This document summarizes a study on the impact of HR practices on employee performance at Bihar Vikas Mission (BVM). It includes a demographic profile of the 71 employees surveyed, findings from questions on recruitment, training, performance appraisal, rewards, and job security. The majority were satisfied with recruitment but not senior guidance. Recommendations include improving performance appraisal, empowering employees, and revising HR policies to link compensation to performance and increase employee performance. The study concludes HR practices can enhance performance but had limitations due to its short time frame and some employees not sharing views.

1. SAMIKSHA
100060
PGDM 2017-19

2. PROJECT TITLE : AN IMPACT OF HR PRACTICES ON
EMPLOYEE’S PERFORMANCE
INDUSTRY MENTOR: MR. SAMBHU PRASAD SINGH
GENERALMANAGER, HR & IT
BVM.
FACULTY MENTOR: PROF. JYOTI VERMA
CURRENTLYWORKINGASAN
ASSISTANT PROFESSORAT CIMP.

3. ABOUT THE ORGANIZATION
(BVM)
• Bihar Vikas Mission is mandated to lead and ensure execution
of the various key development initiatives of the Government
of Bihar.
• Bihar Vikas Mission proposes to engage a professional
consulting organization which will work with various
stakeholders of the State at multiple levels in order to create
the foundation to achieve the stated objective in this domain.

4. OBJECTIVES OF BVM
SOURCE: BVM

5. INTRODUCTION
HR practices are a process of attracting, motivating, and retaining employees to ensure
the survival of the organization.
Good Human Resource Practice do make a difference in the functioning of the
organization.
The most relevant HR Practices have been selected for the study.

6. • To identify the most neglected HR practice
which employee’s believe that could help to
perform better than before.
• To offer some measures in order to enhance
Employee’s performance.
OBJECTIVES

7. • Research Type: Exploratory Research
Data sources:
PRIMARY DATA- Structured Questionnaire.
SECONDARYDATA- HR Manual.
• SAMPLE SIZE- 71
• SAMPLEAREA- Contractual Employees of BVM.
METHODOLOGY

8. GENDER FREQUENCY PERCENTAGE
Male 41 58%
Female 30 42%
Total 71 100%
AGE FREQUENCY PERCENTAGE
Upto 25 yrs 29 41%
26- 35 yrs 35 49%
36- 45 yrs 7 10%
46 yrs & above 0 0%
Total 71 100%
DESIGNATION FREQUENCY PERCENTAGE
Manager 2 3%
Asst. Manager 11 16%
MPA 5 7%
SWO 52 73%
Supervisor & IT 1 1%
Total 71 100%
WORK EXP. FREQUENCY PERCENTAGE
6 months- 1 year 1 1%
1 yr- 2 yrs 70 99%
Total 71 100%
FINDINGS/ANALYSIS
DEMOGRAPHIC PROFILE

9. Q) Are you satisfied with the Recruitment and Selection
procedure of the organization?
00 0 9, 13%
14, 20%
48, 67%
Satisfaction with Recruitment and Selection
Very dissatified Dissatisfied Somewhat dissatisfied
Somewhat satisfied Satisfied Very satisfied

10. • Interpretation: The above figure shows that
out of the total respondents 20% are very
satisfied whereas 67% are satisfied, and 13%
are somewhat satisfied. This shows that the
majority of the respondents are satisfied with
the recruitment and selection process.

11. Q) Which type of induction programme is followed by your
organization?
58, 82%
13, 18%
Induction Programme
Formal
Informal

12. Q) Are you satisfied with the Training and Development
procedure of the organization?
0, 0% 0, 0%
54, 76%
10, 14%
2, 3%
Satisfaction with T & D programme
5, 7%
Very dissatified
Dissatisfied
Somewhat dissatisfied
Somewhat satisfied
Satisfied
Very satisfied

13. Q) How often should T&D be given?
How often should T & D programme be given?
3, 4%
18, 25%
34, 48%
16, 23%
Bimonthly
Monthly
In every 6 months
Annually

14. • Interpretation: The above figures shows that
out of the total respondents 3% are very
satisfied whereas 14% are satisfied, 76%
somewhat satisfied, and 7% are dissatisfied.

