ROLE OF HR DEPARTMENT IN A Growing Radha (1).doc

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A
RESEARCH REPORT
ON
“ROLE OF HR DEPARTMENT IN A
GROWING ORGANIZATION COGENT E SERVICE
PVT. LTD.

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CONTENTS
S. No.
1. Preface
2. Introduction
3. Scope and Importance
4. Objectives of the study
5. Literature Review
6. Research Methodology
7. Limitations
8. Data Analysis
9. Findings
11. Suggestions & Recommandations
12. Conclusion
13. Bibliography

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PREFACE
Human Resource is considered as the most important and essential part of any
organization. Human Resource Management is a process of bringing people and
organization together so that the goals of each are met. It is that part of the management
process which is considered with the management if human resource is an organization. It
tries to secure the best from people by winning their whole hearted co-operation. In short,
it may be defined as the art of procuring, developing and maintaining competent work
force to achieve the goals of an organization in an efficient and effective manner.
The human element is the most important factor production in which the success of
every business enterprise depends. The dealing concerned with the human element is the
responsibility of the Human Resource (Personnel) Department.
Thus in the project report I tries to find out that what is the impact of the human element
on the establishment of Indian industries. Moreover it is also been tries to carried out that
how does the HRD Growing plays its role in the establishment and further working of
any Indian industry. The research is carried out by way of questionnaire so that more
enhanced and appropriate data can be collected and refined data can be extracted from it
in order to maintain its purity as well as to carry out the in depth knowledge of the topic.
It is also been considered that the more significant issues can be extracted from the
research work as well as it help as a base for the research works to be carried out in future
form of business.

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Founded in June 2004, the Cogent family had its humble beginning from a small rented
space.Driven by the vision to be the most trusted and admired outsourced services
provider in India, the tradition of continuously striving to think inventively and do
original work continues, multiple offices later.
“WITH DIVERSE AREAS OF EXPERTISE, THE COGENT TEAM IS
BROUGHT TOGETHER BY THE COLLECTIVE NEED TO BE POWERFULLY
CONVINCING IN ALL THAT THEY DO.”
This shared conviction and a mutual respect is what keeps the team inspired to write new
success stories for their clients, every day.

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aaS-based marketing tool for online businesses, Refiral, has raised $330K (approx Rs 2
Crore) angel funding from IT services firm Cogent eServices. The raised fund will be
used to evolve its current product and scale-up business operations in India as well as
international markets.
Brainchild of Rajat Goel and Anmol Batra – Refiral enables e-commerce websites run
fully-automated, personalized referral viral marketing campaigns. Refiral concept creates
referral loops virally, enabling businesses to acquire new customer through referrals,
increase website conversions and retain existing customers.
“We would also use proceedings on developing new tools and expanding our service
offerings, moving towards our long term vision to help businesses increase sales,” said
Anmol Batra, Co-founder, Refiral.
Launched in March 2014, Refiral has so far run campaigns for over 250 online businesses
from across 10 plus countries, split across multiple industries. At present, it has
partnerships and integrations with over 20 plus eCommerce platforms.
With this round of funding, both companies also entered into a strategic partnership and
are together building a customer support-as-a-service tool for online businesses.
Speaking about the thesis behind funding, Abhinav Singh, Managing Director at Cogent
eServices said, “Refiral’s innovative concept fits the rapidly growing eCommerce market
very well. The team is solid and has potential to scale the venture.”
Refiral is eyeing the global e commerce market, across all geographies . Currently, there
are more than two million e-commerce websites across the globe with a market size of
$1.5 trillion which is growing at 15% annually.

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development and sales team. The company receives over 100 businesses self-signup on
its website on monthly basis.
Inbound Customer Service
Efficient and reliable customer services are - or should be - a priority for all forward-
thinking businesses.
Cogent are experts in handling customer services and we are perfectly placed to offer
your business a complete outsourced customer services department, allowing you to
concentrate on your core business activity.
Alternatively, we can compliment and enhance your existing call handling and customer
services capacity or tailor our individual services - overflow or after hours service,
brochure response lines or credit card order lines or product recall services - dependent
on your requirements.
CORE BUSINESS BENEFITS
The benefits to your business of using Cogent are immediate and clear -
By outsourcing your non-core functions, you can focus on key business activity
 Customer services are expanded in order to alleviate the burden on your existing -
or limited - capability
 We provide enhanced cover for seasonal or time-sensitive peaks in call traffic
 We are flexible in being able to deal with short-notice, short-term campaigns
 We support your key marketing initiatives, such as product launches or
promotions that can lead to significant increases in call volume
 When you outgrow your existing messaging, answering or call handling
capability, Cogent's services are scalable, allowing for future growth
With a 10-people team, the company is actively looking to expand its product

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The implementation of the particular call centre service required will be carried out in full
consultation with the client. This will include areas such as how our agents answer the
phone, the integration of your existing customer service policy and procedures and your
internal ordering and customer management systems. By offering these services, we
afford your business professional and seamless support.
Cogent's service goes way beyond simply fulfilling your instructions and taking payment.
We will become a vital component of your ongoing business strategy and will
accompany you and your business on your 'journey' from where you are today to where
you want to be six months, a year or five years from now.
OUTBOUND CALL CENTRE SERVICE
Today's forward-thinking companies and organisations need to keep focused on the
business they're doing today but must be mindful that the funnel of future leads, clients
and customers doesn't dry up.
Cogent's highly trained live agents are adaptive and flexible and have experience working
across B2B and B2C campaigns with equal effectiveness.
Core Business Benefits
Cogent's outbound call centre services, including telemarketing and qualified lead
generation, appointment setting, following up direct mail and marketing campaigns and
reactivating existing or dormant clients allow you to focus on the present while Cogent's
highly skilled and experienced agents strive to –
 Maximise your business's Return on Investment (ROI)
 Generate high quality leads with corporate decision makers using existing or
targeted databases
 Convert leads into sales, including up-selling and cross-selling
 Follow up mail shots, new product launches and targeted marketing campaigns
 Grow your client base and brand awareness
 Identify and deliver new markets for your products or services
Implementation

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The success of any campaign can be measured by results, and you need a telemarketing
company that will deliver through state-of-the-art technology, industry knowledge,
management expertise and by using skilled and professional telemarketers across every
client campaign we work on. Cogent will help you achieve these results.
Our agents will know about your products and services and they will be coached to
promote and deliver the agreed brief. They will know exactly what you aim to achieve
and together with ongoing and open dialogue we will maximise both your Return on
Investment and the potential of your business.
Social Media Response Management
Cogent's Social Media Response Management solution, helps companies manage
incoming and outgoing online interactions to maximise customer interactions and
strengthen brand value.
Our team streamlines and consolidates how companies listen to, measure and engage in
relevant conversations in different online venues such as blogs, social networks such as
Twitter or Facebook, and other public and private Web communities and sites.
We follow three simple steps to effectively keep track of online communications:
Listening – discovering real-time, relevant and impactful conversations and keeping
track of consumer posting
Success

