Mba 3-Hr Project - Final (1)

7/31/2019 Mba 3-Hr Project - Final (1)

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CHAPTER - 1

Introduction

To the

Industry

INTRODUCTION TO THE INDUSTRY:-

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BACKGROUND:

The National Seed Corporation was established in 1963. The Government of India enacted the

Seeds Act in 1966 to regulate the growing seed industry. The sixties were the most eventful

times for Indian agriculture, not only

Because of introduction of high-yielding cereals, particularly wheat and rice but also for many

other positive developments related to seed such as, constitution of Seed Review Team,

enactment of Seeds Act, 1966 and formation of National Commission on Agriculture. This

was the period, during which the private sector significantly stepped into the seed business.

The Seeds Act stipulated that seeds should conform to a minimum stipulated level of physical

and genetic purity and assured percentage germination either by compulsory labeling or

voluntary certification. Further, the Act provided a system for seed quality control throughindependent State Seed Certification Agencies which were placed under the control of state

departments of agriculture.

The National Seed Association of India (NSAI) is the apex organization representing the Indian

seed industry with more than 250 companies as its members. The vision of NSAI is to create a

dynamic, innovative, and internationally competitive, research based industry producing high

performance, high quality seeds and planting materials which benefit farmers and significantly

contribute to the sustainable growth of Indian Agriculture. And the Mission of NSAI is to

encourage investment in state of the art R&D to bring to the Indian farmer superior genetics

and technologies, which are high performing. It will actively contribute to the seed industry

policy development, with the concerned governments, to ensure that policies and regulations

create an enabling environment including public acceptance so that the industry is globally

competitive.

NSAI advocates:

1. Equitable consideration of all matters affecting the seed industry.

2. The interest of sustainable agriculture globally.

3. Enhanced exchange of superior genetics within the country and from across the borders.

4. Increased global trade in seeds.

5. The welfare and economic prosperity of the Indian farmer.

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NSAI will also promote harmonization and adoption of best commercial practices in

production, processing, quality control and distribution of seeds.

The Vision of NSAI is to create A dynamic, innovative, internationally competitive, researchbased industry producing high performance, high quality seeds and planting materials which

benefit farmers and significantly contribute to the sustainable growth of Indian Agriculture.

The Association is also working towards the responsible use of biotechnology for modernizing

Indian agriculture and enhancing the livelihood of Indian farmers. Increasing the general

awareness about crop biotechnology amongst the many stakeholders, technology upgradation

and engaging in a continuous dialogue with regulators for the establishment of a transparent,

fair and equitable regulatory system, are some of the other activities of NSAI.

And the Mission of NSAI is to Encourage investment in State of the Art R&D to bring to

the Indian farmer superior genetics and technologies, which are high performing and adaptedto a wide range of agro-climatic zones. It will actively contribute to the industry policy

development, with the concerned governments, to ensure that policies and regulations create

an enabling environment including public acceptance so that the industry is globally

competitive.

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1.1 Introduction

to the

Organization

INTRODUCTION TO THE ORGANIZATION

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Founded in 1985, Namdhari Seeds initially concentrated on contract seed production for

exports. In first decade, it emerged as one of the largest contract seed producer of

vegetables and flowers. Simultaneously breeding programs were started to develop suitable

hybrids for the Indian market in important vegetable crops. Our first hybrids were released in

the Indian market in 1992 which were very successful. Inspired by the success of our hybridsthere was an increased emphasis and investment in breeding which resulted into the position

of leadership in Indian vegetable seed industry. Presently, Namdhari Seeds is one of the

largest vegetable seed companies in India. We offer more than 500 hybrids and varieties in

20 different crops globally. Our research team strives to develop suitable hybrids for diverse

market requirements. Major emphasis is on regional preferences, adaptability, disease

resistance, yield, taste and shelf life. The product development team acts in close co-

ordination with R&D and marketing and conducts trials, extensively in the farmers fields

before releasing to the market. Close interaction of marketing & product development team

with the farmers ensures that best products reach the farmer. Although the major

concentration of our production is in India, to overcome seasonal limitations, capabilities

have been developed to produce seeds in different locations worldwide.

With successes achieved in the domestic scenario, Namdhari Seeds has also expanded its

activities to S.E. Asian countries (Bangladesh, Thailand, Vietnam and Indonesia) and Middle

East (Egypt, Jordan, Syria and Saudi) besides Turkey. Our hybrids have been accepted in

many of these markets. The company has now diversified into field crops and developed

cotton and rice hybrids.

QUALITY POLICY / PROCESSES

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Seed Quality to meet grower expectations

Namdhari Seeds continuously strives to supply high quality seeds to the growers.

Towards this end, the Seed Quality lab has been one of the strong focal points of thiscompany. Development of in-house skills coupled with internationally accepted protocols

have helped ensure supply of seeds with high germination, vigor and uniformity.

Wide repertoire

Besides a wide range of vegetable crops this laboratory is competent and proficient tohandle it also has the capacity and expertise to carry out required tests on flower crops as

well as field crops like cotton and paddy. Upgrading the facilities and providing training

to bring in new skills has been a constant process. Seed coating has been an integral part

of the process.

Seed Purity

Stringent grow out tests coupled with DNA based tests are conducted to ensure supply ofseeds with high purity.

Seed health

Well equipped Seed health lab with trained personnel to ensure internationally accepted

tests and ISHI developed protocols to ensure supply of pathogen free seeds.

ISTA accreditation

This is one of the very few labs in this country to possess ISTA accreditation. This

ensures export of high quality seeds for export market.

Seeds readied for market

Facilities have been created to dry, clean and grade and handle huge volumes of

Solanaceous, cucurbitaceous and Brassica seeds using modern machinery. The

systematic planning devoted to the flow process ensures speedy handling of

large volumes of seeds. The seed arrival and the subsequent processes before

final packing and dispatch through different channels are managed by well

trained personnel.

Principles of Namdhari Seeds Pvt Ltd.

1) Their actions and thoughts are based on the following principles:

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Entrepreneurship

Ambition

Innovation

Professionalism

2) They are totally professional and committed to a goal. There might be different

ideas among them, but they respect these diverse ideas.

3) Their every effort will be focused on progress and entrepreneurship.

4) They give utmost importance to creativity and innovation. They should always

endeavor to do anything better than before, it should be special, should be

effective and should be done with total commitment.

5) They believe in winning and teamwork. They believe in delivering and always

respect those who are capable of implementing every idea.

6) They as an organization are totally committed to employees.