15. Q) Are you satisfied with the Performance Appraisal of the
organization?
10, 14%
8, 11%
0, 0%
33, 47%
17, 24%
Satisfaction with Performnace Appraisal
3, 4%
Very dissatified
Dissatisfied
Somewhat dissatisfied
Somewhat satisfied
Satisfied
Very satisfied

16. • Interpretation: The above data shows that out of the
total respondents 4% are very satisfied whereas 24%
are satisfied, and 47% are somewhat satisfied. From
the rest left, 14% is very dissatisfied and 11% are
dissatisfied.

17. Q) What are the parameters of Performance Appraisal for you?
12, 17% 0, 0%
1, 1%
58, 82%
Parameters of Performance Appraisal
Total output
Behavioural
Efficiency
Key Responsibilities
Areas
All of the above

18. Q) Do you think rewards and incentives should be offered to
employees’?
59, 83%
12, 17%
Should rewards and incentives be offered?
Yes
No

19. Q) Is there any rewards and incentives given to you?
27, 38%
44, 62%
Yes No

20. Q) If yes, then in which mode?
9, 31%
15, 52%
Mode of rewards
2, 7%
3, 10%
Cash
Appreciation letter
Verbal Praise
All of the above

21. • Interpretation: The above 3 figures shows that 27% of the
respondents feel that they are given due credit for their
performance either in the form of appreciation letter or cash or
verbal praise and are rewarded in the organization
whereas 62% feel that their due credit are given to them on the
basis of their of their performance and they are not given the
required importance in the organization which results in
dissatisfaction amongst them.

22. Q) Do you feel secured while working in the organization?
21, 30%
11, 15%
39, 55%
Job Security
Yes
No
Neutral

23. Interpretation: The above data shows that 30%
of the respondents are secured in the
organization whereas 15% are not and the rest
55% are neutral to it.

24. Q) Are you satisfied with the Senior guidance for your career
progression?
18, 25%
53, 75%
Satisfaction with Senior Guidance
Yes
No

25. Interpretation: The above data shows that 75%
are not satisfied with the senior guidance they
receive in their organization whereas only 25%
are satisfied.

26. Based on the data and findings of the study the following
recommendations are suggested.
• If Performance Appraisal system is successfully used in
BVM, the employees would be able to know how well they
are performing and what is expected to them in future in
terms of their work performance and effort.
• The Management should value the contribution and ideas
shared by employees and empower employees and
maximize their individual talent in order to make effective
decisions.
• The organization should utilize a variety of reward and
recognition programs to drive behavior that promotes high
performance.
RECOMMENDATIONS

27. • Job performance should be considered an important factor to
determine the compensation of employee’s performance.
• HR Practices plays a crucial role in increasing employee’s
performance so the organization should revise their HR
policies by keeping in view the above factors in order to attain
the targeted goals.

28. • As a result of outcome of this research, the HRM practices
of this organization are likely to improve. Instead of
following traditional practices, the organization need to
adopt scientifically approved measures such as to focus
training, performance appraisal, and compensation practices
to enhance the performance level.
• The study revealed that employee’s performance can be
increased by giving employees an opportunity to make
effective decisions.
• It is concluded that HRM practices can enhance the
employee’s level of performance which influence the
perception of employees about performance.
CONCLUSIONS

29. Limitations are always accompanied with any work and
same was with this study. Few major limitations were as
follows.
• As this study was completed within short span of 8
weeks, it was not possible to understand practically
all the aspects of the topics.
• Difficulty was faced during gathering information as
some of the employees refused to share personal
opinion and views.
LIMITATIONS