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Measuring – our reporting platform monitors, analyses and tracks conversations
Mentions are coded for positive and negative sentiments, themes are established to
identify which are generating a lot of conversations and track corresponding followers.
Negative sentiments are further analysed to identify opportunities for improvement,
measure unsolicited on-line CSAT results and respond to a new engagement channel.
Positive sentiments aid in identifying category wins, and enables re-posting of messages
for brand value which ultimately helps in establishing value-add customer services.
Engaging – manage real-time responses and dialogue with customers
Why Choose Cogent
Cogent’s reputation and standing in the call centre market is reinforced by our
unwavering commitment to first-class client service, an experienced, well-trained
and knowledgeable call centre team and leading technology.
CLIENT

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We have Quality Staff
All our centres are located in cities with a hub of educational institutions, this coupled with our
competent training vertical enables us to access best human capital at competitive prices.
Quality agent teams are working on Client’s campaigns at all times and hence deliver quality
service to every Client’s brand.
We are fully flexible to your needs
We have the capacity to adapt by scaling up our Call Centres to any level of campaign, both
inbound and outbound. Then when the campaign is over, we can scale back down again.
Mid-size means bigger benefits
Each of our call centres will house a maximum of 1000 positions. This assists in quality staff
recruitment, reduces attrition and encourages greater staff loyalty, not only to Cogent but to you and
your customers.
By keeping our business more manageable, we promote closer links with our clients and we are also
able to react faster to change than our larger and competitors.

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INTRODUCTION
The human element is the most important factor production in which the success of
every business enterprise depends. The dealing concerned with the human element is the
responsibility of the Human Resource (Personnel) Department.
In any organization the Personnel (HR) and General Administration department are more
or less merged together. These are headed by Administrative Officer and Personnel
Officer who reports to Director (O & A).
Personnel Administration department performs the following tasks round the year:-
1. Recruitment and Selection
2. Training and Development
3. Grievance Handling
4. Motivation
5. Promotions and Transfer

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PERSONNEL DEPARTMENT
As it has been mention earlier, this area is handled by personnel department.
Recruitment and selection of employees for the managerial post is done generally by
giving advertisement in the National Newspapers. Directly addressed applications are
also entertained at times. No campus interviews are conducted for executive positions.
There is no criterion for conducting psychological test or written test before personal
interview.
RECRUITMENT AND SELECTION
Recruitment of workers is done by application through employment exchange or directly
as and when need arises. Mostly the direct recruitment method is employed.
Selection is done by proper screening of aspirants by the interview board. On the basis
of the candidate’s educational qualification, personality, etc. each member of the
interview board rates him on the prescribed “Rating Form” and a common opinion is
framed and sent to the Director’s office for approval. Final appointment is done by the
Director.
After final approval, personal department issues the appointment letters to successful
candidates.

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TRAINING AND DEVELOPMENT
Any organization does not have any specialized training department which can provide
training in various fields to the employees. The management mostly provides “on the
job” training to the workers. Seminars are also organised periodically.
As far as executive development is concerned not many seminars are held in the campus.
They have been given opportunities to go out and attend seminars and other development
programmes.
GRIEVANCE HANDLING
It is an established fact that there is hardly a company or an industrial concern which
functions absolutely at all times. Employees have grievances against employers and vice-
versa. So every establishment requires a grievance handling policy and a proper
procedure to be followed in case grievance is lodged. Grievances are feelings, sometimes
real, sometimes imagined, which an employee may have in regard to his employment
situation. Whenever there is any discontent among employees it is bound to result in
turmoil which may adversely affect the interest of the management and ultimately lead to
inefficiency of workers and low productivity.
An organization has a very efficient system of grievance handling as any body is free to
walk into any manager’s room and discuss and sort out his problems with the concerned
person.

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They believe in the policy of “NIP in the BUD” and not let any grievance grow out of
proportion. They have meetings with workers union leaders every two years and have
discussions about the appropriateness of wages and other problems regarding supervision
advancement, working conditions etc.
As such there exist no grievance redressal machinery but the grievance handling
procedure followed goes something like this: the grievance is first lodged with the
supervisor and if he is unable to help out, the manager concerned is then approached. If
he manager is also unable to satisfy the grieving party the aggrieved takes the help of
union leaders to reach to personnel officer. Because of the company policy grievance in
a firm and generally do not proceed beyond the personnel officer level. In the past, have
had two strikes where only in one of them arbitration was required from outside.
MOTIVATION
Motivation is to inspire people to work, individually or in groups in the ways such as to
produce best results. It is the will to act. It is the willingness to exert high levels of effort
towards organizational goals, conditioned by the efforts and ability to satisfy some
individual need.
Motivation is getting somebody to do something because they want to do it. It was once
assumed that motivation had to be injected from outside, but it is now understood that
everyone is motivated by several differing forces.
Motivation is a general term applied to the entire class of drives, desires, needs, wishes
and similar forces. To say that managers motivate their subordinates is to say that they do
those things which they hope will satisfy these drives and desires and induce the
subordinates to act in a desired manner.

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To motivate others is the most important of management tasks. It comprises the abilities
to communicate, to set an example, to challenge, to encourage, to obtain feedback, to
involve, to delegate, to develop and train, to inform, to brief and to provide a just reward.
PROMOTIONS AND TRANSFER
The criteria for granting promotions and transfer to the employees are used on seniority,
performance and merit. In some cases seniority automatically implies that the person
shall be granted a promotion, where as in certain cases the promotion is granted to a
person who is more meritorious and whose performance has been exemplary ever though
he is not a senior. The decision ultimately has with the senior most person concerned or
Director Operation.

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Scope of Human Resource Development Growing
Motivator role of Manager and Supervisor:- To prepare Human Resource
Development Growing, Manager and Supervisor’s responsibilities are more or we can
say that they are the key players. Manager and Supervisors have to help the employees to
develop the competencies in the employees. To help the employees at lower level they
need to updated properly and they need to share their expertise and experience with
employees.
Faith upon employees:- In the process of developing HRD Growing employer
should have faith on its employee’s capabilities. Means whatever amount is invested that
should be based on development of employees. Top management should trust the
employees that after making huge effort to develop employees, employees will work for
the well being of organization and for human being also.
Free expression of feelings:- Whatever Top management feels about employees
they have to express to employees and whatever employees think about top management
it must be express in other words we can say that there should not be anything hidden
while communication process. Clear communication process will help to establish the
HRD Growing.

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Feedback:- Feedback should be taken regularly to know the drawbacks in system. This
will help to gain confidence in employees mind. Employee will trust on management and
he can express his opinion freely which is very good for HRD Growing. Feedback will
help to remove the weakness.
Helpful nature of employees:- Whenever we talk about 100% effort then we have
to talk about employee’s effort too. Nature of employees should be helping for
management and for its colleagues. They should be always read to help to customers too.
Supportive personnel management: - Personnel policies of organization should
motivate employees to contribute more from their part. Top management’s philosophy
should be clear towards Human Resource and its well being to encourage the employees.
Encouraging and risk taking experimentation:- Employees should be
motivated by giving them authority to take decision. This concept is risky but gradually it
will bring expertise in employees to handle similar situation in future. It will help to
develop confidence in employees mind. Organization can utilize and develop employees
more by assigning risky task.