7) They should provide their consumers, what they need or which they require.

8) They would play a positive role in the society, no matter in what medium they

would be in.

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Namdhari's Fresh handles more than thousand tons of fresh vegetables and fruits atdomestic and International market. Our produces are mainly destined to Europe, Australia

and the Middle East. Namdhari's Fresh would be India's first company to receive the

GLOBAL-GAP & LEAF MARQUE certificates, which is anassurance for our high quality standards.

With the Blessings of His Holiness Shri Satguru Jagjit Singh Ji, Namdhari Seeds has made a mark withitself in the Seed Industry widely as one of the largest distributors of vegetable seeds in India. Namdhari

Seeds is also a leading Exporter of Vegetable and Flower seeds to Europe, Japan, U.S.A, Western Asia

and South East Asia. We are also a proud recipient of Best Exporter Award from Govt. of Karnataka &Govt. of India and are designated as an "Export House".

After the success in seed world, Namdharis have diversified into the production, distribution and export

of fresh vegetables & fruits under the name "Namdhari's Fresh".

Namdhari's Fresh is also involved in natural farming to produce and supply Organic Vegetables and

Fruits in the International market with the blessings of His Holiness Shri Satguru Ji, who himself is astrong believer of organic farming. At present the EC directive is being followed and the produce is

grown in an Environmentally Friendly way.

FACE SHEET:

Fact

SheetYear of

Establishment

: 1985

Nature of Business : Exporter

Major Markets : Indian Subcontinent

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English Range Vegetables

Cole Crops: Broccoli, Cauliflower, Brussels, Sprout,Red Cabbage, Chinese Cabbage, Cabbage Green.

Asparagus

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Baby Corn

Sweet Corn

Zucchini

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Leeks

Colored Capsicum

Retailing:

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Retailing: Our backward integration has enabled us to produce and supply qualityproduce to our end customers. We are pioneers in providing international ambience

and quality in fresh vegetables and fruits retailing. Majority of the vegetables and fruits

are grown by us, ensuring optimum freshness and quality of the produce. Presently weare operating in Bangalore and we are planning to open our outlets in other metroes

very shortly.

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Wholesale: Apart from the export and retailing, we are also supplying fresh vegetables

and fruits to Institutional customers like star Hotels and retail chains. Presently we arecatering to India's oldest and largest five star Hotel group across the country. Our

produce are also send to other retailers through our channel partners. We have also

started channel development across the country.

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1.2Planning

of

Human Resources

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DEFINITION OF HR PLANNING:

There are many ways to define hr planning, or explain what it is, but the following

definitions, taken from the government of Canada human resources site, is a good,

useful working

DEFINITION:

Rigorous hr planning links people management to the organization's mission, vision,

goals and objectives, as well as its strategic plan and budgetary resources. A key

goal of hr planning is to get the right number of people with the right skills,

experience and competencies in the right jobs at the right time at the right cost.

NOTE: the emphasis on linkage to strategic planning and business planning in the

first sentence, and the emphasis on the arrangement and alignment of staff and

employees in the last sentence.

HERE'S ANOTHERDEFINITION, PERHAPS A BIT SIMPLER:

the processes by which management ensures that it has the right personnel, who

are capable of completing those tasks that help the organization, reach its

objectives.

WHY HUMAN RESOURCE PLANNING?

Human Resource Planning: an Introduction was written to draw these issues to the

attention of HR or line managers.

We address such questions as:

What is human resource planning?

How do organizations undertake this sort of exercise?

What specific uses does it have?

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In dealing with the last point we need to be able to say to hard pressed managers: why

spend time on this activity rather than the other issues bulging your in tray? The report

tries to meet this need by illustrating how human resource planning techniques can be

applied to four key problems. It then concludes by considering the circumstances are

which human resourcing can be used.

1. Determining the numbers to be employed at a new location :-

If organizations overdo the size of their workforce it will carry surplus or under utilized

staff. Alternatively, if the opposite misjudgment is made, staff may be overstretched,

making it hard or impossible to meet production or service deadlines at the quality level

expected. So the questions we ask are:

How can output be improved your through understanding the interrelation

between productivity, work organization and technological development? What does

this mean for staff numbers?

What techniques can be used to establish workforce requirements?

Have more flexible work arrangements been considered?

How are the staffs you need to be acquired?

The principles can be applied to any exercise to define workforce requirements, whether

it be a business start-up, a relocation, or the opening of new factory or office.

2. Retaining your highly skilled staff :-Issues about retention may not have been to the

fore in recent years, but all it needs is for organizations to lose key staff to realize that an

understanding of the pattern of resignation is needed.

Thus organizations should:

Monitor the extent of resignation

Discover the reasons for it

Establish what it is costing the organization

Compare loss rates with other similar organizations.

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Without this understanding, management may be unaware of how many good quality

staff are being lost. This will cost the organization directly through the bill for separation,

recruitment and induction, but also through a loss of long-term capability.

Having understood the nature and extent of resignation steps can be taken to rectify the

situation. These may be relatively cheap and simple solutions once the reasons for the

departure of employees have been identified. But it will depend on whether the problem

is peculiar to your own organization, and whether it is concentrated in particular groups

(e.g. by age, gender, grade or skill).

3. Managing an effective downsizing programmed:-

This is an all too common issue for managers. How is the workforce to be cut painlessly,

while at the same time protecting the long-term interests of the organization?

A question made all the harder by the time pressures management is under, both because

of business necessities and employee anxieties. HRP helps by considering:

The sort of workforce envisaged at the end of the exercise.

The pros and cons of the different routes to get there.

How the nature and extent of wastage will change during the run-down.

The utility of retraining, redeployment and transfers.

What the appropriate recruitment levels might be.

Such an analysis can be presented to senior managers so that the cost benefit of various

methods of reduction can be assessed, and the time taken to meet targets established.

If instead the CEO announces on day one that there will be no compulsory redundancies

and voluntary severance is open to all staff, the danger is that an unbalanced workforce

will result, reflecting the take-up of the severance offer. It is often difficult and expensive

to replace lost quality and experience.

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4. Where will the next generation of managers come from? :-

Many senior managers are troubled by this issue. They have seen traditional career paths

disappear. They have had to bring in senior staff from elsewhere. But they recognize that

while this may have dealt with a short-term skills shortage, it has not solved the longerterm question of managerial supply: what sort, how many, and where will they come

from?

To address these questions you need to understand:

The present career system (including patterns of promotion and movement, of

recruitment and wastage).

