Only 12% of the workforce in India is in the organized sector with proper standards and benefits, while 88% lacks protections in the unorganized sector. Public sector units are often mismanaged and use outdated technology, resulting in poor performance. Improving human resource policies is needed to optimize resource allocation, enhance employee performance and retention, and improve productivity in India's industries.

1. Human Resources
In India there are only 12% sectors eitherownedby publicor run by privatelymanaged equityare
fallenunder‘’organized” standard of functional unit withintheirpremises,remaining88% are
reckoned and categorizedunderunorganizedsector. But when study the status, excludingof
Navaratnas or Maharatnas most of the publicsector unit engagedin the form of basic industry like,
leather,jute CementIron & steel,Sugar or neo one i.e.;Power, Textilesorplantations unit for
example Coffee,Tea,Sugar core, Cottonand apple or orange producers give us an impressionof
mismanagement,what thoroughlyfollowedby unorganizedunitsince inceptionand favorably
adapted by units,dependon the availabilityof lowerwaged manpowerin the operation.The scenario
yet to be changedneitherthe adventof globalization could brought any face of humanityand reduce
the gap betweenundignifiedand handsome earneraround the four corner of the land. In India the
man who work at high risk all along beenpaid lowerthan a personwho performs incomfortable
atmosphere from safestline.
Therefore the application ofHuman resource policiesand its consequential affectsonout puts yet
to yieldexpectedresultsas proposedby the practitionersseemfar from reality.
If we take the example of powergeneration unit majority of themownedand run by either
Governmentand provide “uninterrupted” electricity throughthe materials namelyfossils--
unfortunatelyrejectedas because an agent of Global warming and source of climate change,
furthermore,technologybeingusedin the processof convertinglessinputs in to more output has also
beenfoundobsolete,above all their processof functioningare deeplyrootedwith the nature and
culture oftools supplierbasedand managed from hundred some time five hundredkilometerfar
away from actual location of production.Another example ofkapurthala basedrailway coach &
wagon factory couldbe listedKapurthala neithera fitnor a suitable place for an industry suppose to
be operatedon the availabilityofsteel as smoothly, comparing the location enrichedwithnot only
iron ore but coal, water, electricity as well.
The seriesof wrong decisionwithnarrow visionin order to gain political visibilityhave shifted
majority of Publicsectors at unknown and unfit locationand gradually convertedtheminto white
elephant,an arena of no scope and without optionof further applicationsof Human Resource Policies
, evenin the higherhierarchy.
The role offunction deepenedonthe moods ofmotive ofcontractual based supplyagency and it
becomesmore impossible,whentheyignore to performas perrequirementor foundindifferent,
don’t make after sale response duringurgency due to break down. It has also beenfound neithera
selectionofgood team nor a policyfor dignifiedlife have sofar beenable to make the systemof
functionbetter than beingfunctionedinferiorlyworstthan normal target. The role of human resource
departmentin most of the premiseshave foundconfinedwithinthe compilationof legal matter and
restrictedto keepand presentmanpowerrecords only. Further scope and implementation ofvibrant
human resource policy face constraints,higher authority who belongsto technologyand their
technical back ground doesnot permit themto allowfurther applicationof human psychology within

2. the existingforce of worker,with a view to bring an atmosphere and builda growth thereafterrun
and sustain amongst rivals in a pattern adapted and practicedby otherleadingorganization. It has
beenwitnessed,everybreakdownduringoperation became a wastage ofman, machine and of course
materialsworth of crores due to unorganizedworking culture Nonperformingbehavior comes
through non co operative attitudes of out sourcingagencies,it increasesand become an habitual
performance of majority, whenthe role of parent company authority take the shape of nefarious
nexuswith working partners. Human resource manager foundthem, goodfor nothing because,the
entire departmentstands uselessuntil restorationof performingsituation and unfortunatelythe role
of outsourcer as per decisionsputforwarded from the deskof techno grads have a major role to
operate the organization as per schedule.More unfortunately,delayin restoringprocess bring
unethical environment,lossof assetsand loss of manpowera complete negativityand unable to bring
a climate of opportunityfor organizational development. Absence oforganizational developmental
process negate the things further more and skilledpersonor performer don’twant to continue their
career with an organization dependfull uponthe words an attitudes of out sources.Good team
becomestemporary support and decisionwitha vision how to retain them,could not be enlistedin
the nextagenda foundnowhere in the entire processevenif depictedinthe service condition,
seldomenlyfolloweddue tolack of intra communication betweenproduction-marketing-finance and
inadequate analysis,what isessential through human resource department.