Discouraging stereotypes and favoritism:- Management need to avoid those
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practices which lead to favoritism. Management and Managers need to give equal
importance. Those people who are performing good they need to appreciate and those
who are not performing well they need to be guided. Any kind of partial behavior should
be avoided.
Team Spirit:- There must be feeling of belongingness among the employees, and also
willingness to work as a team.
Importance of Human Resource Development Growing
The importance of HRD Growing in an organization is as under-:
1. Environmental factors of HR are prime influencing elements of change in HR
strategy.
2. It gives HR professionals time to anticipate opportunities in HR area and time to
plan optional responses to these opportunities.
3. It helps HR professionals to develop an early warning system to prevent threats
emerging out from HR scenario, or to develop strategies, which can turn a threat.
4. It forms a basis of aligning the organization strengths to the changes in the
environment.
5. It enables the entry of the latest national/international HR developments.

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Objectives of the study
1. To examine the nature of HRD Growing prevailing in the industry.
2. To identify the nature of HRD system in the industry.
3. To measure the effectiveness of Training Programmes implemented and
Performance Appraisal techniques used in the organisation.
4. To analyse the prevailing practices of worker’s participation in Management and
study the relation between Management and Employees.

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HRD Growing
Introduction:- If we need to find a way to develop employees in order to become
effective contributors to the goals of an organization, we need to have a clear view of
what an effective contribution would look like. The use of personal capacities can be very
helpful in describing the way in which an effective employee should operate and behave,
but there can be no general prescription of an effective employee. Effectiveness will
differ with organizational context, and on whose perspective we are adopting. The matter
of what, finally, makes an effective employee is a combination of personality, natural
capabilities, developed skills, experience and learning. The process of enhancing an
employee’s present and future effectiveness is called development.

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Meaning of HR + D + Growing
 HR means employees in organization, who work to increase the profit for
organization.
 Development, it is acquisition of capabilities that are needed to do the present job,
or the future expected job.
After analyzing Human Resource and Development we can simply stated that, HRD is
the process of helping people to acquire competencies.
Growing, this is an overall feeling that is conveyed by the physical layout, the way
employees interact and the way members of the organization conduct themselves with
outsiders. (It is provided by an organization.)
“Organizational Growing is a set of characteristics of an organization which are referred
in the descriptions employees make of the policies, practices and conditions which exist
in the working environment”.
Abraham
An organization became dynamic and growth oriented if their people are dynamic and
pro-active. Through proper selection of people and by nurturing their dynamism and
other competencies an organization can make their people dynamic and pro-active. To
survive it is very essential for an organization to adopt the change in the environment and
also continuously prepare their employees to meet the challenges; this will have a
positive impact on the organization.

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Components of HRD Growing
The organizational Growing consists of:-
1. Organizational Structure:-
An organization’s structure is actually a ‘snapshot’ of a work process, frozen in time so
that it can be viewed. The structure enables the people’s energy to be focused towards
process achievement and goal achievement. Employee must have a clear definition of not
only the work structure but also the role used to organize the work. If the structure and
the role is not clear, people will not know what the work process is, who is responsible
for what, whom to go for help and decision, and who can Assist in solving problems that
may arise.
2. Organizational Culture:-
Organizational culture is the pattern of beliefs, knowledge, attitudes, and customs that
exists within an organization. Organizational culture may result in part from senior
management beliefs or from the beliefs of employees.
Organizational culture can be supportive or unsupportive, positive or negative. It can
affect the ability or willingness of employees to adapt or perform well within the
organization.
The most effective work culture is one that supports the organizations HR strategies by
aligning behaviors, processes and methods with the desired results. It is not just achieving
results but the methods through which they are achieved that are critical to long-term

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success.
Before any HR strategy is designed there must be a clear understanding of the
organization, its current values, its structure, its people as well as its goals and vision for
the future.
3. HR Processes:-
The HR system of an organization should be comprehensive enough to take care of
employees from the time they join till the time they leave HR. Their demands must not be
ignored, but a feeling of belongingness be created. Process should be very clear and
impartial, so that employee’s faith in organization. From recruitment to retirement whole
process should be according to employee’s expectation and ability of employer.

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Importance of looking at the organization Growing are
Looking at the organizational Growing, which means taking a closer look at what is
happening in and around in the HR scenario of the various organization. It is essential to
work on because directly or indirectly this environment affects the organization and the
employee.
Measuring HRD Growing
1. Economic condition:-
An organization’s economic condition influences its culture in several ways. The more
prosperous an organization is the more it can afford to spend on research and the more it
can afford to risk and be adventurous.
2. Leadership Style:-
An organization leadership style plays a profound role in determining several aspects of
its culture. An authoritarian style may make the organization’s culture characterized by
high position structure, low individual autonomy, low reward orientation, low warmth
and support and so on, or it may be opposite, like goal directed leadership.

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3. Managerial assumption about human nature: -
Every act on the part of the management that involves human beings is predicated upon
assumptions, generalizations and hypotheses relating to human behavior. There are two
theories of behavior (Theory X and Theory Y).
4. Managerial values and Ethics:-
The feeling of managers about norms and values what is good and what is poor as
management practice. There are few dimensions on which it can be checked. They are –
self-awareness, risk-taking, participation, bureaucracy, equity, employee’s security and
growth.
5. Organization size:-
A small organizations there are few levels of management; these are generally more
amenable to democratic and participative functioning than big organizations. More open
communication system in small organizations. Hence these organizations have a different
type of Growing than what are in big organizations.
6. Human resources:-
Human resources is a term with which many organizations describe the combination of
traditionally administrative personnel functions with performance, Employee Relations
and planning. The field draws upon concepts developed in

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Industrial/Organizational Psychology. Human resources has at least two related
interpretations depending on context. The original usage derives from where it was
traditionally called one of four The more common usage within and refers to the
individuals within the firm, and to the portion of the firm's organization that deals with
hiring, firing, training, and other personnel issues. This article addresses both
definitions.The objective of human resources is to maximize the return on investment
from the organization's human capital and minimize financial risk. It is the responsibility
of human resource managers to conduct these activities in an effective, legal, fair, and
consistent manner.
Human resource management
1. Selection
3. Performance Evaluation and Management
4. Promotions
5. Redundancy
6. Industrial and Employee Relations
7. Record keeping of all personal data.
8. Compensation, pensions, bonuses etc in liaison with Payroll
9. Confidential advice to internal 'customers' in relation to problems at work
10. Careerdevelopment

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HUMAN RESOURCES
Modern analysis emphasizes that human beings are not or resources, but are creative and
social beings in a productive enterprise. The 2000 revision of in contrast requires to
identify the processes, their sequence and interaction, and to define and communicate
responsibilities and authorities. In general, heavily unionized nations such as and have
adopted and encouraged such job descriptions especially within trade unions. One view
of this trend is that a strong social consensus on political economy and a good facilitates
and tends to make the entire economy more productive, as labor can move from one
enterprise to another with little controversy or difficulty in adapting.
An important controversy regarding labor mobility illustrates the broader philosophical
issue with usage of the phrase "human resources" governments of developing nations
often regard developed nations that encourage immigration or "guest workers" as
appropriating human capital that is rightfully part of the developing nation and required
to further its growth. They argue that this appropriation is similar to where in a colonizing
European power would define an arbitrary price for extracting which diminished national.
The debate regarding "human resources" versus human capital thus in many ways echoes
the debate regarding natural resources versus natural capital. Over time the have come to
more generally support the developing nations' point of view, and have requested
significant offsetting "foreign aid" contributions so that a developing nation losing human
capital does not lose the capacity to continue to train new people in trades, professions,
and the arts.