The characteristics of those who currently occupy senior positions.

The organizations future supply of talent.

This then can be compared with future requirements, in number and type. These will of

course be affected by internal structural changes and external business or political

changes. Comparing your current supply to this revised demand will show surpluses and

shortages which will allow you to take corrective action such as:

Recruiting to meet a shortage of those with senior management potential.

Allowing faster promotion to fill immediate gaps.

Developing cross functional transfers for high fliers.

Hiring on fixed-term contracts to meet short-term skills/experience deficits.

Reducing staff numbers to remove blockages or forthcoming surpluses.

Thus appropriate recruitment, deployment and severance policies can be pursued to meet

business needs. Otherwise processes are likely to be haphazard and inconsistent. The

wrong sort of staff is engaged at the wrong time on the wrong contract. It is expensive

and embarrassing to put such matters right.

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HOW CAN HRP BE APPLIED?

The report details the sort of approach companies might wish to take. Most organizations

are likely to want HRP systems:

Which are responsive to change?

Where assumptions can easily be modified

That recognize organizational fluidity around skills

That allow flexibility in supply to be included

That are simple to understand and use

Which are not too time demanding.

To operate such systems organizations need:

appropriate demand models

good monitoring and corrective action processes

comprehensive data about current employees and the external labor market

An understanding how resourcing works in the organization.

If HRP techniques are ignored, decisions will still be taken, but without the benefit ofunderstanding their implications. Graduate recruitment numbers will be set in ignorance

of demand, or management succession problems will develop unnoticed.

As George Bernard Shaw said: to be in hell is to drift; to be in heaven is to steer. It is

surely better if decision makers follow this maxim in the way they make and execute

resourcing plan.

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Growth and Development at Namdhari Seeds Pvt Ltd.

Continuous development of employees is essential for improving their performance at

Namdhari Seeds Pvt Ltd. The process is critical for attracting and retaining a

knowledgeable and skilled workforce.

The purpose of the growth and development policy is:

To promote a healthy sense of compensation as well as job satisfaction among.

To identify, train and develop competent personnel with growth potential and to

provide motivation for higher performance.

Foster a culture of learning within the organization.

Performance Appraisals:

Namdhari Seeds Pvt Ltd believes in KRA (Key Result Area) mode of evaluation. These

KRAs are specific to the functional area and provided to each of the employee and to the

new employees on joining by their immediate senior. The KRAs are in sync with the

organizational goal, job responsibility and the performance expected from the employee.

When is the appraisal carried out?

Appraisal is carried out on an annual basis in March and October for the financial year

gone by, or for the designated period on case to case basis. Employees joining Namdhari

Seeds Pvt Ltd are informed of their appraisal period in their offer letter.

Example: for the employee joining 1st April to 30th September 2007, the appraisal will be

in March 2008. On the other hand, for the employees joining between 1st October 2007 to

31st March 2008, the appraisal will be in October 2008 and then next in March 2009.

Who does the appraisal?

Appraisal is done by the immediate reporting designation. And any issue\disagreement is

resolved in discussion with the next senior level.

Career Development:

Namdhari Seeds Pvt Ltd provides opportunities to its employees for participating in

activities which will enhance their specific job skills, their overall professional strengths,

and their personal development. This policy is applicable to all employees of

Namdhari Seeds Pvt Ltd at all the locations.

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Criteria used for nomination for training:

Training needs will be identified during the performance appraisal process by theappraise and appraiser. It may also be accomplished through training needs surveys

undertaken by the HR department from time to time. The criteria used for the nomination

for training are:

Employees interest / self nomination .

Must be routed through the Department Head with justified reasons, cost details,

department head approval at least 15 days in advance to the date of training.

HR will revert within 3 days on the approval, excluding the day on which the

communication is received.

Managers nomination to specific development areas.

Driven by the business need.

By the national vertical head, based on skill gap/performance management data.

State head/Unit head or HOD and corporate HR.

It must be ensured that the equal opportunity is provided to each deserving

employee.

The role of HR in the training nomination process will be:-

If budget is available and the vertical Head approves, the nomination shall be

effective under information to HR.

Check advice if the nominations by mangers or otherwise become too polarized

on the people who are being nominated.

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1.3 Recruitment

Recruitment:

Special sanction is required in case of manpower budget overrun in terms of

number or budget overrun.

Relatives of employees cannot be assigned to the same function and/or with direct

reporting relationship.

State HR/Local HR has to keep track of every candidate who leaves Namdhari

Seeds Pvt Ltd after 1st April 2007, including the record of the Exit interview.

A candidate will not be eligible for interview if she/he has been rejected by any

interviewer of Namdhari Seeds Pvt Ltd in past six months.

As a policy, Namdhari Seeds Pvt Ltd discourages candidates who frequently

change jobs in their career.

It recognizes that the organization invests time and energy in training people and

hence discourages the practice of frequent job changes.

Orientation & Induction:HR inducts employees in Namdhari Seeds Pvt Ltd on the day of joining through an

informal induction program is designed to familiarize the employees with organization

and its members and other work related facilities.

The formal induction program is conducted in the first week of the month and can range

from one to fourteen days depending on the job profile.

New employees need to complete the joining formalities on the day they join the

organization. Corporate/State HR will facilitate this process.

Compensation:

In case of a death anywhere in the group, any employee or the unit head or the local HR

head or the Accounts department, can inform the corporate of HR of the mishap.

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The unit head or the local HR dept. will provide complete information with the

necessary details such as name of the employee, designation, department, and the last

salary drawn on the date of demise and the cause for the same.

The Corporate HR would then issue an IOM to the corporate finance and the statecoordinator F&A, who would issue necessary instructions at the unit level/corporate

office and business office for the mandatory contribution.

The amount as on the date shall be deemed collected and the equivalent amounts shall be

debited to the respective offices. This is to cut the delay in actualization of the collection.

Coordinator who would then prepare a DD in the name of the surviving spouse and send

the same to the local unit for final distribution.

Performance Appraisal

Performance appraisal, also known as employee appraisal, is a method by which the job

performance of an employee is evaluated (generally in terms of quality, quantity, cost and

time). Performance appraisal is a part of career development.

Performance appraisals are a regular review of employee performance within

organizations. Generally, the aims of a scheme are:

Give feedback on performance to employees.

Identify employee training needs.

Document criteria used to allocate organizational rewards.

Form a basis for personnel decisions: salary increases, promotions, disciplinary

actions, etc.

