Professional Documents
Culture Documents
PREPARED BY:
ALVI IMRAN ABDUL HAMID - 520610326.
SUBMITTED TO:
SIKKIM-MANIPAL UNIVERSITY.
INDEX
SR.NO TOPIC PAGE NO
ABOUT ICICI
1. 3-9
INTRODUCTION
2. 10-14
MOTIVATION
3. 15-42
RECRIUTMENT
4. 43-49
SELECTION
5. 50-55
TRAINING and DEVELOPEMENT
6. 56-75
9. CONCLUSION 96-98
2
ABOUT ICICI
3
ABOUT ICICI:
ICICI Bank is India's second-largest bank with total assets of
Rs. 3,446.58 billion (US$ 79 billion) at March 31, 2007 and profit after tax
of Rs. 31.10 billion for fiscal 2007. ICICI Bank is the most valuable bank in
India in terms of market capitalization and is ranked third amongst all the
companies listed on the Indian stock exchanges in terms of free float market
capitalisation*.
The Bank has a network of about 950 branches and 3,300 ATMs in
subsidiaries and affiliates in the areas of investment banking, life and non-
and Canada, branches in Singapore, Bahrain, Hong Kong, Sri Lanka and
Belgium.
4
ICICI Bank's equity shares are listed in India on Bombay Stock
Exchange and the National Stock Exchange of India Limited and its
American Depositary Receipts (ADRs) are listed on the New York Stock
Exchange (NYSE)
History
shares in India in fiscal 1998, an equity offering in the form of ADRs listed
sales by ICICI to institutional investors in fiscal 2001 and fiscal 2002. ICICI
was formed in 1955 at the initiative of the World Bank, the Government of
5
diversified financial services group offering a wide variety of products and
like ICICI Bank. In 1999, ICICI become the first Indian company and the
NYSE.
ICICI and ICICI Bank formed the view that the merger of ICICI with ICICI
Bank would be the optimal strategic alternative for both entities, and would
create the optimal legal structure for the ICICI group's universal banking
strategy.
The merger would enhance value for ICICI shareholders through the
fee-based income and the ability to participate in the payments system and
ICICI's strong corporate relationships built up over five decades, entry into
6
particularly fee-based services, and access to the vast talent pool of ICICI
approved the merger of ICICI and two of its wholly-owned retail finance
2002, and by the High Court of Judicature at Mumbai and the Reserve Bank
financing and banking operations, both wholesale and retail, have been
7
Savings A/c Credit Home ICICI Bank Bonds NRE Savings A/c Bill Payment
Cards Loans
Special NRO Savings A/c Shopping
Savings Debit cum Personal GOI Bonds
Account ATM Cards Loans NRE Fixed Deposit Ticket Booking I
Travel Card Mutual Funds C
Senior Citizen Car Loans Prepaid Mobile
NRO Fixed Deposit I
Services Two IPO Recharge
NRE Recurring C
Fixed Deposit Wheeler Smart Money Order I
Loans Deposit
Pure Gold Card-2-Card FT B
Easy FD Commercial FCNR Fixed Deposit a
Foreign Ex Services Funds Transfer
Vehicle n
Recurring RFC Savings A/c Share Trading k
Loan Senior Citizens
Deposit
Account Loans Savings Scheme, RFC Fixed Deposit Charity
Private Opening against 2004 i
Banking Securities Home Loans n
E
Roaming instruction / Farm Donate2India
Current A/c Speak to Equipment N
transfer Loans Singapore Offshore e
Young Stars Branch
Construction Bank Account w
Digitally
Bank@campus Equipment Bahrain Offshore s
signed Credit Card
Loan Life Insurance Branch Investors
statement
Salary A/c Demat Relations
Office General Insurance
Status of Loans
Womens A/c Equipment Customer Care
request
Loan To Subscribe
EEFC A/c Queries
Medical Charges
RFC A/c Equipment Feedback
Loan
Privilege Privacy
Banking Pre
Approved Online Security
Loans
No frills A/c Terms and
Conditions
Outward Disclaimer
Remittance
USA Patriot
Act
Certification
Life Cycle
Planning
What's New
Service
Charges
8
Board Members
INTRODUCTION
MEANING and DEFINITION OF HRM
DEFINITION
10
organization are essential to achieving organizational objectives. This is true
action.
