEAR

 P a g e | 64 GS COLLEGE OF COMMERCE & ECONOMICS, NAGPUR

CONCLUSION

At last I want to say that while recruitment and selection identify acceptable candidate,

the process still continue with induction program for the new employee, we can further

fine tune the fit between the candidate’s qualities and the organization’s desire. Then to

make the employees more skilled behavioral training may be provided.

It makes the positive impact of any organization, but it needs a lot of money, time,

attention and guidance. It is just like only taking, not giving or taking the starting benefits

and when the timecomes for returning back you just quit the job. So it is not always

fruitful.The employee motivation is needed to be built up through constant attempts of

the organization.

The organization may adopt various methods for motivating the employees. It may be by

providing recreational activities such as tours, picnics, family outings, annual days, sport

days, functions, and parties.

Welfare activities to be undertaken by the organization may include various facilities

such asuniform for the employees for whom HR department is responsible for its

maintenance and providing it.Last but not the least rewards are the main motivational

activity, which may be monetary andnon-monetary rewards. At last to conclude, I would

like to say that with enthusiasm that it was a great experience working with many

experienced people working at senior positions. Interacting and spending time with the

people rich in learning experience. The people were very cooperative and helpful and

encouraging. It is an experience to be cherished for a long time. It was great of learning

so much about HR practices and implementing them. I’m really thankfulfor all the senior

members who explain me the working strategies and methodologies oforganizations.

ASHUTOSH PANDEY BBA 3rd YEAR

P a g e | 65 GS COLLEGE OF COMMERCE & ECONOMICS, NAGPUR

BIBLIOGRAPHY

WEBSITE:

• www.wikipedia.com

• www.futuregroup.com

• www.scribd.com

• www.hrmmangement.com

TEXT BOOK:

• Subba Rao: Personnel and Human Resource Management, HPH.

• Dr. S S Khanka: Human Resource Management

ASHUTOSH PANDEY BBA 3rd YEAR

P a g e | 66 GS COLLEGE OF COMMERCE & ECONOMICS, NAGPUR

APPENDICES

QUESTIONNARE

1. How long you are working in the organization?

0-2 Years

2-5 Years

5-10 Years

More than 10 Years

2. How comfortable is the working environment?

Good

Satisfied

Bad

3. What are the various sources of recruitment in your organization?

Internal

External

Both

4. Whether the employees are satisfied with the health, safety, welfare facilities
provided by the company?

Satisfied

Dissatisfied

ASHUTOSH PANDEY BBA 3rd YEAR

P a g e | 67 GS COLLEGE OF COMMERCE & ECONOMICS, NAGPUR

5. Are you satisfied with the recruitment process of your company?

Yes

No

6. Are you satisfied with your organization salary increment policy?

Yes

No

Maybe

7. Are you satisfied with the training procedure given in the organization?

Yes

No

8. Are you getting regular traning in your company?

Yes

No

9. Does the present performance appraisal meet your career advancement?

Yes

No

10. Are you satisfied with the promotion activities in the organization?

Yes

No

ASHUTOSH PANDEY BBA 3rd YEAR

 P a g e | 68 GS COLLEGE OF COMMERCE & ECONOMICS, NAGPUR

ASHUTOSH PANDEY BBA 3rd YEAR