Training Project HR

8/18/2019 Training Project HR

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Introduction

HUMAN RESOURCH MANAGEMENT Which is one of the essential management

for eer! organi"ation since it is one of the crucial and an im#ortant thing for eer!

organi"ation and maintaining good human relation and fulfilling the $asic needs of

em#lo!ees and haing a fle%i$le management is a most crucial &o$ $ecause

'Management #eo#le is the essence of $eing a manager() It is concerned *ith an!

relation to human in the firm) Since maintaining a good human relation ma! aoid loc+

outs and stic+s from the em#lo!ees and it also maintains a ,ualit! management)

Human resource management is an ongoing- continuous #rocess of communicating

and clarif!ing &o$ res#onsi$ilities- #riorities and #erformance e%#ectations in order to

ensure mutual understanding $et*een su#erisor and em#lo!ee) Its o$&ectie is to

ma%imi"e indiidual.s #erformance and #otential *ith a ie* to attaining organi"ation

goals and enhancing oerall effectieness and #roductiit!)

An organi"ation has to $alance fairl! financial and non financial re*ards e%trinsic

a*ards effectie a*ards and intrinsic a*ards) Effectie re*ard s!stem re,uires notonl! that the a$solute leel of com#ensation #aid $! an organi"ation since *ages and

salar! is one of the most im#ortant eent in HR management )The em#lo!ees gets #a!

satisfaction of the #erceied salar! is e,ual salar! receied and actual salar! is less

than #erceied salar! the em#lo!ees is dissatisfied *ith the salar!)

This is ho* the organi"ation utili"es the human resource effectiel! that.s leads to

achiee the organi"ation goals also included *ith some of the anal!sis #art and i ho#e

the thorough reision of this $oo+ *ill gies more details a$out the organi"ation and

detail information a$out the human resource management)


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NEED FOR THE STUDY

The $asic need for the stud! is to +no* the main Human resource #ractices in

an organi"ation and ho* it is maintaining the relations in the firm itself and to +no* the

#erformance ealuation and ho* the communication is in $et*een manures and staff

on managing #erformance )To +no* ho* $est the organi"ation conducting the

#erformance reie*s to its em#lo!ees to its em#lo!ees and ho* it contri$uting to*ards

the im#roement of the em#lo!ee #erformance and to +no* the training #rograms

im#lemented in the organi"ation to deelo# the em#lo!ees and ho* it using the

man#o*er efficientl! and effectiel! from the *or+ers and ho* it as getting trained the

em#lo!ees to increase the s+ills and a$ilities for the im#roement of the com#an! and

to stud! the *elfare facilities #roide to the em#lo!ees in the firm and to stud! all the

#olicies and #rocedures *hich are im#lemented in the organi"ation and ho* the

recruitment #rocess ta+ing #lace $ecause man #o*er is one of the most essential for

eer! for eer! organi"ation


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OBJECTIVES OF STUDY

The objectives of study as follows

• To stud! the sound organi"ational structure and desira$le *or+ing relationshi#s

among all mem$ers of the organi"ation)

• To stud! ho* recruiting #rocess ta+es *ith in the organi"ation

• To stud! the t!#e of training and deelo#ment #rograms this ta+es #lace in the

organi"ation)

• To stud! s!stem of *age and salar! administration organi"ation)

• To stud! a$out the *elfare facilities #roided $! the SMARTCHEM

TECHNO/OG0 /td)


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LIIT!TIONS OF THE STUDY

The following are the limitations which are faced while carrying on the survey in the

regard welfare facilities.

• The workers were very illiterate and they were unwilling to give the information

due to fear.

• Duration of the project was only one month .therefore time was insufficient for an

in-depth study

• The personnel manager was very busy during the survey, so the data collected

was very limited.

• Some workers give basic information.

• Due to limitations of time, I obtained information from the few workers.


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INDUSTRY "ROFILE

Uses

Ammonium nitrate is #rimaril! used as a fertili"er -either directl! or com$ined

*ith #hos#hates and #otash )Where Ammonium nitrate usage is $anned -it is com$ined

*ith limestone to #roduce calcium ammonium nitrate )It is also used as a fertili"er in the

form of magnesium ammonium nitrate )

SU""LY # DE!ND

Total Euro#ean out#ut reached 1)2m tones3 in 4556- u# $! 278 on 4559 )Of this

total- 4)2m tones3 *as e%#orted )Russia is the largest #roducer- #roducing 4):7m tones3

in 4556 -as *ell as 226-455 tones3 of calcium ammonium nitrate) U+raine out#ut rose $!