MEANING OF HRM
in organization.
reasonable costs.
OBJECTIVES
11
and willing work force to an organization.
Societal Objectives
Organizational Objectives
organization.
Functional Objectives
to the organization’s needs. Resources are wasted when HRM is either more
FUNCTIONS
In order to realize the objectives stated above, HRM must perform
certain functions. These functions have been outlining the scope of HRM.
12
the functions.
SCOPE OF HRM
The scope of HRM is indeed vast. All major activities in working life
of an employee that is from the time he or she, joins the organization till
This all comes under the purview of HRM. Specifically, the activities
included are- HR Planning, Job Analysis and Recruitment and Selection, and
1. Introduction to HRM
13
2. Employee Hiring
4. Employee Motivation
5. Employee Maintenance
7. Prospects of HRM
14
MOTIVATION
WHAT IS MOTIVATION?
People consider it to be a personal trait – that is some have it some
motivation as lazy. But it isn’t true. What we know is that motivation is the
result of the interaction of the individual and the situation. Individuals differ
15
“Employee motivation has been gaining ground and taken its due place in
to an era of knowledge based services. In this transition phase and the time
to come, employees are the most important factor, even eclipsing monetary
capital in the process. Personnel hold the key to success and it is level of
who are working for their companies , who will be in instrumental in writing
For example:
A student may find reading a 2o pages note book very tiring, but the same
student may be able to read 150 pages of Harry Potter just in one day. For
Thus we can say that the level of motivation varies both between
DEFINITION:
16
Motivation is defined as the processes that account for an individual’s
its intensity. Effort that is directed towards and consistent with the
how long a person can maintain their effort. Motivated individuals stay with
“People are inherently lazy”. This isn’t true. All people are not inherently
individual character.
If this statement is meant to imply that all people are inherently lazy,
17
the evidence strongly indicates the contrary, many people today suffer from
the opposite affliction-they are overly busy, overworked, and suffer from
Managers frequently draw the conclusion that people are lazy from
watching some of their employees, who may be lazy at work. But these
same
employees are often quite industrious in one or more activities off the job.
ranks low in its ability to satisfy individual needs. So the same employee
concepts. Three specific theories were formulated during this period, which
although heavily attacked and now questionable in terms of validity, are probably
still the best-known explanations for employee motivation. These are the
18
hierarchy of needs theory, Theories X and Y, and the two-factor theory.
theories have grown, and practicing managers still regularly use these theories
1. Physiological: - Includes hunger, thirst, shelter, sex, and other bodily needs
attention.
19
includes growth, achieving one’s potential, and self-fulfillment
Self-
Actualization
Esteem
Social
Safety
Physiological
As each of these needs becomes substantially satisfied, the next need becomes
dominant. In terms of the figure, the individual moves up the steps of the
hierarchy.
From the standpoint of motivation, the theory would say that although
no need is fully gratified, a substantially satisfied need no longer motivates.
understand what level of the hierarchy that person is currently on and focus on
20
Maslow separated the five needs into higher and lower orders. Physiological
and safety needs were described as lower-order and social, esteem, and self-
was made on the premise that higher-order needs are satisfied internally (within
the person), whereas lower-order needs are predominantly satisfied externally (by
practicing managers.
This can be attributed to the theory’s intuitive logic and ease of understanding.
basically negative, labeled Theory X, and the other basically positive, labeled
Theory Y. After viewing the way the managers dealt with employees, McGregor
21
concluded that a manager’s view of the nature of human beings is based on a
certain grouping of assumptions and that he/she tends to mold his/her behavior
avoid it.
possible.
22
the objectives.
positions.