Today everyorganizationare lackingbehindgood performer,scarcity of devotedteachers,as well as
dearth of visionarycould easilybe detectedat everyspheres.Railway, Power,Iron & Steel,Centurion
old universitiesanda fewbasic Industrieshave become an exemplarhouse of employment
generationrather as an excellentinstitutionforperformersas per global requirement.Whydo we
don’t perform?Not because of human resource management but due to absence ofco-performers.
Are the numbers in heftyfigure make any sensible change?Did theyable to provide outputs manifold
of theirexistingcapacity? If not there is an urgentneedof human resource auditing for capacity
building,a through auditingbased on performance have saved leadingauto and steel industriesfrom
premature closer.They adoptedman against machine in the line,ceasedopeningsforsupplementary
jobs,which yet to be adapted by many of us.
Our corporate culturespreferto look at the sight of trader in nature. Sensibilityalmostvanishedwhen
trading is in boom the needof manpower frequentlybeingignoredwhentheyare in distress.The role
tea plantersbrick kilnowner and owners ofmineswere neverfoundhumanistic and many of them
work under them unaware about social-healthsecurityand safetyon duty. This is pathetic to observe
our 88% working force earn lessthan 10,000 per month and don’t know what are the prescribedrate
of wage and hours of theirduties.
Finallybeinga practitionerwhat I didfound that we needa visionwhichcan stir our people
irrespective ofage, qualification,genderandgrade to applytheir efficiency---- (skill,honesty,
sincerity,qualification,experience andofcourse integrity) those are alreadywithin everybody.Before
thinkingabout any other abilitywe have to design how optimal utilizationof skill ispossible,yes
allocationof inputs at right time means; money,man, machine and materialsnot only give us miracle
resultsbut certainly save us and our country from furtherburden ofloan amount oftenbeenincurred

3. due to non allocationof basic inputs evenifundertakenfor national intereststhrough higherrate of
interestsfrom international fundingagencies.Today on record more than 100 projectsare standing
still due to non availabilityof land,labor, and technologyand of course nodding oflocal authoritiesas
well as suppliersof trading agencies.How longa team wants to perform? Whenentire process
chalkedand momentof further activity dependonthe activitiesof aforementionedfactors,no good
team want to continue and leftas soonas possible tobecome a part oforganizational development
not an instrumentof defuncthuman resource management.
Allocationof inputs(Money,machine,materials and manpower)--------------- brings-------- Efficiency
(Skill,capability,knowledge andexperiencesprovideshowto utilize inputs)----------brings---------
Performances( achievingthe targets before schedule byhandlingthe inputs,save moneyand time,
keepahead of rivals)---------- brings--------- jobenrichment( confidence atscarcity, able to handle any
job at the absence of other, knowledge onmaintenance , avoidance ofout sourcingagency, little
chances of disputesor suspensionofwork and make loyalist).We talk about job analysisthrough job
descriptionfollowedbyjob specificationunfortunatelynone ofthe P.S.Usevenfinancial institution
followthemin action and higherofficialsare boundto complete the incompletionofduties specified
for others,by paying more than 60 sometime 65 hours ina week.