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An extreme version of this view is that historical inequities such as must be compensated
by current developed nations, which benefited from stolen "human resources" as they
were developing. This is an extremely controversial view, but it echoes the general theme
of converting human capital to "human resources". and thus greatly diminishing its value
to the host society, i.e. "Africa", as it is put to narrow imitative use as "labor" in the using
society. In a series of reports of the broad inter sectoral approach to developing human
resourcefulness has been outlined as a priority for socio-economic development and
particularly anti-poverty strategies. This calls for strategic and integrated public policies,
for example in education, health, and employment sectors that promote occupational
skills, knowledge and performance enhancement.
In the very narrow context of corporate "human resources", there is a contrasting pull to
reflect and require that echoes the diversity of a global customer base. Foreign language
and culture skills, ingenuity, humor, and careful listening, are examples of traits that such
programs typically require. It would appear that these evidence a general shift to the
human capital point of view, and an acknowledgment that human beings do contribute
much more to a productive enterprise than "work" they bring their character, their ethics,
their creativity, their social connections, and in some cases even their pets and children,
and alter the character of a workplace. The term is used to characterize such processes.
The traditional but extremely narrow context of hiring, firing, and job description is
considered a 20th century anachronism. Most corporate organizations that compete in the
modern global economy have adopted a view of human capital that mirrors the modern

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consensus as above. Some of these, in turn, deprecate the term "human resources" as
useless.
In general the abstractions of macro-economics treat it this way - as it characterizes no
mechanisms to represent choice or ingenuity. So one interpretation is that "firm-specific
human capital" as defined in macro-economics is the modern and correct definition of
"human resources" and that this is inadequate to represent the contributions of "human
resources" in any modern theory.
HUMAN RESOURCE DEVELOPMENT
In terms of recruitment and selection it is important to consider carrying out a thorough
to determine the level of skills or technical abilities, competencies, flexibility of the
employee required etc. At this point it is important to consider both the internal and
external factors that can have an effect on the recruitment of employees. The external
factors are those out-with the powers of the organization and include issues such as
current and future trends of the labor market e.g. skills, education level, government
investment into industries etc. On the other hand internal influences are easier to control,
predict and monitor, for example management or even in order to know the business
environment in which any organization operates, three major trends should be
considered:

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 Demographics:- The characteristics of a population/workforce, for example, age,
gender or social class. This type of trend may have an effect in relation to pension
offerings, insurance packages etc.
 Diversity:- The variation within the population/workplace. Changes in society
now mean that a larger proportion of organizations are made up of “baby-
boomers” or older employees in comparison to thirty years ago. Traditional
advocates of "workplace diversity" simply advocate an employee base that is a
mirror reflection of the make-up of society insofar as race, gender, sexual
orientation, etc.
 Skills and Qualifications:- As industries move from manual to more managerial
professions so does the need for more highly skilled graduates. If the market is
"tight" (i.e. not enough staff for the jobs), employers will have to compete for
employees by offering financial rewards, community investment, etc.
In regard to how individuals respond to the changes in a labour market the
following should be understood:
 Geographical Spread – How far is the job from the individual? The distance to
travel to work should be in line with the pay offered by the organization and the
transportation and infrastructure of the area will also be an influencing factor in
deciding who will apply for a post.
 Occupational Structure – The norms and values of the different careers within
an organization developed different types of occupational structure

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namely craft (loyalty to the profession), organization career (promotion through
the firm) and unstructured (lower/unskilled workers who work when needed).
 Generational Difference:- Different age categories of employees have certain
characteristics, for example their behavior and their expectations of the
organization.
While recruitment methods are wide and varied, it is important that the job is described
correctly and that any personal specifications are stated. Job recruitment methods can be
through job centers, employment agencies/consultants, headhunting, and local/national
newspapers. It is important that the correct media is chosen to ensure an appropriate
response to the advertised post.
Human Resources Development is a framework for the expansion of human capital
within an organization. Human Resources Development is a combination of Training and
Education that ensures the continual improvement and growth of both the individual and
the organization. Adam Smith states,” The capacities of individuals depended on their
access to education. Human Resources Development is the medium that drives the
process between training and learning. Human Resources Development is not a defined
object, but a series of organized processes, with a specific learning objective. Human
Resources Development is the structure that allows for individual development,
potentially satisfying the organization’s goals.

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The development of the individual will benefit both the individual and the organization.
The Human Resources Development framework views employees, as an asset to the
enterprise whose value will be enhanced by development, “Its primary focus is on growth
and employee development. It emphasizes developing individual potential and skills.
Human Resources Development can be in-room group training, tertiary or vocational
courses or mentoring and coaching by senior employees with the aim for a desired
outcome that will develop the individual’s performance. A successful Human Resources
Development program will prepare the individual to undertake a higher level of work,
“organized learning over a given period of time, to provide the possibility of performance
change. Human Resources Development is the framework that focuses on the
organizations competencies at the first stage, training, and then developing the employee,
through education, to satisfy the organizations long-term needs and the individuals’
career goals and employee value to their present and future employers. Human Resources
Development can be defined simply as developing the most important section of any
business its human resource by, “attaining or upgrading the skills and attitudes of
employees at all levels in order to maximize the effectiveness of the enterprise”. The
people within an organization are its human resource. Human Resources Development
from a business perspective is not entirely focused on the individual’s growth and
development, “development occurs to enhance the organization's value, not solely for
individual improvement. Individual education and development is a tool and a means to
an end, not the end goal itself.

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DEFINING GROWING
Perception about an organization’s goals and about decisions that a manager should take
to achieve these goals come not only from formal control systems but also through
informal organization. Both the formal and informal structure combine to create what is
called organizational Growing.
The term ‘Growing’ is used to designate the quality of the internal environment which
conditions in turn the quality of cooperation, the development of the individual, the
extent of member’s dedication or commitment to organizational purpose, and the
efficiency with which that purpose becomes translated into results. Growing is the
atmosphere in which individuals help, judge, reward, constrain, and find out about each
other. It influences morale and the attitudes of the individual toward his work and his
environment.
Organizational Growing has been a popular concept in theory and research for sometime
and has received a great deal of attention in the past 25 years. Guion (1973) has stated
that “The construct implied by the term ‘organizational Growing’ may be one of the most
important to enter the thinking of industrial psychologists in many years”.
Twelve reviews of Growing literature have appeared since the mid-1960s. Though these
reviews had been critical of the conceptualization and measurement of the Growing
construct, they have resulted in a significant understanding of the concept.

