its very much needed and helpful

1. Literature review
A literature review is a body of text that aims to review the critical points of current knowledge
including substantive findings as well as theoretical and methodological contributions to a
particular topic. In this report as I am dealing with the HR policies practiced by Zeal Knitwear I
have discussed the topics given below:
History of Human Resource Management
The history of Human Resource Management (HRM) begins around the end of the 19th century,
when welfare officers (sometimes called ‘welfare secretaries’) came into being. They were
women and involved with the protection of women and girls. Their creation was a reaction to
the:
 Harshness of industrial conditions
 Pressures arising from the extension of the franchise
 Influence of trade unions and the labor movement
 Campaigning of enlightened employers, often Quakers, for what was called ‘industrial
betterment’
As the role grew there was some tension between the aim of moral protection of women and
children and the need for higher output.
20th century developments
The First World War accelerated change in the development of personnel management. Women
were recruited in large numbers to fill the gaps left by men going to fight. This meant reaching
agreement with trade unions (often after bitter disputes) about ‘dilution’– accepting unskilled
women into craftsmen’s jobs and changing manning levels.
During the 1920s, jobs with the titles of ‘Labor Manager’ or ‘Employment Manager’ were
introduced to the engineering industry and other industries where there were large factories. The
role involved handling absence, recruitment, dismissal and queries over bonuses. Employers’

2. federations, particularly in engineering and shipbuilding, negotiated national pay rates with the
unions, but there were local and district variations and there was plenty of scope for disputes.
During the 1930s, the economy was beginning to pick up. Big corporations in these newer
sectors saw value in improving employee benefits as a way of recruiting, retaining and
motivating employees. But older industries such as textiles, mining and shipbuilding were hit by
the worldwide recession. These sectors did not adopt new techniques, seeing no need to do so
because they had no difficulty in recruiting labor.
The Second World War brought about welfare and personnel work on a full-time basis at all
establishments producing war materials. The Ministry of Labor and National Service insisted on
it, just as the Government had insisted on welfare workers in munitions factories in the previous
conflict. The Government saw specialist personnel management as part of the drive for greater
efficiency. As a result, the number of people in the personnel function grew substantially; there
were around 5,300 in 1943.
Reaping the rewards of HR
By 1945, employment management and welfare work had become integrated under the broad
term ‘personnel management’. Experience of the war had shown that output and productivity
could be influenced by employment policies. The role of the personnel function in wartime had
been largely that of implementing the rules demanded by large-scale, state-governed production.
As a result, the image of an emerging profession was very much a bureaucratic one.
Following the development of poor industrial relations during the 1960s, a Royal Commission
under Lord Donovan was set up. Reporting in 1968, it was critical of both employers and unions;
personnel managers were criticized for lacking negotiation skills and failing to plan industrial
relations strategies. At least in part, Donovan suggested, these deficiencies were a consequence
of management’s failure to give personnel management sufficiently high priority.
In the 1960s and 1970s employment started to develop significantly. At the same time personnel
techniques developed using theories from the social sciences about motivation and
organizational behavior. Selection testing became more widely used and management training

3. expanded. During the 1970s, specialism started to develop with reward and resourcing, for
example, being addressed as separate issues.
Around the mid-80s, the term ‘Human Resource Management’ arrived from the USA. The term
‘Human Resources’ is an interesting one; it seemed to suggest that employees were an asset or
resource-like machines, but at the same time HR also appeared to emphasize employee
commitment and motivation. At Consensus HR, we always emphasize to clients the importance
of making the most of one of your most important business assets and resources: your people.
In today’s HR world we ensure that we cover a number of specialist disciplines, including:
 Diversity (plus other aspects of employment law)
 Reward (including compensation, benefits, pensions)
 Resourcing (such as recruitment, disciplinary and redundancy processes)
 Employee relations (including performance and absence management)
 Organization development and design
 Learning and development
 Correcting systems, policies & procedures
Definition of Human ResourceManagement
The human Resource deals with management of people within the organization. There are a
number of responsibilities that come this title. First of all, the department is responsible for
hiring members of staff; this will involve attracting employees, keeping them in their positions
and ensuring that they perform to expectation. Besides, the Human Resource Management also
clarifies and sets day to day goals for the organization. It is responsible for organization of
people in the entire company and plans for future ventures and objectives involving people in the
company. (Handy, 1999) Research has shown that the human aspect of resources within an
organization contributes approximately eighty percent of the organization’s value. This implies
that if people are not managed properly, the organization faces a serious chance of falling apart.
The Human Resource Management main objective is to bring out the best in their employees and
thus contribute to the success of the company.