Provide the opportunity for organizational diagnosis and development.

Facilitate communication between employee and administrator.

Validate selection techniques and human resource policies to meet federal Equal

Employment Opportunity requirements.

A common approach to assessing performance is to use a numerical or scalar rating

system whereby managers are asked to score an individual against a number of

objectives/attributes. In some companies, employees receive assessments from their

manager, peers, subordinates and customers while also performing a self assessment. This

is known as 360 appraisal.

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The most popular methods that are being used as performance appraisal process are:

Management by objectives (MBO)

360 degree appraisal

Behavioral Observation Scale (BOS)

Behaviorally Anchored Rating Scale (BARS)

Trait based systems, which rely on factors such as integrity and conscientiousness, are

also commonly used by businesses. The scientific literature on the subject provides

evidence that assessing employees on factors such as these should be avoided. The

reasons for this are two-fold:

1) Because trait based systems are by definition based on personality traits, they make it

difficult for a manager to provide feedback that can cause positive change in employee

performance. This is caused by the fact that personality dimensions are for the most part

static, and while an employee can change a specific behavior they cannot change their

personality. For example, a person who lacks integrity may stop lying to a manager

because they have been caught, but they still have low integrity and are likely to lie again

when the threat of being caught is gone.

2) Trait based systems, because they are vague, are more easily influenced by office

politics, causing them to be less reliable as a source of information on an employee's true

performance. The vagueness of these instruments allows managers to fill them out based

on who they want to/feel should get a raise, rather than basing scores on specific

behaviors employees should/should not be engaging in. These systems are also more

likely to leave a company open to discrimination claims because a manager can make

biased decisions without having to back them up with specific behavioral information.

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Promotion policy:-

Eligibility:

To be eligible for promotion under this policy, the employee should be undergoing any

punishment or warning for misconduct under the companys rules/standing orders. The

warning to any candidate shall always be in written mode. The warning can only be given

by the national vertical head/state head.

Modes of promotion:

Namdhari Seeds Pvt Ltd recognizes that promotion may occur through the following

ways:

The filling of a higher position by an employee at a lower designation, given that

the employee fulfills the eligibility criteria for the vacant position.

A reclassification of the employees existing designation as a result of the

employee performing duties a higher degree of responsibility and complexity than

the current position calls for

Filling of an entirely new job created due to the expansion of operations.

Criteria for promotion:

The key criteria for promotion would include:

Performance on the job during the time spent in that particular level which can

be assessed through the performance appraisal.

Potential and capability for taking on higher responsibility which will be based

on the feedback provided by supervisors and interviewing candidates. At

higher levels greater importance is given to the individuals potential and

capabilities.

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Career development:-

Training and Staff Development:

Where does Training and Staff Development fit with Human Resources Planning?

When companies have well thought out and useful human resource plans, it

allows them to move training and staff development from a hit or miss process to

one that is also strategic, organized, and designed to contribute to the company's

bottom line.

Much that passes for training in corporations yields no value at all to the company

because training and staff development dangle unconnected to business needs,

present and future.

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Employees go to training because the seminar "sounds good", or "might be

useful", and while it's sound to develop and train employees as an ends in

itself, it also makes sense to choose the kinds of training that will result in

employees being better contributors now, and also better contributors in the

future. A sound human resources plan will anticipate the skills that will be needed in the

future, identify gaps in skills that are present, and will be needed, and then plan

for the development of staff in advance, so that the skills will be available when

required.

Training identification process:-

The department heads will identify training needs for various incumbents their respective

departments at the time of performance appraisal.

HR department schedule will be finalized after reviews and will be circulated to the

various departments. A copy of the schedule will also be displayed on the company notice

board.

The HR department will consolidate the requests and notify the concerned departments of

the final schedule. They will also make the necessary administrative arrangements.

Every state and Unit has local training budget. Heads of the departments are advised to

utilize the same in consultation with the State HR/corporate HR.

Orientation Induction program:-

HR inducts employees in Bhaskar on the day of joining through an informal induction

program is designed to familiarize the employees with organization and its members and

other work related facilities.

The formal induction program is conducted in the first week of the month and can range

from one to fourteen days depending on the job profile.

New employees need to complete the joining formalities on the day they join the

organization. Corporate/State HR will facilitate this process.

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The joining form must be completed and submitted by the employee within 7 days of

joining.

Employees on joining the organization will be given a welcome kit comprising:

Leather briefcase

Organization diary

Official tie

First set of visiting cards

HR manual

ID card

COMPENSATION:-

Employee benefits and (especially in British English) benefits in kind (also called fringe

benefits, perquisites, perks) are various non-wage compensations provided to

employees in addition to their normal wages orsalaries. Where an employee exchanges

(cash) wages for some other form of benefit, this is generally referred to as a 'salary

sacrifice' arrangement. In most countries, most kinds of employee benefits are taxable to

at least some degree.

Fringe benefits can include, but are not limited to (employer-provided or employer-paid)

housing, group insurance (health, dental, life etc.), disability income protection,

retirement benefits, daycare, tuition reimbursement, sick leave, vacation (paid and non-

paid), social security,profit sharing, funding of education, and other specialized benefits.

The purpose of the benefits is to increase the economic security of employees.

The term perqs orperks is often used colloquially to refer to those benefits of a more

discretionary nature. Often, perks are given to employees who are doing notably well

and/or have seniority. Common perks are company cars,hotel stays, free refreshments,

leisure activities on work time (golf, etc.), stationery, allowances for lunch, andwhen

multiple choices existfirst choice of such things as job assignments and vacation

scheduling. They may also be given first chance at job promotions when vacancies exist.

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The starting point for determining a pay increase is the position of each employee in

the rate range after a pay structure adjustment has been made.

Healthcare at Namdhari Seeds Pvt Ltd:

Namdhari Seeds Pvt Ltd believes that the health of its employees is a joint responsibility

of the employee and the organization. This policy aims at extending facilities andprograms to assist employees manage their health and wellbeing needs.

Mediclaim:

All employees under M grade, employees who are not covered in ESI and are in E grade,

and their families are provided with hospitalization insurance cover under the group

mediclaim policy. Each family (Self, spouse and his/her 2 dependent children) is treated

as one unit. The company has opted for a floating policy instead of a fixed cover. This

policy implies that the cover for each person in the policy is equal to the insured amount.

Group Personal Accident Insurance:

The company covers the following group of employees under a group personal accident

insurance policy:

All marketing/sales-field force employed in any of the offices/units in the group.