498 to :12-:55 tones3)

West Euro#ean #roduction reached 2):2m tones3 in 4556- a rise of 448on 4559-

according to the international ;ertili"er Industr! Association) Calcium Ammonium nitrate

emand has fallen due to seeral factors most nota$l! the decline in

agricultural acreage *ithin Euro#e- *ith little o##ortunit! for consum#tion gro*th)


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In res#onse -#roducers continue to restructure )ecem$er 455: )

"RI$IN%

In Euro#e -Ammonium nitrate #rice are lin+ed to the #rice of urea as the t*o are

largel! interchang$le )Current #rice are at around B295 tone- $ul+ deliered

-;rance )


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COUNTRY WISE CAPACITY

COM


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SMARTCHEM PROFILE

MS Smartchem Technologies limited has $een o#erating a chemical com#le% for

the manufacture of *ea+ nitric Acid and Ammonium nitrate

The #lant is located at


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#rocess for the manufactures of thermall! sta$ili"ed lo* densit! Ammonium Nitrate) MS

UH>E GmDH of German! did the detailed engineering *as done $! their Indian

su$sidiar!- MS UH>E India /imited- Mum$ai)

/icense- $asic engineering- detailed engineering and #rocurement assistance for the

*ea+ Nitric Acid #lant are from MS #ro&ects >eelo#ment India /imited- S!ndic)

MAN


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HU!N RESOUR$E !N!%EENT

Human Resource Management is defined as the #eo#le *ho staff and manage

organi"ation) It com#rises of the functions and #rinci#les that are a##lied to retaining-

training- deelo#ing- and com#ensating the em#lo!ees in organi"ation) It is alsoa##lica$le to nonF$usiness organi"ations- such as education- healthcare- etc Human

Resource Management is defined as the set of actiities- #rograms- and functions that

are designed to ma%imi"e $oth organi"ational as *ell as em#lo!ee effectieness

GM O#erationsJ

Sr) Manager /ogisticsJ ManaSHE )Manager

WNAJ>!)Manager AN!)Manager Mech)Maint)J

Asst)Manag

>!)Manager E I Maint)J

Lr) Manager SHEJ

Lr) Man KCJ

Manager HRJ

Jr. Managers – 4

No’s

Jr. Managers- 4 No’s

Asst. Manager – Mech-Maintenance

Jr. Manager- 1

No’s( Ins)

Jr. Manager - Mech

Jr. Manager- 1

No’s( Ele)

Lab chemists

Oerators –n!mbers

( "or#erca$re)

Oerators – No’s n!mbers-

"or#er ca$re

%agging Oerators – N!mber ( &or#er

ca$re)

AcctsO''ice

Acctsno’s 1

"or#er ca$re –

Instr!mentation-

Nos’

"or#er ca$re –

Electricians – No’s

"or#er ca$re – No’

echnicians – No’s ( &or#er

ca$re)

Jr. Manager-*A

* +!est ho!se –

care ta#er – "or#erca$re – No’s ,

O''icer – tores *

$isatch

Jr. isatch Asst.r. an$ Jr. tore /eeer

Lr) Manager


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Sco#e of HRM *ithout a dou$t is ast) All the actiities of em#lo!ee- from the time of his

entr! into an organi"ation until he leaes- come under the hori"on of HRM)

The diisions included in HRM are Recruitment-


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constructie outcome) In order to em#hasi"e the im#ortance of training need

identification *e can focus on the follo*ing areas F

• To #in#oint if training *ill ma+e a difference in #roductiit! and the $ottom line)

• To decide *hat s#ecific training each em#lo!ee needs and *hat *ill im#roe his

other &o$ #erformance)

• To differentiate $et*een the need for training and organi"ational issues and $ring

a$out a match $et*een indiidual as#irations and organi"ational goals)

Identification of training needs ITNJ- if done #ro#erl!- #roides the $asis on *hich

all other training actiities can $e considered) Also re,uiring careful thought and

anal!sis- it is a #rocess that needs to $e carried out *ith sensitiit! as #eo#le.s learning

is im#ortant to them- and the re#utation of the organi"ation is also at sta+e) Identification

of training needs is im#ortant from $oth the organi"ational #oint of ie* as *ell as from

an indiidual.s #oint of ie*) ;rom an organi"ation@s #oint of ie* it is im#ortant $ecause

an organi"ation has o$&ecties that it *ants to achiee for the $enefit of all sta+eholders

or mem$ers- including o*ners- em#lo!ees- customers- su##liers- and neigh$ors) These

o$&ecties can $e achieed onl! through harnessing the a$ilities of its #eo#le- releasing