Rulesand regulationsare made through discussionsbythe people whoare theorist more than a
practitioner inaction. If we take the example ofjudiciary system,law books interpretthe things but
practitionersinterpretthe evidential proofdifferentlyatthe court of law, similarlywe have to design
policiesonhuman resource developmentina language spokenby the people work at risk and in a
model suit theirperformingcondition.Any theologyif propounded distantly from performingarea it
lacks relevancyas well as important to the performers,whenit comes mouth to mouth on the spot it
is acceptedinstantly as did by visionaryleader,great strategist Lord Krishna and ultimatelyaccepted
by unique performerArjuna.
Secondlywhat I foundwrong selectionprocessis another cause of bad performance,selectionof
industry shouldbe on the basis availabilityof natural and raw material inputs,unfortunatelyignored
and unfamiliarpeople with unknownmaterial and co workerswere not foundcapable enoughto deal
and get the thingsaccurately evenafter inductionand training.The selectionprocesseitherfor
Governmentor incorporate arena are olderthan policiesproposedbyMcCauley.Recruitment has
beena ticket for further absorption,but selectionisthe process to electa person for particular job,
which neverbeenfollowedneitherapplied.Inmy view,jobrelated withperformance like:
Managerial.Teaching, Advocacy, Technocracy, Medical practionners evenfor the post ofback office
personnel and theircandidature shouldhave selectedthroughon the spot performance followedbya
comprehensive psychological tests. Bollywoodfollowthismodel of selectionandbecome one ofthe
richestindustriesaround the world.
Is there any needofhigh power committee to selectmiddle andlower grading group and get
supplementaryjobfrom them? Seriesofexamination,thereafterinterviewsat the age of on –line
applicationare the wastage of time,money,manpower and assets of nation. Thistheory could not
bring any seriesof scholarlygeniusor qualitative brigade of leadersin any forum in the last few

4. decade evenafter through scrutiny of reference checking,a popularmethod beingappliedduringand
after selectioninIndia. In general,our selectorsput forward the candidature gathered from the piles
of placementagenciesand preferto rejectthem, who appliedwithoutchannel rather invitedfor
appearance directlythrough company human resource department.Even ifthey foundeligible and
did performbetter than channelizedcandidatesnevercall back to join and take the responsibility.
This trend has now become a favorable practice and openlyappliedby the privatelyowned
universitiesalso,and has beendamaging the objective of genuine procedural ofselectionfor the sake
of optimal outputs.
Reference checkingisan important tool for loyal selectionbutignoring the better candidature,which
appear directlyand performwith satisfactory tone,are not royal selection.
Labor unrestis a regular feature inour country and shall remain,until we would realize that our
seventypercentpopulationof existingstrengthcould touch the line ofdignifiedlife andit seems
impossible withlessthan ten thousand permonth income (latestdata proves 70% populationearn
belowthan ten thousand per month).Therefore we are still at the age of Maslow’sneedtheory
solution.Accommodating the things other than assignmenthave become essential factor for the
developmentofhuman resource culture,self actualization bringsperfectioninthe performance as
allocationof inputs helpto achieve miracle outputs.
Last year, labor disputesat the plant none other than one of the prestigiousNAVARATNA,namely
Maruti or inthe DifferentmillsofMumbai and in the unorganizedpremisesofsponge iron mills
surroundingWestBengal had givenus alarming signal of Human Less managementon record.
But the seriesof premature deaths in tea plantationunits at the differentgardenownedby particular
traders in Darjeelingdistrictand majority of themsemi skilledevenskilledhave made us ill at ease.
No one is ready to fill the bill.How long we should allowa sort of mixedblessingsscenarioand in
other hand expecta vibrant, transparent and of course globallypattern human resource management
mechanismto get and hire the thingsfrom the force already firedand utilized.
JaideepChatterjee
Teacher & Thinker of ManagementStudies.
Deep.jai@rediffmail.com
Jaideep.chatterjee12@gmail.com
(M)9475320550