This is over and above mediclaim, if applicable.

All officers in grade M3 and above.

All staff in circulation and accounts (recovery).

Production staff, excluding those not involved directly with the production

process.

Editorial staff, i.e. field reporters, photographers.

The employees are insured for a fixed compensation, in case of injury due to accident. In

the event of death, the nominee will receive a sum which is equal to 40 times of the basic

salary.

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The coverage automatically starts from the date of joining the company for the

duration of employment. The coverage needs to be extended during an employees

probationary and notice period.

Objective:

Namdhari Seeds Pvt Ltd understands that employees have personal commitments which

they need to meet. Thus, to assist employees meet their requirements along with the

business objectives; the following guidelines/policies have been designed.

Official Working Hours:

The office timings for all the employees except editorial would be as follows:

Operators and office boys: 8:30am to 5:30pm

Other staff : 10:00 am to 6:00 pm

Managers and above : 10:30 am to 6:30 pm

This period includes a half-hour lunch between 1: pm to 2:30 pm, depending upon the

employees entry time

Privacy and Confidentiality:

Objective:

Namdhari Seeds Pvt Ltds business environment requires information to be kept

confidential and the group also understands the need for employee personal information

to be safe-guarded. The organization also assumes the responsibility to keep the work

environment safe for both the company and the employees. This policy aims at providing

guidelines to employees in relation to privacy and confidentiality of information.

What information is sensitive?

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Any information that, if known by a competitor, could put the company at a

disadvantage should be considered sensitive. Types of sensitive information include

but are not limited to:

Information about past, current, or prospective investor. Unless given prior

authorization, this information can not be disclosed to outsiders except asnecessary to service the investors account, or as required by law.

Information concerning the operation of Namdhari Seeds Pvt Ltd trading

strategies.

Profit & loss (P&L) information.

Accounting records.

Drafts of reports and brochures.

Compensation information.

Email related to work and business of the company.

Personal information about any employee.

Phone and Email Communication:Employees are expected to adhere high standards of professionalism in all

communications, whether internal or external, oral or electronic, or through voice mail or

email. Employees are expected to conduct communications as if they creating a

permanent record. In other words, they are expected to be courteous, professional and to

avoid gratuitous comments or discussions, which, when taken out of context, can be

misconstrued or which do not reflect the companys professional image. Doing so will

help prevent the company being exposed to unwarranted regulatory risks because of

careless comments.

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1.4 SWOT

ANALYSIS

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Strength:

1. Large number of seed companies in the Indian seed market producing a large

number hybrids/varieties to cater the needs of large farming population.

2. Low cost of seed production in India.3. Varied agro climatic regions providing factors for the production of different crop

seeds.

4. Large number of seed companies entering the market leading to good competition

and reduction in price of seeds

Weakness:

1. Weak infrastructure facilities of Indian seed companies.

2. Less brand awareness among the Indian farmers about new varieties/hybrids. Peer

pressure plays a major role in buying of seed variety/hybrid.

3. Regulatory mechanism takes large time in giving approval to hybrids/new

varieties.

Opportunities:

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1. Large farming population needing large amount of seeds making India a

potential market for seeds.

2. After the regulation on the entry of seed companies were made easy, large

numbers of multinational companies are entering Indian seed industry, helping

India to generate large revenues.

Threats:

1. The entry of illegal/spurious seed of different crops especially cotton in the Indian

seed market is providing threat to company as the low prices of these illegal seeds

is leading to its increased seed sales.

2. Uncertainty of monsoon leads to loss of seed company.

3. Multinational companies are trying hard to capture the massive Indian seed

market, which may prove harmful to Indian seed companies

1.5Objectivesof

Study

To assessing manpower needs for future &making plans for recruitments & selection.

To assessing skill requirement in future.

To determining training & development needs of the organization.

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To anticipating surplus or shortage of staff & avoiding unnecessary detention

or dismissal.

Chapter-2

Research methodology

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2.1RESEARCH DESIGN

Descriptive research procedure is used for describing the resent situations in the

organization and analytical research to analyze the results by using research tools.

This research includes surveys and facts finding enquires of different kinds. The

major purpose of descriptive research is that the research can only describe the state of

affairs existing at present in the organization. The main feature of this method is that the

researcher has no control over the extraneous variables called the respondents as they are

going to interview the employees of the organization in order to perform study. They can

only report what happened or what is happening. In social science and business research,

we quiet often use the terms ex-post facto research for descriptive research studies, the

researcher can discover and describe the causes for various situations but they cannot

control the situations.

TYPES OF RESEARCH:-

Descriptive research attempts to describe systematically a situation, problem,

phenomenon, service or programmed, or provides information about , say, living

condition of a community, or describes attitudes towards an issue.

Correlation research attempts to discover or establish the existence of a relationship/

interdependence between two or more aspects of a situation.

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Explanatory research attempts to clarify why and how there is a relationship

between two or more aspects of a situation or phenomenon.

Exploratory research is undertaken to explore an area where little is known or to

investigate the possibilities of undertaking a particular research study (feasibility study

/ pilot study).

2.2Sample Size and method of Selecting

Sample

Data Source : Primary & Secondary Data

Research Approach : Survey method

Research Instrument: Questionnaire

Sampling scheme : Simple random sampling

Contact method : Personal / Direct

Sample size : 114

Sample Size and method of selecting sample:-

Universe-

The sample universe is that of relevant for this project includes all the parties

to whom the product is provided by Namdhari Seeds Pvt Ltd .

Data Sources-

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Primary Questionnaire.

Secondary HR Manual, documents, surveys, case studies & text books on HR

Planning and HR Policies, Internet, Magazines, Newspaper.

There are two type for collecting data

1. Primary data

2. Secondary data

Primary data are those which are collected a fresh and for the first time &

thus happen to be original in character. Primary data is obtained by the study specially

designed to fulfill the data needs to problem hand. Such data are original in characters

generated by the way of conducting survey.

Secondary data are those which have already been collected by someone else

and which have already been passed through the statistical process. The Secondary data

consist of reality available compendices already complied statistical statements.

Secondary data consists of not only published records and reports but also unpublished

records.

Sampling technique-

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Namdhari Seeds Pvt Ltd is divided in five major departments (HR & Admin.,

Production, Ad Sales, Finance & Accounts, and SMD). We have conducted the survey

mainly in the HR department and we have covered the three hierarchy level of this

department (Top management, Middle management &executive level).