#otential and ma%imi"ing o##ortunities for deelo#ment) Therefore #eo#le must +no*

*hat the! need to learn in order to achiee organi"ational goals) Similarl! if seen from

an indiidual.s #oint of ie*- #eo#le hae as#irations- the! *ant to deelo# and in order

to learn and use ne* a$ilities- and #eo#le need a##ro#riate o##ortunities- resources-

and conditions) Therefore- to meet #eo#le.s as#irations- the organi"ation must #roide

effectie and attractie learning resources and conditions)

RESEAR! MET!ODOLOG"

MEANING O; RESEARCHF

Research as the mani#ulation of things- conce#ts of s!m$ols for the #ur#ose


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of generali"ing to e%tend- correct or erif! +no*ledge- *hether that +no*ledge aids in

construction of theor! or in the #ractice of an art()

The Research Methodolog! follo*ed for further *or+ can $e #rimaril! classified into t*o

stages namel! E%#lorator! and >escri#tie) The ste#*ise details of the research are as

follo*s

Sta&e ' I

E()lo*ato*y Study+ Since *e al*a!s lac+ a clear idea of the #ro$lems one *ill meet

during the stud!- carr!ing out an e%#lorator! stud! is #articularl! useful) It hel#ed

deelo# m! conce#ts more clearl!- esta$lish #riorities and in im#roe the final research

design) E%#lorator! stud! *ill $e carried out $! conducting

Secondar! data anal!sis *hich included stud!ing the *e$site ***))comJ

of the com#an! and also going through the arious articles #u$lished in different

sources maga"ines- $oo+s- internet- ne*s#a#ersJ on Small and Medium Scale

Enter#rises and Training and deelo#ment #rocess)

E%#erience sure!s also conduct *ith AssistantFManager Human Resources and the

General Manager and


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Desc*i)tive Study+ After carr!ing out initial E%#lorator! studies to $ring clarit! on the

su$&ect under stud!- >escri#tie stud! *ill $e carried out to +no* the actual Training and

>eelo#ment method $eing follo*ed at ) The +no*ledge of actual

training and deelo#ment #rocess is needed to document the #rocess and suggest

im#roements in the current s!stem to ma+e it more effectie) The tools used to carr!

out >escri#tie stud! included $oth monitoring and Interrogation)

Sa,)le Selectio-+ To +no* the Training and deelo#ment #rocess of the

-

for identif!ing through E%#lorator! and O$serational studies that the Assistant Manager

Human Resources- the General Manager at Head office and The Esteemed Managing

>irector of the com#an! are the right #ersons *ho #roides training to the em#lo!ees)

Resea*ch has show- s)ecific be-efits that a s,all busi-ess *eceives f*o,

t*ai-i-& a-d develo)i-& its wo*.e*s/ i-cludi-&+

2) Increased #roductiit!)

4) P PReduced em#lo!ee turnoer)

0.Increased efficienc! resulting in financial gains)

=) >ecreased need for su#erision)

IMPORTANCE OF TRAINING AND DEVELOPMENT 1

2) Training and deelo#ment is a routine $ased- nonFsto# #ractice- *hich a gro*ing

$usiness organi"ation must conduct to achiee their #roduction target)


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4) ;rom organi"ational #oint of ie* it is er! crucial to assure the ,ualit!- ,uantit!- and

effectieness etc of the #roduct $! the means of suita$le training)

7) >eelo#ment of the em#lo!ee comes hand! *ith training actiities- ma+ing them

much more ca#a$le in out #erforming arious actiities *ith high #rofessions and

accurac! $! using adance technicalmechanical tools and e,ui#ments)

=) As a management trainee I m!self come through arious as#ects li+e #erformance

a##raisal- #a!roll management- la$ors related la*s and issues etc during m! training

and deelo#ment #ro&ect)

1) Ealuating the #roductiit! of the em#lo!ees can er! *ell recogni"e ho* to distri$ute

!our *or+force) This information gathered after conducting training #rogrammed *hich

is immensel! hel#ful for the human resources manager and the *hole de#artment)

9) Training hel#s measure the #erformance of the em#lo!ees $! ealuating the training

gien and com#aring the indiidual and grou#.s latest out#ut *ith the out#ut gien

$efore training #rogrammed)

LIIT!TIONS+

The #ro&ect is a collection of stud!- o$seration- and #ractical e%#erience during m!

summer internshi# #rogrammed *here i *as a mem$er of the team *or+ing in the

training and deelo#ment of em#lo!ees I tried to #erform this #ro&ect in $est #ossi$le

manner to aoid an! lacuna or lac+ness) In s#ite of all m! efforts In this regard $ut due


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to the far stretching actiities conducted at Reliance Communications- m! #ro&ect lac+ in

some of the follo*ing heads

Where there is a chance of further ela$orating stud! on the same su$&ect)

2) Some information $eing er! sensitie as far as organi"ation is concerned is left

untouched and not mentioned in an! *a!)