4. Staffing
Recruitment
Selection
HRM Training & DevelopmentMaintenance
Motivation, Employment,
Pay Benefits etc.
Figure: Aspects of HRM

5. Definition of Recruitment
Recruitment is the process of searching the candidates for employment and stimulating them to
apply for jobs in the organization.
Recruitment Process
The recruitment and selection is the major function of the Human Resource Department and
recruitment process is the first step towards creating the competitive strength and the strategic
advantage for the organizations. Recruitment process involves a systematic procedure from
sourcing the candidates to arranging and conducting the interviews and requires many resources
and time. A general recruitment process is as follows:
i. Identify Vacancies.
ii. Prepare job description and person specification.
iii. Advertising the vacancy.
iv. Managing the response.
v. Short-listing.
vi. Arrange interviews.
vii. Conducting interview and decision making.
The recruitment process is immediately followed by the selection process i.e. the final
interviews and the decision making, conveying the decision and the appointment formalities.
Sources of Recruitment
Every Organization has the option of choosing the candidates for is recruitment processes from
two kinds of sources: internal and external sources. The sources within the organization itself
(like transfer of employees from one department too other, promotions) to fill a position are
known as the internal sources of recruitment. Recruitment candidates from all the other sources
(like outsourcing agencies etc.) are known as the external sources of recruitment.

6. Definition of Selection
The selection process is a series of specific steps used to which recruits should be hired. The
process begins when recruits apply for employment and ends with the hiring decision.
According to Dale Yoder,” selection is the process by which candidates for employment are
divided into two classes those who will be offered for employment and those who will not.”
Sources of Recruitment
Internal
• Transfers
• Promotions
• Upgrading
• Demotion
• Retired employees
• Retrenched employees
• Dependents and relatives of
deceased employees
External
 Pressadvertisement
 Educational
Institutions
 Placements
 agencies/outsourcing
 Employment
exchange
 Labor contractors
 Unsolicited
applicants
 Employee referrals
 Recruitmentat
factorygate

7. The selection process typically consists of eight steps:
Definition of Training
Training consists of planned programs designed to improve performance at the individual,
group and organization or organization levels. Improved performance in turn implies that there
have been measurable changes in knowledge, skills, attitude and social behavior. According to
Griffin, “Training usually refers to the teaching operational or technical employee how to do the
job for which they are hired.
According to Clinton O. Longenecker ,‘‘Training leads to better performance; ineffective
training creates problems; training must be a managerial priority; managers must create a system
for training that is tied to actions that ensure effective outcomes and educating workers to see the
big picture is paramount’’ (Longenecker and Fink, 2005). He mentioned that in all the
organizations, the people in charge of the employees is very keen to make training available to
their people and make it an absolute necessity. By doing so, the company can achieve great
results and thus gain competitive advantage over the rival firms.
Step-1
Initial screening interview
interview
Initial screening
interview
Step- 2
Completing application
Step- 3
Employment test
Step- 4
Conditional job offer
Step- 5
Background investigation
Step- 6
Comprehensive interview
Step- 7
Medical and Physical Interview
Step- 8
Permanent Job Offer
Figure: Selection process

8. There is no doubt that managers at all levels of organizations around the world are under
increasing pressure to produce better results sooner rather than later. In this rush to increase
performance, many business leaders and their organizations frequently overlook the competitive
advantage to be gained by properly training and educating their workforces that they need to
compete in a global economy .And because of downsizing the importance of effective training is
increasing every day. As the recession has damaged almost all the country’s economy in the
world the companies are looking to have fewer but efficient employees. The explosion of
technology in the workplace, empowerment, work teams, tight labor markets and often times, the
lack of high quality graduates are ready to fill entry-level positions. Thus proving the fact that
training can come to use in a very crucial manner. Yet the high level managers have to go
through a lot of hurdles to keep the training programs active.
Conceptually, it is assumed that training by developing employee skills and knowledge enhances
business performance (Kitching, 1998; Kerr and McDougall, 1999; Patton et al., 2000).
However, several empirical studies have shown that the relationship between training and small
firm performance remains debatable (Birley and Westhead, 1990; Wynarczyk et al., 1993; Cosh
et al., 1998; Storey, 2004).
Figure: Training Approach
Training Approach
Off the job trainingOn the job training