42
Organization at Growing as a ‘set of attributes which can be perceived about a particular
organization and/or its sub-systems, and that may be induced in the way that organization
and/or its sub-systems deal with their members and environment”. This definition implied
that in the measurement of organizational Growing:
a) Perceptual responses sought are primarily descriptive rather than evaluative;
b) The level of inclusiveness of the items scales and constructs are macro rather than
micro;
c) The units of analysis tend to be attributes of the organization or specific sub-systems
rather than the individual;
d) The perceptions have potential behavioral consequences.
Schneider (1975) has prepared a working definition of Growing:-
“Growing perceptions are psychologically meaningful molar descriptions that people can
agree characterize a system’s practices and procedures. By its practices and procedures a
system may create many Growings. People perceive Growings because the molar
perceptions function as frames of reference for the attainment of some congruity between

43
behavior and the system’s practices and procedures. However, if the Growing is one
which rewards and supports individual differences, people in the same system will not
behave similarly. Further, because satisfaction is a personal evaluation of a system’s
practices
and procedures, people in the system tend to agree less on their satisfaction than on their
description of the system’s Growing.”
By its very nature, ‘Growing’ cannot be described concretely. Some alternative
characteristics are as follows:
— Focus on results versus focus on following work
— Individual accomplishment versus being a member of the team
— Initiative and risk-taking versus not rocking the boat
— Individual gains versus enhancement of organization objectives
— Tough mindedness versus dealing with people vs. avoidance of unpleasant
actions
— The relative importance of participating management versus authoritarian
management

44
HRD GROWING AND ORGANIZATIONAL GROWING
HRD Growing is an integral part of organizational Growing. It can be defined as
perceptions the employee can have on the developmental environment of an organization.
This developmental Growing will have the following characteristics (Rao and Abraham,
1986):
— A tendency at all levels starting from top management to the lowest level to
treat the people as the most important resource
— A perception that developing the competencies in the employees is the job of
everymanager/supervisor
— Faith in the capability of employees to change and acquire new competencies at
any stage of life
— A tendency to be open in communications and discussions rather than being
secretive (fairly free expression of feelings)
— Encouraging risk-taking and experimentation
— Making efforts to help employees recognize their strengths and weaknesses
through feedback
— A general Growing of trust
— A tendency on the part of employees to be generally helpful to each other and
collaborate with each other

45
— Team spirit
— Tendency to discourage stereotypes and favoritism
— Supportive personnel policies
— Supportive HRD practices including performance appraisal, training, reward
management, potential development, job-rotation, career planning, etc.
Organizations differ in the extent to which they have these tendencies. Some
organizations may have some of these tendencies, some others may have only a few of
these and few may have most of these. It is possible to work out the profile of an
organization on the basis of these tendencies.
HRD Growing contributes to the organizations’ overall health and self-renewing
capabilities which in turn, increase the enabling capabilities of individual, dyads, team
and the entire organization.

46
ELEMENTS OF HRD GROWING
The elements of HRD Growing can be grouped into three broad categories general
Growing, culture and HRD mechanisms.
The general Growing items deal with the importance given to human resources
development in general by the top management and the line manager The items deal with
the extent to which Openness, Confrontation, Trust, Autonomy, Proactively, Authenticity
and Collaboration are valued and promoted in the organization. The items dealing with
HRD mechanisms measure the extent to which HRD mechanisms are implemented
seriously. These three groups were taken with the following assumptions:
a) general supportive Growing is important for HRD if it has to be implemented
effectively. Such supportive Growing consists of not only top management line
management’s commitment but good personnel policies and positive attitudes
towards development.
b) Successful implementation of HRD involves an integrated look at HRD) and efforts
to use as many HRD mechanisms as possible. These mechanisms include:
performance appraisal, potential appraisal, career planning, performance rewards
feedback and counseling, training, employee welfare for quality work life, Job-
rotation, etc.

47
c) Culture is essential for facilitating HRD. Openness is there when: employees feel
free to discuss their ideas, activities and feelings with each other. Confrontation is
bringing out problems and issues into the open with a view to solving them rather
than hiding them for fear of hurting or getting hurt. Trust is taking people at their
face value and believing what they say. Autonomy is giving freedom to let people
work independently with responsibility. Proactively is encouraging employees to
take initiative and risks. Authenticity is the tendency on the part of people to do what
they say. Collaboration is to accept interdependencies, to be helpful to each other
and work as teams.
The conventional connotation with which the term ‘Growing’ has been used in literature
is ‘Organizational Growing’. The concept of Growing with specific reference to HRD
context, i.e. HRD Growing, has been recently introduced by Rao and, Abraham (1986).
Perhaps it could be due to this reason that there is hardly any research work available in
published literature.

48
MEASURMENT OF HRD GROWING
Since the HRD Growing is somewhat similar to the conventional organizational
Growing, an item-wise comparison of this questionnaire with four other questionnaires
that measure organizational Growing is presented in order to establish the content validity
of this questionnaire. Thus, some of the items of the HRD Growing questionnaire, are
exclusive to HRD Growing; the rest being common with the items included in
organizational Growing questionnaire. These exclusive items are related to OCTAPAC
culture which is specific to HRD Growing. Thus, this questionnaire can be expected to
measure HRD Growing.
To establish the factorial validity of the items instrument developed to measure HRD
Growing, factor analysis was conducted. Emergence of single/few factors with large
Eigen value from among the presented items is an indication of the factorial validity of
the
questionnaire. The results of the principal components method of factor analysis are
presented down.
The first factor accounts for 44.7% of variance of Growing and nine factors explain
84.1% of variance of Growing. Thus, with a reasonable degree of confidence it can be
concluded that this 38 items instrument is measuring Growing well enough.
To understand various independent dimensions of Growing these factors were rotated
using Varimax method and the results are presented in the following table 2.

49
The Varimax method yielded three major dimensions or factors of Growing which are
listed in another table.
Thus these three dimensions seem to be related to counseling, autonomy and proactively,
training and philosophy. Thus, on the whole the Growing is hypothesized to consist of
major components, viz, general Growing culture and HRD mechanisms. This study
points out that the Growing has the HRD mechanisms/instruments as the major
dimensions.
To establish the reliability of this HRD Growing questionnaire, the internal consistency
(that is, homogeneity of items) is tested using Cronbach Alpha. An alpha value of at least
0.80 indicates high consistency or internal agreement between an item and the entire set
of all the items related to each item of the questionnaire is presented in Table 4. Since
each alpha is large, it can be concluded that the internal consistency of this questionnaire
is acceptable and that all the items proposed to be included in the questionnaire are
necessary and dropping any one of them does not improve the internal consistency of the
questionnaire.
To measure the HRD Growing prevalent in any organization, this questionnaire was
administered to several managers in the organization at various hierarchical levels. Each
manager is required to score each of the 38 items on a 1-5 point scale. The average of the
responses of all the managers is taken as item score for the organization. Average of all
the scores of all the items is taken as the HRD Growing.