4) To#Fleel strategic t!#e of decisions and information too are not ta+en under stud! to

aoid an! faor to the $usiness counter #arts)

7) M! #ro&ect does not concerned a$out the designing and #lanning of training actiities

*hich forms a crucial and ma&or #art of this field hence a full fledge stud! can $e done

in this area)

=) The data #resented here is ta+en $! #re#ared ,uestionnaire o#en ended and closed

endedJ and information and feed$ac+ receied from the management)

1) No research has $een conducted on this to#ic for the #ur#ose of this #ro&ect thus

holds a com#lete field research and deelo#ment)

9) >ue to Time Constraints- I *as not a$le to touch all as#ects of training and

deelo#ment)

6) >ue to securit! reasons- I could not attend the training conducted *hich *ould gie

me a #ractical e%#erience)

RE0IE1 OF LITER!TURE

When the candidates are recruited from outside or selected- #romoted from inside- it is

e%#ected that the! must #erform their &o$s *ith ma%imum efficienc! and com#etence)


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Therefore after selecting the candidates- the ne%t logical ste# is to train them for $etter

#erformance) Era of ocational training started during industrial reolution- *hich too+

#lace in Dritain in 2:th centur!) The a##renticeQs *or+ing n different factories use to get

ocational training in the form of direct instructions in the o#eration of machines) There

after s#eciall! *hen use of com#uters- automatic machines increased and $ecause of

ra#idl! changing techni,ues the need of training is recogni"ed as one of the most

im#ortant organi"ational actiities)

Training is re,uired to $e gien to em#lo!ees to +ee# them u#dated effectie and

efficient) At #resent- it is o$sered that all organi"ations- of *hateer t!#es the! ma! $e-

need to hae *ell trained e%#erienced and s+illed #eo#le to #erform arious actiities) If

current &o$ occu#ants meet this re,uirement- in that case- training is not im#ortant $ut if

it is not the case- it is er! essential to raise the s+ill leels- increase the ersatilit! and

ada#ta$ilit! of the &o$ occu#ants $! giing them necessar! and a##ro#riate training

Needs !ssess,e-t+ Needs assessment diagnoses #resent and future challenges to

$e met through training and deelo#ment Needs assessment occurs at t*o leelsF

Grou# and indiidual

An Indiidual o$iousl! needs training *hen her or his #erformance falls short of

standards i)e) *hen there is #erformance deficienc!

Assessment of training needs occurs at the grou# leel too) An! change in the

organi"ationQs strateg! necessitates training of grou# of em#lo!ees)

T*ai-i-& Objectives+

To *aise the )*oductivity+

Increased human #erformance often directl! leads to increased o#erational #roductiit!

and increased com#an! #rofit)


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To i,)*ove 2uality i- wo*.+ Im#roement in ,ualit! ma! $e in relation to com#an!Qs

#roduct serice)

To i,)*ove health a-d safety+


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2) Immediate su#erisors-

45 CoF*or+er-

65 Mem$ers of the #ersonnel staff-

75 Socialists in other #arts of the com#an!-

85 Outside consultants-

95 Industr! associations-

:5 ;acult! mem$ers at uniersities)

/arge organi"ations generall! maintain their o*n training de#artments *hose staff

conducts the #rogrammers)

TR!ININ% ETHODS

O-;the;job t*ai-i-&+ Almost eer! em#lo!ee- from the cler+ to com#an! #resident gets

some onFtheF&o$ training(- *hen he &oins a firm) Under this method- an em#lo!ee is#laced in a ne* &o$ and is told ho* it ma! $e #erformed) It is #rimaril! concerned *ith

deelo#ing is an em#lo!ee s+ills and ha$its consistent *ith the e%isting #ractices of an

organi"ation- and *ith orienting him to his immediate #ro$lems)

0estibule t*ai-i-&


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o#eration- testers - t!#ists etc) Training is in the form of lectures- conferences- case

studies- roleF#la!ing and discussion)

De,o-st*atio-s a-d e(a,)les+ In the demonstration techni,ues- the trainer descri$es

and dis#la!s) When he teaches an em#lo!ee ho* to do something $! actuall!