9. On- the-Job Training
The most widely used methods of training take place on the job. This can be attributed to the
simplicity of such methods and the impressions that try are less costly to operate. On- the-job
training places the employee in an actual work situation and makes them appear to be
immediately productive. It is learning by doing.
One of the drawbacks to on the job training can be low productivity while the employees develop
their skills.
Off- the- Job Training
Off-the-Job training cover a number of techniques classroom lectures, films demonstrations.
Case studies simulation exercises and programmed instruction. The facilities needs for each
on these techniques very for small makeshift classroom to an elaborate development center
with large lecture halls, supplemented by small conference rooms with sophisticated
audiovisual equipment, to many mirrors and all the fields.
3.4 Job Evaluation
Job evaluation is the process of systematically determining a relative internal value of a job in an
organization. In all cases the idea is to evaluate the job, not the person doing it. Job evaluation is the
process of determining the worth of one job in relation to that of the established.
Evaluation Types
 Job ranking is the simplest form, basically one just orders the jobs according to
perceived seniority. This is easy to do in a small organization, but gets more and more
difficult as different jobs exist within the company.
 Pair comparison introduces more rigors by comparing jobs in pairs, but really it’s a more
structured way of building a basic rank order.
 Benchmarking or slotting sets up certain jobs that are analyzed in detail. These are
then used for comparison to slot jobs against these benchmarks.
 Job matching allocates benchmarks too, but when a position is matched the elements of
the job that differ are re-evaluated. Usually this evaluation will be done with a Point
Factor Analysis (PFA) or classification system.
3.5 Definition of Job Analysis

10. Job Analysis is a process to identify and determine in detail the particular job duties and
requirements and the relative importance of these duties for a given job. Job Analysis is
a process where judgments are made about data collected on a job.
The Job; not the person an important concept of job analysis is that the analysis is conducted of
the job, not the person. While job analysis data may be collected from incumbents through
interviews or questionnaires, the product of the analysis is a description or specifications of the
job, not a description of the person.
Job Analysis Methods
Common methods of job analysis include the following:
Observation
A trained observer observes a worker, recording what the worker does, how the work is done,
and how long it takes. There are two types of observation (1) continuous observation involves
observing a job over a given period of time. (2) Sampling involves observing several
incumbents over random, relatively short periods of time. Observation is a simple and frequently
used method of job analysis.
Interview
A trained job analysis interviews a job incumbent, usually utilizing a standardized format.
Sometimes more than one worker is interviewed, and the results are aggregated. Another
variation i is the group interview, where several incumbents are interviewed at the same time.
Critical Incident
Behaviorally based critical incidents are used to describe work, and a job analysis determines the
degree of each behavior that is present or absent in the job.
Dairy

11. The job incumbents records activities and tasks in a log as they are performed.
Checklist
A worker or supervisor check items on a standardized task inventory that apply to the job.
Checklist may be custom- made purchased from an outside vendor.
Questionnaire
There are two types of questionnaire: The structured questionnaire uses a standardized list of
work activities, called a task inventory, which job incumbents or supervisors may identify as
related to the job. In addition, the respondent may also identify additional information such as
how much time is spent on the task, the amount of supervision required, and/or the expertise is
required. The open-ended questionnaire asks the job incumbent to describe the work in his or her
own words.
Technical Conference
Several experts (often called “subject matter experts”) on the job collaborate to provide
information about the work performed. A job analyst facilitates the process and prepares the job
description based on the consensus of the technical experts.
In certain applications, two or more methods may be combined. An example is the observation-
interview.
Human ResourceInformation System (HRIS)
A system which seeks to merge the activities associated with Human Resource Management
(HRM) and Information Technology (IT) into one common database through the use of
Enterprise Resource Planning (ERP) software. The goal of HRIS is to merge the different
parts of Human Resources, including payroll, labor productivity, and benefit management into
a less capital- intensive system than the mainframes used to manage activities in the past. Also
called Human Resource Management System (HRMS).
Currently Human Resource Information Systems Compass:
i. Payroll
ii. Work Time
iii. Benefits Administration
iv. Recruiting