50
SURVEY OF HRD GROWING IN INDIAN ORGANIZATIONS
Several Indian organizations were surveyed for their HRD Growing and data was
collected from 2673 respondents from 52 organizations and the results of which are
presented here.
It is interesting to note that the average extent of Growing prevalent in all the 52
organizations is about 54% which is rather low. To see which components are favorable
and which are not, an item-wise analysis is conducted and results are discussed below.
The following are the items with respect to which the HRD Growing is not favorable, i.e.
the .average item-wise scores are below 50%.
a) Top management goes out of its way to make sure that employees enjoy their
work.
b) There are mechanisms in the organizations to reward any good work done or
any contribution made by the employees.
c) Employees are encouraged to experiment with new methods and try out
creative ideas.
d) When behavior feedback is given to employees they take it seriously and use it
for development.
e) Employees in this organization take pains to find out their strengths and
weaknesses from the supervising officers or colleagues.
f) Employees returning from training programmers are given opportunities to try
out what they have learnt.

51
g) Employees are encouraged to take initiative and do things on their own without
having to wait for instructions from supervisors.
h) Career opportunities are pointed out to juniors by senior officers in the
organization.
i) This organization ensures employee welfare to such an extent that the
employees can save a lot of their mental energy for work purposes.
The following are the items with respect to which the HRD Growing is favorable, i.e., the
average item-wise scores are above 60%.
a) The top management believes that human resources are an extremely important
resource and that they have to be treated more humanly.
b) People in this organization are helpful to each other.
c) Promotion decisions are based on the Suitability of the promoter rather than on
favoritism.
d) Performance appraisal reports in our organization are based on objective assessment
and adequate information and not on favoritism.
e) When employees are sponsored for training, they take it seriously and try to learn
from the programmed they attend.
f) Employees are not afraid to express or discuss their feelings with their superiors.
Thus it appears that there is a gap between belief and practice, at the top management
level, namely, though the top management believes that human resources are their most

52
important asset, and yet they do not seem to do much in developing their
resources. Except for promotion decisions, the reward mechanisms are not seen to be
favorably implemented. Though most of the organizations spend huge amounts of money
on training and the employee also take their training seriously, the organizations dc not
seem to be making any effort to make effective use of the investments made in training
the employees by not assigning them the tasks related to the areas in which they are
trained.
It is rather strange to note that HRD Growing is open enough for the employees to
discuss their feelings with their superiors, yet the employees are reluctant to accept the
feedback given by their superiors and use it for their development. This indicates that the
organizations are creating a Growing for openness insofar as expression of feelings is
concerned, but not for receiving the feedback. It is unfortunate to note that the
organizations do not seem to be fostering any creativity and encouraging any initiative on
the part of the employees to perform their own tasks.
human

53
WHAT CONTRIBUTES TO HRD GROWING?
The following factors may be considered as contributing to HRD Growing:
1)- Top Management Style and Philosophy: A developmental style a belief in the
capability of people participative approach openness and receptivity to suggestions
from the subordinates are some of the dimensions that contribute to the creation of a
positive HRD Growing.
2)- Personnel Policies: Personnel policies that show high concern for employees, that
emphasis equity and objectivity in appraisals policies that emphasis sufficient
resource allocation for welfare and developmental activities, policies that emphasis a
collaborative attitude and trust among the people go a long way in creating the HRD
Growing.
3)- HRD Instruments and Systems: A number of HRD instruments have been found to
generate a good HRD Growing. Particularly open systems of appraisal with
emphasis of counseling, career development systems, informal training
mechanisms, potential development systems etc. contribute to HRD Growing.
4)- Self-renewal Mechanisms: Organizations that have built in self-renewal mechanisms
are likely to generate a positive HRD Growing.
5)- Attitudes of Personnel and URD Staff: A helpful and supportive attitude on the part
of HRD and personnel people plays a very critical role in generating the HRD
Growing. If the personal behavior of any of these agents is not supportive, the HRD
Growing is likely to be vitiated.

55
INTRODUCTION TO THE PROBLEM
The main objective of my study is to analyse the HRD Growing and system
implementation in the Camphor & Allied Products Ltd. (CAP). As the organisation is not
very large and my research is empirical in nature that’s why I have covered the following
aspects of HRD Growing and system.
HRD System: -
1. Transfer and Rotation
2. Reward and Punishment
3. PerformanceAppraisal
4. Feedback
6. Career Planning
7. Succession Planning
8. Participation

56
HRD Growing:-
1. Non Financial Motivation and Job Satisfaction
2. Communication Process
3. Collaboration and unity among employees
Objectives:-
The broader purpose of the present study is to explore Human Resource Development
Growing.
More specifically the objectives of the study are:
 To understand different criteria under which the HRD Growing of any
organization is defined.
 To understand the impact and effects of HRD Growing on the employees working
in Indian industries.
 To analyze prevailing structure of HRD Growing in Indian Industries and its
present impact on the employees.
 To analyze weaker sections of this HRD Growing.
 To study in detail the view point of employees towards the implementation of
HRD Growing.

RESEARCH DESIGN
57
Research design is simply the framework or plan for a study, used as a guide in collecting
and analyzing data. There are three types of Research Design:-
1. Exploratory Research Design:- The major emphasis in exploratory
Research design is on discovery of ideas and insights.
2. Descriptive Research Design:- The Descriptive Research Design
Study is typically concerned with determining the frequency with which
something occurs or the relationship between two variables.
3. Causal Research Design:- A Causal Research Design is concerned with
determining cause and effect relationship.
For the study, Descriptive Research Design was undertaken as it draws the
opinion of employees/ workers on a specific aspect.

58
Sampling Method
There are following methods of sampling:-
1. Probability Sampling: It is based on the concept of random selection of a controlled
procedure that assures that each Population element is gives a non-zero chance of
selection. Probability Sampling is of following types:
1. Simple Random
2. Systematic
3. Cluster
4. Stratified
5. Double
2. Non-Probability Sampling: Non probability sampling is non-random and subjective.
That is each member does not have a known non zero chance of being included. Types of
Non-ProbabilitySampling
1. Convenience
2. Judgement
3. Quota

59
Researcher selects the sample as per their convenience.
For this research work I have choosen Non- Probability Convenience Sampling because
time limit for the completion of the work is limited and also managers and employees are
not available all the time.
DATA COLLECTION METHODS
Data for the present study is collected from two sources:
a. Primary:- The first hand information is collected with the responses of
questionnaire. For this purpose a questionnaire is given to the managerial staff.
They were asked to choose the best alternative among the given alternatives, as
per their knowledge, experience and observation.
b. Secondary:- Secondary data will be collected from published sources like
Journals, Magazines, various newspapers and published books.