Data collection method:-

Use of questionnaire- questionnaire on HR Planning &HR Policies for different hierarchy

levels of HR department for the whole sample size irrespective of their designations.

Some HR policies are collected from HR manual, the history, background; diversification

etc. about Namdhari Seeds Pvt Ltd is collected from documents & surveys. Some

information is gathered while working on projects with different department like HR,

Marketing, Events, and Ad Sales etc.

NOTE-: As far as quality is concerned I tried best to take employees who had spent quite

some time working in Namdhari Seeds Pvt Ltd & also sample from three hierarchical

levels is taken to maintain the quality of the survey.

Communication Methods:-

1. Interacting with respondents.

2. Asking for their opinions, attitudes, motivations, characteristics.

Observation Methods:-

1. No interaction with respondents.

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2. Let them behave naturally and drawing conclusions from their

actions.

2.3 Scope of the Study

Scope of the Study:-

As with strategic planning, there is no one way to undertake human resource planning.

However, here's a model which relies on gap analysis, and attempts to link human

resource planning to overall business planning or strategic planning.

Workforce Analysis:

A key component of HR planning is understanding your workforce andplanning for projected shortages and surpluses in specific occupations and

skill sets.

Internal Scan:

Identify factors internal to the organization that may affect HR capacity to

meet organizational goals.

External Scan:

Determine the most important environmental factors expected to affect

workforce capacity, given known operational and HR priorities and emerging

issues.

Gap Analysis:

Based on an analysis of the environmental scan and operational business

goals, what are the organizations current and future HR needs?

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Priority Setting and Work Plan:

Based on the organizations priorities, environmental scan, and

HR performance related data:

1) What are the major human resources priorities; and

2) What strategies will achieve the desired outcome?

Monitoring, Evaluating, Reporting: Monitoring, evaluating, and reporting (internally and

publicly) performance results advances our capacity to measure performance, set targets,

and, most importantly, to integrate results information into decision making processes and

determine future priorities.

2.4Limitations of Study

Limitations of Study:-

All employees of Namdhari Seeds Pvt Ltd are not covered under the sample size.

It may happen that employees may not have given their honest opinion due to

some reasons.

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Chapter- 3

Review Of

literature

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Burack, Elmer H. (June 1985)

Linking Corporate Business and Human Resource Planning: Strategic Issues and

Concerns, Human Resource Planning,. PP.135-136

Gould, Richard. (1984).

Gaining a Competitive Edge Through Human Resource Strategies, Human Resource

Planning, P.31

Biles, George E and Holmberg, Stevan R., (1980).

Strategic Human Resource Planning. (Glenn Ridge, New Jersey: Thomas Horton and

DaughtersP.64

Odiorne, George S. (Nov/Dec 1984).

Human Resources Strategies for the Nineties, Personnel.

Hax, Arnolodo C. (June 1985).

A Methodology For The Development of a Human Resource Strategy, Sloan

School of Management,

Kochan, Thomas A. and Chalykoff, John. (May 1985).

Human Resource Management and Business Life Cycles: Some Preliminary

Positions." Sloan School of Management

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CHAPTER 4

Data

Analysis

&

Interpretation

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5.1 Employees are familiar with their Duties and Responsibilities assigned by the

company.

Introduction:

This question is incorporated in the questionnaire for the purpose of identifying the duties

and responsibilities of employees inNamdhari Seeds Private Limited.

Table 5.1

DIMENSIONS NO.OF RESPONDENTS PERCENTAGE

Strongly agree 59 52

Agree 46 40

Disagree 5 4

Strongly disagree 1 1

Neither agree nor disagree 3 3

TOTAL 114 100.0

Graph 5.1

DUTIES AND RESPONSIBILITIES

52

40

41

3

0

10

20

30

40

50

60

Strongly agree Agree Disagree Strongly

disagree

Neither agree

nor disagree

DIMENSIONS

NO.OF

RESPONDENTS

PERCENTAGE

Inference:

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From the above graph, it is observed that 92% of the respondents

(51.8%strongly agreed, 40.4%agreed) have accepted that they know about their duties

and responsibilities and 5% of respondents are not aware of their duties and

responsibilities.

5.2 Company provides proper Authority, Responsibility, and Accountability

to employees.

Introduction:

Every employee is assigned a job with Authority, Responsibility and Accountability. In

this question it is to identify whether these activities are performing well or not.

Table 5.2



Agree 52 46

Disagree 15 13



TOTAL 114 100

Graph 5.2

AUTHORITY,RESPONSIBILITY,ACCOUNTIBILITY

35

46

13

3 3

0

10

20

30

40

50

Strongly agree Agree Disagree Strongly disagree Neither agree nor

disagree

DIMENSIONS

NO

.OF

RESPONDENTS

PERCENTAGE

Inference:

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From the above graph, it is observed that 81% of the respondents have

accepted that they are assigned the job with authority responsibilities and

accountability to perform well. Around 16% of the respondents have not accepted the

statement.

5.3 Identified for new assignments organized by the company.

Introduction:

Employees are given new assignments basedon their consultation and by training and in

this question it is to identify whether the employees are identified for new jobs or not.

Table 5.3



Agree 50 44

Disagree 15 13



TOTAL 114 100.0

Graph 5.3

IDENTIFIED FOR NEW ASSIGNMENTS

26

44

1310

7

0

5

10

15

20

25

30

35

40

45

50


disagree

DIMENSIONS

NO.F

RESPONDENTS

PERCENTAGE

Inference:

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From the above graph, it is observed that 70% of respondents

strongly have accepted that they are identified for new assignments especially after

providing training to them. Around 23% of respondents have not accepted the

statement

5.4 Stress on employees converts into positive manner.

Introduction:

Employees face some sort of stress while performing assignments and in this question it

is to identify how stress is converted into a positive manner to complete the assignments.

Table 5.4



Agree 50 44

Disagree 12 11



TOTAL 114 100.0

Graph 5.4

CONVERT STRESS IN POSITIVE MANNER

26

44

119 10

0

5

1015

20

25

30

35

40

45

50


disagree

DIMENSIONS

NO.OF

RESPONDENTS

PERCENTAGE

Inference:

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From the above graph it is observed that 70% of respondents have

accepted that they convert stress into positive manner and 20% of the respondents

have not accepted the same.

5.5 Job rotation leads to the individual improvement.

Introduction:

Job rotation refers employee moving from one job to another job and in this it is to

identify whether job rotation leads to the individual improvement and to organizational

benefit or not.