#erforming actiities himself and $! going through a ste#F$!Fe%#lanation of *h!( and

*hat( he is doing) >emonstrations are effectie techni,ues in teaching as it is easier to

sho* a #erson ho* to do a &o$ then to tell him or as+ him to gather instruction from the

reading material) >emonstrations are often used in com$ination *ith lectures- #ictures-

te%t materials- discussions etc)

Si,ulatio-+ Simulation is techni,ue *hich du#licates the actual condition encountered

on a &o$) Trainees Qinterest and em#lo!ees@ motiation are high in simulation e%ercises

$ecause he actions of a trainee closel! du#licate the real &o$( conditions) This method

is essential in cases in *hich actual onFtheF&o$ #ractice might result in a serious in&ur!-

costl! errors) This techni,ue is a er! e%#ensie one)

!))*e-ticeshi)+ A##renticeshi# training is the oldest and most commonl! used

methods) It is training in crafts- trades and in technical areas) A ma&or #art of training

time is s#ent onFtheF&o$ #roduction *or+

$lass*oo, t*ai-i-&+

a= Lectu*es+ Sim#lest *a! of im#arting +no*ledge to trainees is $! lecture) Conce#ts or

#rinci#les- attitude- method can $e useful *hen large grou# are to $e taught) The

lecture method can $e useful *hen large grou#s are to $e trained *ithin a short time-

thus reducing the cost #er trainee)


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b= The $o-fe*e-ce ethod+ In this techni,ue- the #artici#ating indiiduals confer to

discuss #oints of common interest to each other) Conference is a formal meeting-

conducted according to organi"ed #lan)

c= Se,i-a* o* tea, discussio-+ There are different methods of conducting seminar) It

ma! $e $ased on #a#er #re#ared $! one or more trainees on the su$&ect in consulting

*ith the #erson in charge of the seminar)

d= $ase studies+ The #erson in charge of training ma+e out a case #roides necessar!

e%#lanations- initiates the discussion going) When the trainees are gien cases to

anal!"e) The! are as+ed to identif! the #ro$lem and recommend tentatie solutions)

e= Role "layi-&+ in role #la!ing- trainees act out a gien role as the! *ould in a stage

#la!) It $asicall! inoles em#lo!eeFem#lo!er relationshi#s hiring- firing- interie*s

disci#lining etc)

f= "*o&*a,,ed i-st*uctio- ,ethod+ A #rogrammed instruction inoles $rea+ing

information do*n into meaningful units and then arranging these in a #ro#er *a! to form

a logical and se,uential learning #rogrammed or #ac+age)

&= T;&*ou) t*ai-i-&+ This com#rises of AudioFisual aids and #lanned reading

#rogrammers)

TRAINING


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TRAINING SCHE>U/E IN SMARTCHEM

2)SUDLECT

I>ENTI;IE>


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Norms Officers at WNA #lant

Manager F SHE KC

9)Safe ealuate o#erator #ersonal at engineeringde#t e%ternal

#ersonal at AN #lant

6)failure anal!sis re#ort Sr) Manager F Mfg engg

incharges electrical- mech- e%ternal

insru- de#t

:)fire fighting 7 e#m from each de#t e%ternal

)inter #ersonal relation 25 Officers internal

25 *or+ers

>EE/O


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$ONDU$TIN% ! TR!ININ% "RO%R!E

No*Fda!s- training #rograms are gaining im#ortance $ecause the! hel# to sole arious

#ro$lems- *hich out of the introduction- of ne* lines of #roduction- seere com#etition-

changes in design and techni,ue of #roduction- change in the olume of $usiness- etc)

Training #rograms enhance oerall organi"ational efficienc! and effectieness) Training

has $ecome a er! significant management tool for $ringing a$out desired changes in

order to sole organi"ational #ro$lems and also to achiee organi"ational goals)

Therefore to $e er! effectie- the training function is re,uired to $e organi"ed #ro#erl!

and s!stematicall!)

Instr!ction

al

Ob7ecti6es

e6elome

nt o'

8riteria


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• To $uild a ro$ust innoatie $usiness team that constantl! searches

for gro*th and im#roement in all as#ects of $usiness

• To cascade com#an! targets do*n to indiidual leels so that

indiidual efforts are in line *ith at com#an! o$&ecties

• To re*ard in a $alanced manner- Efforts( and Results(- ?e!