12. v. Training
vi. Performance Record
vii. Employee Self- Service
HR planning and forecasting
In simple words, HR or human Resource management is managing all the people of the
organization in such a way that a bridge could be maintained between top level-mid level and
lower levels of an organization.
According to Mr. Jack Welch, “Every person who leaves goes on to represent your company.
They can either bad-mouth or praise.”
Organization needs employee or worker to accomplish its mission and vision or company’s goal.
To make this happen HR professionals use different techniques that starts with the very first
procedure ‘Man Power Planning and Forecasting’. To get a job done and to get the job perfectly
done are 2 different things. All the companies always search for the 2nd
one because only
perfectly done assignments can provide the optimal outcome.
That’s why HR professionals search for the right person for the vacant position of an
organization. However, manpower planning and forecasting helps us to find what positions the
firm will have to fill, and how to fill them. Manpower planning covers all future positions from
maintenance clerk to CEO. In case of stuffing HR officials also need to be very concern about
overstaffed or understaffed issue. Every action leads to a reaction, so HR officials also need to be
concern about the existing employee satisfaction while recruiting. It’s better to include the
internal potentials in forecasting so that they can also arrange an internal recruitment if needed.
The most common Manpower planning approaches involve the use of simple techniques like
ratio analysis or trend analysis to estimate staffing needs based on sales projections and historical
sales to Manpower relationships. The usual process is to forecast revenues first and then estimate
the size of the staff required to achieve this sales volume.

13. An organization should always be ready for any unexpected threats. Human Resource Inventory
provides the idea about the organization’s present capability for a proper response of any
unexpected threats.
Benefit and compensation
This particular aspect of a job probably holds more appeal than anything else, and has the
greatest impact on whether employees stay or leave. All over the world, majority of the
employees work for the purpose of supporting themselves and their family financially.
Therefore, this is undoubtedly the most important factor affecting job satisfaction.
Benefits are always a great way to motivate the employees. In terms of HR it actually means to
pay the job holders for doing their job. Compensation also covers the aspects of intangible
benefits such as holiday benefits, payment appraisals, bonuses etc.
Succession Planning
 Identify key positions considering size of business, growth potential, organizational
complexity etc.

 Create success profile for selected positions.

 Review succession planning process in terms of readiness, individual competences
versus success profile, prioritization and analyze the gaps.

 Identify and formulate action plan to close the gap.
Retention
Labor markets have been tightening over the past decade, and replacement costs associated with
filling vacancies have been spiraling upward for years.
It can turn out to be very expensive if there are high rates of turnover as recruitment is very
expensive and time consuming.

14. The turnover rates of any company can be taken into account to compare its progress in the
future performance with the past performance. In Zeal the turnover rate isn’t that high and is not
a matter of concern. Retention problems can affect the financial status of a company if goes
unnoticed for long.
Work Environment
In this era of globalization where there can be mixed culture in a company the work environment
is quite important. The employee relationships can affect the company’s performance.
As most employees spend a significant part of their day working, the environment of their
workplace is also a very important factor affecting their job satisfaction. Job environment
includes physical aspects of the workplace like working conditions, availability of resources as
well as coworker’s behavior, politics etc.
Some changes of patterns have been witnessed during the research in this direction due to the
major upheavals during the crucial steps of downsizing. Dougherty & Bowman (1995) said that
during such periods organizations appear to experience lack of communication in many levels
(even though communication appears to be particularly important at these times. Similarly,
downsizing organizations appear to suffer a deterioration of trust (Buch & Aldrige, 1991) and an
increase in uncertainty.
Work environment is always a major in terms of labor intensive industries as there are lots of
workers working together in a single unit. If the working environment is not properly handled
then it can lead to chaos and cause a lot of problems for the company.