Table 5.5



Agree 40 35

Disagree 17 15Strongly disagree 12 10


TOTAL 114 100.0

Graph 5.5

JOB IS ROTATED

31

35

15

10 9

0

5

10

15

20

25

30

35

40


disagree

DIMENSIONS

NO.OFRESP

ONDENTS

PERCENTAGE

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Inference:


accepted that their job is rotated and led to both individual improvements and

organizational benefits around 25% of respondents have not accepted the statement.

5.6. Superior identifies employees skills and potentials

Introduction:

Skills and potentials are required to perform a job effectively. This question is to identify

whether the superior identifies their skills are not and how the training is impacted.

Table 5.6



Agree 50 44

Disagree 23 20



TOTAL 114 100.0

Graph 5.6

HOD IDENTIFIES MY PRESENT SKILLSE

26

44

20

5 5

0

5

10

15

20

25

30

35

40

45

50


disagree

DIMENSIONS

NO.OF

RESPONDENTS

PERCENTAGE

Inference:

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have accepted that the concerned in charge identifies their present skills and potentials

in performing the job and training is imparted to them accordingly. Around 25% of

respondents have not accepted the statement.

5.7. Company provides new opportunities apart from regular assignments

Introduction:

New opportunities are identified based on the performance so training is required to

improve the performance and this question is to identify whether the new opportunities

are provided after training or not.

Table5.7



Agree 50 44

Disagree 22 19



TOTAL 114 100.0

Graph 5.7

PROVIDING NEW OPPORTUNITIES

29

44

19

62

05

10

15

20

25

30

35

40

45

50


disagree

DIMENSIONS

NO

.OF

RESPONDENTS

PERCENTAGE

Inference:

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accepted that the concerned in charge identifies their present skills and potentials

in performing the job and training is imparted to them accordingly. Around 25% of


5.8 Superior guides to their subordinates as and when required.

Introduction:

Decision making is critical and essential to every employee and this question is to

identify whether the employees are allowed to take decisions or not and superior

provide guidance to them or not.

Table 5.8



Agree 50 44

Disagree 14 12



TOTAL 114 100.0

Graph 5.8

SUPERIOR GUIDES ME AS AND WHEN REQUIRED

31

44

12

6 7

0

5

10

15

20

25

30

35

40

45

50


disagree

DIMENSIONS

N

O.OF

RESPONDENTS

PERCENTAGE

Inference:

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have accepted that they are asked to take decisions in job and their superior guides

them as and when required. Around 18% of respondents have not accepted the

statement.

5.9 HOD addresses grievances

Introduction:

A grievance can be defined as any discontent or dissatisfaction with any aspect of the

organization. This question is to know the grievance procedure existed in the

organization.

Table 5.9



Agree 45 39

Disagree 12 11



TOTAL 114 100.0

Graph 5.9

HOD ADDRESS GRIEVANC

26

39

11 10

14

0

5

1015

20

25

30

35

40

45


disagree

DIMENSIONS

NO.OFR

ESPONDENTS

PERCENTAGE

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Inference:


accepted that their immediate in charge or HOD addresses their grievances and gives

them feedback on the same. Around 21% of respondents have not accepted the

statement.

5.10 Organization utilizes employee services effectively and efficiently.

Introduction:

This question is to identify whether the organization utilizes their services effectively

and efficiently.

Table5.10



Agree 40 35

Disagree 19 17



TOTAL 114 100.0

Graph 5.10

ORGANIZATION UTILIZES EMPLOYEE SERVICES EFFECTIVEL

26

35

17

1210

0

5

10

15

20

25

30

35

40


disagree

DIMENSIONS

NO.OF

RESPONDENTS

PERCENTAGE

Inference:

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From the above graph, it is observed that 61% of the

respondents have accepted that the organization utilizes their services effectively

and efficiently. Around 29% of respondents have not accepted the statement.

5.11. Present job leads satisfaction to the employees.

Introduction:

Job satisfaction is required to perform a job efficiently without a job satisfaction the

employee cannot perform a job efficiently. This question is to identify whether the

employees are satisfied with their job or not.

Table 5.11



Agree 53 46

Disagree 13 11



TOTAL 114 100.0

Graph 5.11

SATISFACTION IN PERFORMING JOB

33

46

11

64

0

5

10

15

20

25

30

35

40

45

50


disagree

DIMENSIONS

NO

.OFRESPONDENTS

PERCENTAGE

Inference:

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accepted that they derive satisfaction in performing the job. Around 17% of


5.12. Seniors, colleagues and subordinates are very cooperativein the

organization

Introduction:

Co-operation of the seniors, colleagues and subordinates is required to complete the

assignments in time. This question is to identify whether they are co-operative or not.

Table 5.12



Agree 52 46

Disagree 16 14



TOTAL 114 100.0

Graph 5.12

SENIORS,COLLEAGUES AND SUBORDINATES ARE VERY COOPERATIVE

35

46

14

3 2

0

5

10

15

20

25

30

35

40

45

50


disagree

DIMENSIONS

NO.OF

RESPONDENTS

PERCENTAGE

Inference:

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have accepted that their seniors, colleagues and subordinates are very cooperative

and they work as a team. Around 17% of respondents have not accepted the

statement.

5.13. Employees are recognized and rewarded suitably by the organization .

Introduction:The employee recognition and rewarding plays an important role in

motivating the employees. So proper recognition should be given to the employees

according to their performance. This question is to identify whether they are recognized

or not.

Table5.13



Agree 40 35Disagree 22 19



TOTAL 114 100.0

Graph 5.13

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RECOGNITION AND REWARDS SUITABLY BY THE ORGANIZATI

23

35

19

11

12

0

5

1015

20

25

30

35

40

Strongly agree Agree Disagree Strongly dis agree Neither agree nor

disagree

DIMENSIONS

NO,OFR

ESPONDENTS

PERCENTAGE

Inference:From the above graph, it is observed that 58% of the respondents have accepted that

they have been recognized and rewarded suitably by the organization for their

performance as per the policy. Around 30% of respondents have not accepted thestatement.

5.14. Organization provides compensation based on qualification,

experience.

Introduction:

Compensation refers to giving an additional pay to the employees if any loss occurs. This

question is to identifying whether compensation commensurate with qualification.