Results( and Routine Res#onsi$ilities(- /ong term( and Short term(

• To $ring a$out as much o$&ectiit! as #ossi$le in the #erformance

a##raisal s!stem and there$! allot #erformance A*ards in a fair

manner)

• To encourage initiatie- leadershi#- team*or+- drie and #ersistence

in indiiduals to reach #redetermined goals

• To ma+e *or+ing life interesting- challenging and fun)

DASIS

This ee#a+ ;ertili"ers and


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these #eo#le) Decause the com#an! Smart chem)Technolog! ltdJ) Has

#roided the all facilities to the all em#lo!ees *ith out an! dela!) And this

is the old com#an! $e maintain good relations)

>ISCI


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In this Smartchem technolog! ltd)there is no a s#ecific standing order

administration) The ISCIUCTS IN THE ORGANIATION

Since the com#an! didn@t face an! misconduct $ecause all the

em#lo!er and em#lo!ee are disci#line and s+illed *or+er and the! has

$een *or+ing from the starting of the com#an! and the! maintaining a

good relation $et*een themseles) So that still no* there is no there

t!#e of accident in the com#an! SmartchemJ

S0STEM O;


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In this organi"ation has there committees

2) Wor+ers committee

4) Safet! committee

7) Canteen management committee

=) Welfare committee

1)


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7) CANTEEN COMMITTEE

The Management of the Smart chem technolog! ltd)#roide the a

good canteen s#ecialties to their *or+ers) So that the com#an! is

er! large to see the all the actiities *ith in the com#an! so that for

loo+ing- these canteen s#ecialties the management


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A grieance is a sign of em#lo!ee@s discontent *ith &o$- and its

nature) When the organi"ation fails to satisf! the em#lo!ee needs- he

deelo#s a feeling of discontent or dies satisfaction) Grieance is

caused due to the different $et*een the em#lo!ee e%#ectation and

Management >ER S0STEM


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Ste# ladder s!stem means if an! #ro$lem ta+e #lace *or+ers

their there consult *ith the su#erisor after in charges- and then in

charges- consult the la$or *elfare and #ersonal officer)

In this organi"ation Smartchem the Management is follo*ing

a$oe $oth li+e o#en *indo* s!stem- ste# ladder s!stem to redress

the grieance in the organi"ation) Dased on the situation the

Management #ersonal Administration)

CAUSE> O; GRIEENCE

The cause of grieance em#lo!ee include-

2) >emand for indiidual *age ad&ustments

4) Com#lain a$out the incentie s!stem

7) /a!Foff

=) E UNIONS

Trade unions are an association of em#lo!ee) In eer! the trade union

is an im#ortant of industrial relations) Where the em#lo!ee association is

an that com#an! em#lo!ee *ill receie the all t!#es of actiities from the

Management or em#lo!ee *here the em#lo!ee Association are not

there in that also the! *ill get all t!#es of the actiities) Dut the Smart

chem) technolog! ltd)has the ONE union)


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2) Smart chem) em#lo!ee union FSEU

Eer! t*o !ear the trade union elections going on to elect the correct

union leader for sole their #ro$lems) Dut Smartchem Technolog! ltd

Com#an! unions neer raise create #ro$lems $ecause the Smart chem

technolog! ltd) #roide all the *elfare or some other s#ecialties to the

,ualified or normal *or+ers *ithout rest ruction

TRA>E UNION ACTIITIES

Their main trade union actiities are #rotected and #romote the

interest of the *or+ers and conditions of their em#lo!ment)

2) Achieing higher *ages and $etter *or+ing and liing conditions for

the mem$ers

4) Ac,uiring the control of industr! $! *or+ers)

7) Welfare measures for im#roing the morale of the *or+ers)etc)

CO//ECTIE DARGAINING

Collectie $argaining is o##osite of indiidual $argaining- *hich ta+es #lace

$et*een organi"ed grou#s of em#lo!ees *ith either a single em#lo!er or


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multi#le- em#lo!er collectie $argaining is a techni,ues used for

com#romising the conflicting interests of em#lo!ees and em#lo!er)

MEANING

Collectie $argaining is em#lo!ees $argain collectiel! *ith em#lo!er)

The Smart chem) technolog! ltd)com#an! has follo*ed the collectie

$argaining #rocess in the organi"ation) The Smart chem) technolog!

ltd)has a se#arate de#artment is there to sole the #ro$lems or collectie

$argaining *ith em#lo!er) In the Smart chem) technolog! ltd)*or+ers *ill

collectie $argaining *ith their unions *ith em#lo!er) In the de#artment

head *ill ta+e the all t!#es of #ro$lems and to intimate the $argaining

things a notice to the management)

RO/E O; HRM >E


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The collectie $argaining #rocess the HRM role is *ill ta+e situation) In

this the HRM ISis#utes $et*een em#lo!ees and em#lo!er ta+e #lace due to conflict

of interest $et*een ca#ital and la$or) Mainl! the industrial dis#ute is an!