61
LIMITATIONS
The project report carries with it few limitations, on which the accuracy of the text
written will depend.
➢ The first and foremost limitation is regarding the sources of information. The
information contained has been obtained from sources believed to be reliable and
in good faith, but which may not be verified independently.
➢ The second limitation is that some of the calculations are based on certain
assumptions considered appropriate.
➢ Using several statistical tools derives the estimates. Hence the findings obviously
carry all the limitations of the statistical tools used.
➢ Same sets of data from different sources are different. Since not all the data are
available from a single source, an attempt has been made to standardize the data
wherever required, which is essential to maintain uniformity through out the
project.
➢ The aggregate figures for various parameters are subject to exclusion or inclusion
of various constituent variables. While sincere efforts are

62
➢ Made to ensure the absence of mismatch, the extent to which this can be done is
limited.
➢ One more important limitation occurred while conducting questionnaire is that
most of the respondents had either missed it or many hadn’t returned it or many
hadn’t filled it particularly. So to derive actual data becomes impossible based on
those questionnaires.

64
In every project report it is considered to be an important part to find and analyze all the
facts and figures been produced by the research work. It helps in drawing out final
conclusions and reaching at a final result or to find the solution of the problem for which
the research is being done.
In the winter project the research is been carried out on the HRD Growing of Indian
Industries, their layout, implementation, policies, rules and regulations that are been
carried out in an organization. The research is done to analyze that whether the HRD
structure is fulfilling the demands of the employees or any need or change is been
required in their schedule or not. For that purpose a small questionnaire session is been
conducted in order to find out the employees’ views regarding the current HRD Growing
implemented in their organization.

65
Data Analysis
QUESTION NO.1:- Training taker
S.NO Response No. of Respondents Percentage %
1 Yes 108 90
2 No 12 10
Total 120 100
Interpretation:
From the above table it can be stated that 90% of the respondents Said yes for the training
takers and only 10% of the respondents said no.
No.of
Respondents
Percentage %
140
120
100
80
60
40
20
0
Yes No Total
1 2

66
QUESTION NO.2:- Opinion on training frequency
1 Yes 120 100
2 No 0 0
Total 120 100
Interpretation:
From the above table it can be stated that the 90% of the respondents said yes for the
opinion on training frequency and the 10% is No.
Respondents
Percentage %
140
120
100
80
60
40
20
0
Yes
1
No Total
2

QUESTION NO.3:- factors considered for the selection of trainee
67
1 Self motivation 6 5
2 Boss Recommendation 18 15
3 Skill Inventory 24 20
4 Training evaluation 24 20
5 Organizational
requirement
48 40
Total 120 100
Interpretation:
From the above table it can be stated that 40% of the respondents have organizational
requirement and 5% of the respondents have self motivation.
No. of
Respondents
Percentage %
140
120
100
80
60
40
20
0
1 2 3 4 5
Self
motivation
Boss
Recommendation
Skill
Inventory
Training
evaluation
Organizational
requirement
Total

QUESTION NO.4:- Venue of training program
68
1 Internal 12 10
2 External 24 20
3 Overseas 12 10
4 External Internal 72 60
5 Coaching 0 0
Total 120 100
Interpretation:
From the above table it can be stated that 60% of the respondents said External & Internal
training programs were conducted and 20% said that External program were conducted.
No. of
Respondents
Percentage %
140
120
100
80
60
40
20
0
1 2 3 4 5
Internal
External
Overseas
External
Internal
Coaching
Total

QUESTION NO.5:- Method of training
69
1 Role playing 24 20
2 Lecture Method 72 60
3 Conference method 12 10
4 Case Study 12 10
5 Group instruction 0 0
Total 120 100
Interpretation:
From the above it can be stated that 60% of the respondents said that lecture
method of the training methods and 20% of the role playing type of training.
No. of
Respondents
Percentage %
140
120
100
80
60
40
20
0
1 2 3 4 5
Role
playing
Lecture
Method
Conference
method
Case
Study
Group
instruction
Total

QUESTION NO.6:- Trainers of training
70
1 Superior 36 30
2 Outside Executive 48 40
3 Co-Employee 36 30
Total 120 100
Interpretation:
From the above statement it can be stated that 40% of the respondents said that out side
executive type of training and 30% of the respondents said that superior type of training
and 30% of co-employee.
No.of Respondents
Percentage %
140
120
100
80
60
40
20
0
1 2 3
superior
Outside
Executive
Co-
Employee
Total

QUESTION NO.7:- Selection of trainer
71
S.NO Response No. of respondents Percentage
1 Superior 24 20
2 Outside Executive 60 50
3 Co-Executive 36 30
Total 120 100
Interpretation:
From the above table it can be stated that 50% of the respondents said that outside
executive type of training and 20% of the respondents said that superior type of training.
No. of respondents
Percentage
140
120
100
80
60
40
20
0
1 2 3
Superior
Outside
Executive
Co-
Executive
Total

QUESTION NO: 8:- Evaluation of training
72
1 Yes 108 90
2 No 12 10
Total 120 100
Interpretation:
From the above table it can be stated that 90% of the respondents said that Yes for the
evaluation of training and 10% of the respondents said that No.
No.of Respondents
Percentage
140
120
100
80
60
40
20
0
Yes No Total
1 2

QUESTION NO:9:- Training is useful to improve the skills of the employees.
73
1 Really useful 12 10
2 Not useful 0 0
3 Useful for career
development
108 90
Total 120 100
Interpretation:
From the above table it can be stated that 90% of the respondents said that useful for
career development of usefulness of training was Yes and 10% of the respondents said
that no.
No.of Respondents
Percentage %
140
120
100
80
60
40
20
0
1 2 3
Really
useful
Not
useful
Usefull
for
career
development
Total

QUESTION NO.10:- Satisfaction level on training
74
1 Highlysatisfied 48 40
2 Satisfied 72 60
3 Dis satisfied 0 0
Total 120 100
Interpretation:
From the above table it can be stated that 60% of the respondents said that satisfied with
the training and 40% of the respondents said that highly satisfied.
No. of
Respondents
Percentage %
140
120
100
80
60
40
20
0
1 2 3
Highly
satisfied
Satisfied
Dis
satisfied
Total

QUESTION NO.11:- Training Improves superior-subordinate relationship
75
1 Strongly agree 36 30
2 Agree 72 60
3 Dis agree 12 10
Total 120 100
Interpretation:
From the above table it can be stated that 60% of the respondents said that agree for the
training improves relationship and 10% of the respondents said that disagree.
No. of
Respondents
Percentage %
140
120
100
80
60
40
20
0
Strongly
agree
1
Agree
2
Dis Total
agree
3

QUESTION NO.12:- Benefit of training with refer to stress
76
S.NO Response No. of respondents Percentage %
2 Agree 84 70
3 Dis agree 24 20
Total 120 100
Interpretation:
From the above table it can be stated that 70% of the respondents said that agree for the
benefit of training and 10% of the respondents said that disagree.
No. of respondents
Percentage %
140
120
100
80
60
40
20
0
1 2 3
Strongly
agree
Agree
Dis
agree
Total

QUESTION NO.13:- Opinion about past training programme
77
No.of
Respondents
Percentage %
140
120
100
80
60
40
20
0
1 Good 60 50
2 Better 60 50
Total 120 100
Good
1
Better Total
2
Interpretation:
From the above table it can be stated that 50% of the respondents Said that good
benefited incentives after training and 50% of the respondents said that better.