Table 5.14



Agree 64 56

Disagree 17 15



TOTAL 114 100.0

Graph 5.14

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COMPENSATION COMMENSURATE WITH QUALIFICATION

24

56

15

3 2

0

10

20

30

40

50

60

Strongly agree Agree Disagree Strongly

disagree

Neither agree

nor disagree

DIMENSIONS

NO.OFRESPONDE

NTS

PERCENTAGE

Inference:


have accepted that they know that the compensation commensurate with the

qualification, experience exposure and especially with their job performance during

the period in delivering results in time. Around 18% of respondents have not accepted

the statement.

5.15. Organization provides job security to the employees.

Introduction:

Job security and social belongingness is important to any organization. Job security

refers to the protection of the job from different consequences. This question is to

identify whether they feel job security or not.

Table 5.15



Agree 55 48

Disagree 9 8



TOTAL 114 100.0

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Graph 5.15

SENSE OF JOB S ECURITY AND SENSE OF SO CIAL BELO

35

48

85 4

0

10

20

30

40

50

60

Stro n g ly ag ree A gree Dis ag re e S tro n g ly d is ag reeN eith er a g re e n o r

di sagree

DIMENSIO

NO.OF

RESPONDENTS

PERCENTA

Inference: From the above graph, it is observed that 83% of the

respondents strongly have accepted that they feel a sense of job security

and sense of social belongings in the organization. Around 13% of


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Chapter-5

Facts & Findings

Facts & Findings

1. Working environment-:

Working environment is an important factor to keep the employees engages to the

organization. Employees need different kind of working environment at different

levels. HR people must keep this factor in mind.

2. Performance appraisal-

: Appraising performance should be done in such a way that it does not threat the

employee that any point of time. Otherwise employee motivation and so employee

engagement can come down dramatically.

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3. Recognition-:

Recognition is important to keep employee motivated and committed to the

organization. Different levels of hierarchy require different kind of recognition.

4. Communication-:

Clear upwards and downwards communication is required for the employee

involvement in the organization. Communication barriers can create high amount of

dissatisfaction among the employees and some time it takes the form of rumors and

affect the organization badly.

5. Relationship-:

Interpersonal bonding is essential for getting out of the employees coaching and

mentoring system not only developed the employee but also builds a moral bonding

for better engagement.

6. Transparency-:

Transparency in the organization is required at all the levels and it actually creates a

good amount of enthusiasm especially among the middle and bottom level of

management.

7. Compensation-:

Compensation is a major factor of motivation. Monetary and non- monetary

compensation can be used wisely to motivate the employees and keep the engagement

level higher.

8. Motivation-:

Overall motivation of the employee depends on numerous factors and it is a most

important aspect of employee engagement.

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9. Learning and growing opportunities-:

this factor is especially important for the bottom and middle level of management and

it ensures long term employee organization orientation and employee commitment.

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CHAPTER 6

Conclusion

CONCLUSION

The works on the Project study was a wonderful experience in my life. The study has

been extremely useful in developing my professional skills and personality. The training

help me a lot to adapt myself to actual working environment and to work in coordination

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with the other team members. Further, the guidance, support, cooperation and

assistance provided by seniors at Namdhari Seeds Pvt Ltd helped me to better

understand the real working environment. The practical experience gained during the

short period of 45 days will go a long way in achieving my real goal and ambition in my

life.

Different hierarchal level has different responsibilities towards planning of human

resource due to various priority factors.

In Namdhari Seeds Pvt Ltd HR department has following priorities for HR

planning:

Goal oriented

Responsibility

Relationship

Working environment

Also different hierarchal levels shows different interests:

Top management-: Motivation & Learning & Growing Opportunity, job

challenges, power & authority, designation in the organization.

Middle management- growth opportunity rewards 7 achievement, non-monetary

benefits, and quality of work life, career planning & recognition.

Executive level- working conditions, growth opportunities, monetary & non-

monetary benefits & communication.

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CHAPTER 7

Recommendation and

Suggestions

RECOMMENDATION AND SUGGESTIONS

Namdhari Seeds Pvt Ltd has excellent policies for HR Planning although its needs to

focus on certain aspects which are mention in the following:

1. Human resource planning should be properly organized and a separate manpower

planning division must be created.

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2. An adequate database should be developed for human resource to facilitate

planning.

3. The quantity and quality of human resource should be stressed in a balance

manner. The emphasis should be on filling future vacancies with the right people

rather than merely matching existing people with the existing jobs.

4. The period of a human resource plan should be appropriate to the needs and

circumstances of Namdhari Seeds Pvt Ltd.

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CHAPTER 8

Appendices

APPENDICES :-

QUESTIONNAIRE

1. Do you have a program to assist employees when their personal problems may affect

their on-job productivity (e.g. alcohol or drug related, financial etc.)?

Ans. Yes_____ No_____

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2.Are you presently doing performance evaluations for all field employees on a regular

basis?

Ans. Yes_____ No_____

3. Do you communicate regularly with field employees regarding the success of thecompany, future job prospects and other issues affecting the company?

Ans. Yes_____ No_____

4.Do you have a well understood pay-for-performance compensation program?

Ans. Yes_____ No_____

5. Do you have a formal or informal orientation program for new employees?

Ans. Yes_____ No_____

6. Do you provide incentives or rewards to employees for bringing forward suggestions

or improving productivity?

Ans. Yes_____ No_____

7. Do you formally recognize field employees with 20 or 25 years service with your

organization?

Ans. Yes_____ No_____

8. Do you conduct occasional surveys of your employees, receiving formal feedback on

company policies, compensation, benefits, employee attitude, etc?

Ans. Yes_____ No_____

9. Do you conduct regular surveys of your competition to ensure your compensation

policies are competitive?

Ans. Yes_____ No_____

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10. Do you actively encourage unskilled workers to enroll in apprenticeship

programs and do you attempt to give apprentices varied work experience?

Ans. Yes_____ No_____

11. Does your company offer a pension or retirement savings plan or profit sharing planfor field employees?

Ans. Yes_____ No_____

12. When hiring field employees, do u screen workers according to skills? Do u do

reference checks on all new hires?

Ans. Yes_____ No_____

13. Do you have a formalized complain resolution process within your company?

Ans. Yes_____ No_____

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CHAPTER 9

Bibliography

BIBLIOGRAPHY

Book References:

1. Human Resource Management- G.S. Sudha

2. Human resource management . V.S.P. RAO TATA Mc Graw hill publication

3. Journal- HR Purview

Internet References:

1. www.hr.com

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2. www.citehr.com

3. www.hrps.org

4. www.google.com
http://www.citehr.com/http://www.hrps.org/http://www.google.com/http://www.citehr.com/http://www.hrps.org/http://www.google.com/

Documents

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