difference $et*een em#lo!er and a grou# of or all em#lo!ees)

MEANING

According to industrial dis#utes ActF2=6 Industrial dis#utesF4+J Mean

an! dis#utes or difference $et*een em#lo!ers and em#lo!ees or *or+men

and *or+men *hich is connected *ith the em#lo!ment or nonFem#lo!ment

or the terms of em#lo!ment)

The! are er! negligi$le industrial dis#utes in Smartchem technolog! ltd)

Management@s tries to sole the #ro$lems at leel onl!) In Smartchem

technolog! ltd industrial dis#utes are er! race- $ecause the com#an!

maintains good relation in the Smartchem industr!)


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IN>USTRIA/ >IS actF2=6) The com#an!

follo*ing due to rise the #ro$lems *here it rises in the de#artment *ise in

the com#an!) The! sole #ro$lems *ith in the #ermission onl!)

MAINTAINANCE

• Em#lo!ee *elfare and social securit!

• Welfare #olic! and administration


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Smartchem technolog! ltd)is one of the Indian com#an!- It is #roide the

all *elfare facilities and as *ell as the! are #roiding non statutor!

*elfare #roision to their em#lo!ee and em#lo!ers the! are #roiding to

the contract la$or also)

In the Smartchem technolog! ltd)the *elfare officer loo+s the all *elfare

actiities under the #ersonal and administration


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The em#lo!ee has to remit $! 21 th of eer! month of the contri$ution and

other changes at the follo*ing rates

The follo*ing adances are aaila$le to *ithdra*al contri$ution of the

mem$ers)

;ORMS

The em#lo!er and the em#lo!ee hae to ferniest arious firms to

#roident fund office onl! for different #ur#osed some of them are as

follo*s)

;OR THE USE O; EM


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;ormF >etail of em#lo!er enrolled on the date of a##lication of the

Scheme

;ormF1A O*nershi# of esta$lishment)

;ormF1 To intimate the details of em#lo!ees &oining #roident

;und

;ormF25 >etail of em#lo!ee leaing

;ormF24A Statement of dues and remittance to*ards #roident

;und

;ormF7A Consolidated annual contri$ution statement

;ormF9A Consolidated annual contri$ution statement

;ormF4 ;or giing nomination for


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$! nominee

;ormF25C To claim assurance $enefit under the E>/IF269

SETT/EMENTS

UN>ER


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E)


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So far all the actiities and #rocess *or+ing under the #ersonal

administration

2)


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2) >irector

4) General manager

7) Senior manager

=) >!) ManagerHRA>MINJ

EM


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V) U#on retirement on normal retirement date after com#letion of 1

0ears serice or if the same is e%tend on such date or u#on

death of the mem$er- *hile in the mem$er $ecoming disa$led

due to accident or disease

SA;ET0

SA;ET0 ENTS

In Smartchem technolog! ltd there is no an! accidents during their *or+ing

$ecause the safet! officer loo+ the all safet! facilities to the $oth the

em#lo!ees and contract *or+ers) The! strictl! follo*ing safet! measures

li+e gro*s- shoes- glasses- mas+s- etc

The! are strictl! follo*ing the safet! measures in the com#an!)


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SA;ET0


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of serice officers shall $e such as ma! #rescri$e $! the state goernment

the! are follo*ing according to this section)

According to factories actF2=:- *here in the 2555 or more *or+ers or

*or+ing the management has to maintain one safet! officer) Dut the

Smartchem technolog! ltd has maintain t*o safet! officers for loo+ after the

safet! measures in the Smartchem technolog! ltd)

As #art of safet! the! are su##l!ing three #air of dress- one #air of shoes

and helmet and also giing safet! $elts *hen eer! re,uiring the!

conducting safet! meetings eer! three months for ta+ing free suggestion

and im#lementation and reie* leel of im#lementation suggested

#reiousl!)

SA;ET0 ;UNCTION

OUT


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7) Conducting safet! committee meeting

=)


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Dased on the em#lo!er- su#erision- contract la$ors- /eaes in a month

or in a !ear the! are alread! noticed to those *or+ers- the! leae some of

the leaes those are comes under ne%t month or ne%t !ear according to

their com#an! rules and #rocedure the! are follo*ing

>I;;ERENT T0


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the! +no* *ell a$out attendants of the *or+ers) The rotation ta+es #lace

for eer! da!s and shift timings are as follo*s)

SHI;T TIMINGS A shift 955 am to 455#m

D shift 455 #m to 2555 #m

C shift 2555 #m to 955 amGeneral

shift :75 am to 175 #m

These are the shift of Smartchem technolog! ltd

WOR?ING HOURS AN> OERTIME

The Smartchem technolog! ltd com#an! *or+s round the cloc+ in a da!

there is no ,uestion of sto##ing of the #roduction) the re,uirement of

an!thing to the em#lo!ee is #roiding $! the management ) The *or+ing

hours of the em#lo!ee is : hours in a da!)