QUESTION.NO 14: Opinion about training durations
78
1 3 days 72 60
2 3-10 days 36 30
3 More than 1 month 12 10
Total 120 100
Interpretation:
From the above table it can be stated that 60% of the respondents said that 3 days of
training period and 10% of the respondents said that 1 month period of training.
Series1
Series2
Series3
140
120
100
80
60
40
20
0
S.NO 1 2 3
Response
3
days
3-10
days
More
than
1
month
Total

QUESTION NO.15:- Training increases the jobsatisfaction
79
1 Yes 96 80
2 No 24 20
Total 120 100
Interpretation:
From the above table it can be stated that 80% of the respondents said that Yes for job
satisfaction and 20% of the respondents said that No.
No. of
Respondents
Percentage %
140
120
100
80
60
40
20
0
Yes No Total
1 2

80
QUESTION NO.16:- Training provides necessary information supporting
Job
1 Yes 120 100
2 No 0 0
Total 120 100
Interpretation:
From the above table it can be stated that 100% of the respondents said that yes for
training provides necessary information and No one says No.
No.of Respondents
Percentage %
140
120
100
80
60
40
20
0
Yes
1
No Total
2

81
No.of Respondents
Percentage %
140
120
100
80
60
40
20
0
1 2
QUESTION NO.17:-Training becomes a pathway to career
2 Agree 60 50
3 Disagree 0 0
Total 120 100
Strongly
agree
Agree
Disagree
Total
3
Interpretation:
From the above table it can be stated that 50% of the respondents said that strongly agree
for training becomes a pathway to career and 50% of the respondents said that agree.

82
QUESTION NO.18:- Effect of technology on effective training
S.NO Response No. of Respondents Percentage
2 Agree 36 30
3 Disagree 0 0
Total 120 100
Interpretation:
From the above table it can be stated that 70% of the respondents said that strongly agree
for effect of technology on effective training and 30% of the respondents said that agree.
No. of
Respondents
Percentage
140
120
100
80
60
40
20
0
Strongly Agree Disagree Total
agree
1 2 3

83
No.of Respondents
Percentage %
80
70
60
50
40
30
20
10
0
1 2 3
QUESTION NO.19:- Aspect of ideal Training programme
S.N
O
Response No. of
Respondents
Percentage %
1 Professionalism 24 20
2 Personality development of
employees
24 20
3 both 72 60
Professionalism
Personality
development
of
employees
both
Interpretation:
From the above table it can be stated that 60% of the respondents said that
professionalism and personality development of employees.

85
FINDINGS
➢ 40% of the employees said that the past training is good.
➢ 60% of the employees said that satisfied with the training.
➢ 60% of the employees said that external and internal training program were
conducted.
➢ 60% of the employees said that agree that the training improves relationship.
➢ 70% of the employees said that agree for the benefit of training.
➢ 60% of the employees said that 3 days of training period.
➢ 50% of the employees said that agree for training becomes a pathway to
career.
➢ 40% of the employees said that outside executive type of training is given.
➢ 80%of the employees said that yes for job satisfaction.
➢ 90% of the employees said that yes for the evaluation of training.

87
SUGGESTIONS AND RECOMMENDATIONS
As per the hypothesis given in this project the recommendations has been mentioned
below:
1. The above report makes it clear that there is a need to be trained and developed
Assessment & Collection department and Octroi department employees. On the
organizational front it may be useful to prepare a long term plan and follow it up.
It may be useful to take the help corporate planning expert who could work with
the internal team.
2. Regarding the internal functions of there is need to improve communications and
trust. This cannot be done through training programme as envisaged earlier but
true establishment of a number of system and processes around organizational
task.
3. Every top management should have his or her key accountability areas identified
and should be given full responsibility. A formal system of performance appraisal
should be introduced in the organization. Each employee may be encouraged for
training to write down his or her own performance and accountability areas.
4. Assessor and Collector should spend their time on the larger issues relating to the
organization and its future and leave day to day operations management largely to
its employees.

88
5. Organization should give enough financial and other welfare incentives whose
value is probably not seen due to job in security. It is time that they should
provide promotions to the employees on the basis of performance.
Staff with extremely good potential and competencies. These, however, need to be
used rather than stagnated.
Personal records have always been necessary for good personnel administration. As
business continue to grow and the administration of personnel becomes more
sophisticated and professional. The volume of paper records increase in proportion,
with the new technologies creating new and vastly different records.
The focus of attention is on non-statutory record system. The nature of the research is
defined as conclusive as research findings are expected to result in specific decisions
being made or specific actions being taken. The research is intended to provide
information for planning activity.
The case method of study has been adopted as Research Methodology to understand
the business situation. The method involves intensive study of a relatively small
number of situations. The emphasis is on obtaining a complete description and
understanding of the relationships of factors in each instance, regardless of the
numbers involved. This method is applicable to both secondary and descriptive
studies.

90
CONCLUSION
This project, right since the beginning has been exciting to many top management
person. This is a major change effort and large system intervention.
How the top management support, learning attitude, clarity, conviction & confidence
in internal resources can help in introducing such major change—
This system is a living example. The blending of behavioral process skills,
quantitative techniques, works study and business system process prove to be very
effective. Right since beginning and induction process (learning then doing) was used
and this is best example using training intervention for design and implementation of
PMS. The cohesion of the taskforce member (trainees), their openness and mutual
trust and their dedication to bring out something new and effective not only paid
dividends but also get more collection to the MMC. This project provides us a
memorable experience to achieve my project task.
This method is of particular value when one is seeking help on a problem in which
the relationships of a number of factors are involved, and in which it is difficult to
understand the individual factors without considering their relationships.

92
BIBLIOGRAPHY
BOOK
❖ Principles and Techniques of Personnel Management– Udai Pareek
Himalya Publishing House Delhi Year -1997
 Kothari C R, Research Methodology Methods & techniques, New Age
International Publishers ,2nd Edition,2004
 Kotler Philip, Marketing Management Analysis, planning Implementations and
control, Pearson Education 12th Edition
 Beri, Marketing Research ,Tata MC Graw Hill ,4th Edition
WEB SITES
 www.google.com
 www.yahoo.com
 Marketing Research Methods by C.R.Kothari
 Principles Of Marketing by Philip Kotler
 Business Research Methods by Cooper & Schindler
 Statistics For Management by G.C.Beri
MAGAZINE
 Album, Tull Green - White Re A & M (fort nightly magazine), Published by
Living India Ltd.
 Today Business (For nightly Magazine).
 Marketing & Business 4p’s (For nightly Magazine).
 Indian Industrial Survey - Published by the Hindu, 2003-04.
 Valuation, Published by Penguin Book.

93
 India Today
 Today’s Traveler
 Business Today
News Paper
 Times of India
 Hindustan Times
 Economic Times

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