Oertime *ill $e #aid dou$le of *ages of *or+er)

>ATA ANA/0SIS AN> INTER


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Doth 67 678Total 255 2558

INTER


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Res#ondents Res#ondentsE 45 458TEAM WOR? 75 758MRT S?I//S 75 758

TOTA/ 255 2558

INE99EAION:

0. 9AININ+ 9O+9AM ON INE9 E9ONAL 9ELAION


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=) SATIS;IE> WITH THE >AHRA E> D0 SMARTCHEM


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INTERA and HRA #roided $! Smartchem

ltd) Decause the organi"ation *ill not gie a e,ual >A and HRA for each

and eer! em#lo!ee)

=) THE ORGANIATION


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INTER


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INE99EAION:

It can $e seen from the ta$le and diagram im#lies that 958 of res#ondents felt that

the organi"ation assessing the #erformance of the em#lo!ees

9) EM)


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INTER


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The Smartchem technolog! ltd strictl! follo*s human resource #olicies

and #rocedures) This factor! recruit the candidates $ased on e%#erience

candidates) The com#an! #roided arious *elfare facilities to all the

em#lo!ees) These organi"ations maintain the #ro#er disci#line to*ards the

mem$ers)

The organi"ation maintains good human relations $et*een the

em#lo!ees- *or+ers and management efficientl!)

;IN>INGS

2) ;rom the a$oe stud! *e can find the #rocedure of HRM e%ist in the

Smartchem technolog! ltd

4) A*areness of HRM #olicies #rocedure follo*ed $! Smartchem

technolog! ltd is +no*n to ma%imum no) of em#lo!ees)

7) The organi"ation recruits the candidates on the $asis of e%#erienced

candidates)

=) The organi"ation assess the #erformance of em#lo!ee shortl!


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1) The organi"ation #roides e%cellent *elfare facilities

9) The Smartchem technolog! ltd #roides retirement $enefits to

em#lo!ee

6) Em#lo!ee regularl! #artici#ate in committee meetings

SUGGESTION

2) Should ado#t ne* recruitment selection #rocedure

4) The organi"ation giing an o##ortunit! for em#lo!ees to #artici#ate in

decision ma+ing) And the decision should $e ado#t

7) Ne* medical facilities are #roided to *or+ers famil! mem$ers- this

increase the lo!alt! of the *or+ers to the factor!

=) The! should #roide trans#ort facilities to the *or+ers liing at nearl!

illagers or #laces

CONC/USION

The organi"ation utili"ed human resources are effectiel! that leads to

achieement of organi"ational goals) The organi"ation recruits e%#erienced

candidates for im#roement of #roduction) It maintain relations in anIndustr! the training actiities underta+en $! management hae occu#ied

an im#ortant #lace


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The management can $e $uiltFu# a sta$le la$or forces can $e easil!

reduces the la$or turnoer) These *ill $e earn good *ill and enhance the

#u$lic image of industr!)

The prosperity of the industry is the development of the country4.

>I>LIO%R!"HY

*550505Satya-a*aya-a %e-e*al a-a&e* of Smartchem technolog! ltd

Mr)>)Sudarsana Rao #ersonalAdministration management of Smartchem

technolog! ltd%. 'a)ing performance "or) e*ectively+ $ ,ilip Tom+ 'c-ra" ill /oo)

Company+ England+ %01(.

&. rinciples and procedures in evaluating performance+ 2o,n C. 3lanagan+

4olume$ &1.


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(. ublic ersonal Administration+ S 5 -oel+ Sterling ublis,ers vt. 5td.+ Ne"

6el,i.

7. Training 8 6evelopment+ A /etter "ay+ !obert ayden+ 4olume 9&.

9. !esearc, 'et,odology 'et,ods and Tec,ni:ues+ ;ot,ari C. !.+ Ne" Age International

ublications

1. As"at,appa> ;.> uman !esource ersonal 'anagement

We$ sites

***)google)com

***)cirehr)com

***)hr #ractices)com
http://www.google.com/http://www.cirehr.com/http://www.hr/http://www.google.com/http://www.cirehr.com/http://www.hr/

Documents

Training Project HR