McGregor himself held to the belief that Theory Y assumptions were more
Two-Factor Theory
The two-factor theory (sometimes also called as motivation-hygiene theory)
individual’s relation to work is basic and that one’s attitude toward work can
23
“What do people from their jobs?”
good or bad about their jobs. These responses were then tabulated and
categorized.
and distinct from those that lead to job dissatisfaction. Therefore, managers
who seek to eliminate factors that can create job dissatisfaction may bring
ERG theory
closely with the empirical research. His revised need hierarchy is labeled ERG
theory. Alderfer argues that there are three groups of core needs-Existence,
24
The existence group is concerned with providing our basic material
physiological and safety needs. The second group of needs are those of
relationships.
These social and status desires require interaction with others if they are to
be satisfied, and they align with Maslow’s social need and the external
(1) More than one need may be operative at same time, and
25
McClelland’s theory of needs was developed by David McClelland and his
The need to make others behave in a way that they would not have behaved
otherwise.
They are striving for personal achievements rather than rewards of success
as per work done.
From research into the achievement need, McClelland found that high
achievers differentiate themselves from others by their desire to do things better.
Goal-Setting theory
Gene Broadwater coach of the Hamilton high school cross-country team
26
gave his squad these last words before they approached the line for the league
championship race: “each one of you is physically ready. Now, get out there and
do your best. No one can ever ask more of you than that.”
The research on goal setting theory addresses these issues, and the findings,
as you will see, are impressive in terms of the effect that goal specificity,
In late 1960s, Edwin Locke proposed that intentions to work toward a goal
are a major source of work motivation. That is, goal tells an employee what needs
The evidence strongly supports the value of goals. More to the point, we can
say that specific goals increase performance; that difficult goals, when accepted,
result in higher performance than do easy goals; and that feedback leads to higher
that is, is determined not to lower or abandon the goal. This is most likely to
occur when goals are made public, when the individual has an internal locus of
control, and when the goals are self-set rather than assigned.
Equity Theory
27
It means individuals compare their job inputs and outcome with those of
This theory is based on the example of Ms Jane Pearson who graduated from
the state university with a degree in accounting and working with 'G5' a public
hiring of the fresh college graduate out of the state university who lacks the one
year experience which Jane has gained and was paid $4,800 which was more than
Jane’s salary.
In this case Jane’s situation illustrates the role that equity plays in
motivation. Employees make comparisons of their job inputs and outcomes relative
to those of others.
others with whom we compare ourselves, a state of equity is said to be exist. When
we see the ratio as unequal we experience equity tension and when over rewarded,
1. Self-inside.
2. Self-outside.
28
3. Other-inside.
4. Other-outside.
have little information about others and on the long tenure rely more heavily
Equity theory is also related with the pay of the employees. Thus on these
in equitable pay:
1. Given payment on time, over rewarded employees will produce more than
quality of output.
employees.
29
qualifications.
Expectancy Theory:-
Currently, one of the most widely accepted explanations of motivation is
victor vroom's Expectancy Theory. Although it has its critics, most evidence is
Meaning:-
"The strength of a tendency to act in a certain way depends on the strength
of an expectation that the act will be followed by a given outcome and on the
motivated to accept a high level of pressure when he or she believes that effort will
lead to a good performance appraisal; which will lead to good org rewards such as
30
bonus, a salary increase, or a promotion; and that the rewards will satisfy the
2. Performance-reward relationship.
Thus expectancy theory helps to explain why lot of workers aren't motivated
on their job and do only the minimum necessary to get by.
individual's goals and the linkage b/w effort and performance, between
performance and rewards and, finally, between the rewards and individual goal
satisfaction.
does not ensure that the individual perceives high performance as necessarily
31
Myth or Science?
academics and social scientists on human potential and the needs of individuals,
there is no evidence to support the vast majority of workers want challenging jobs.
Some individuals prefer highly complex and challenging jobs; other prospers in
The individual-difference variable that seems to gain the greatest support for
explaining who prefers a challenging job and who doesn’t is the strength of an
need satisfaction and will respond positively to challenging jobs? No current data
are available, but a study from the 1970s estimated the figure at about 15%. Even
after adjusting for changing work attitudes and the growth in white-collar jobs, it
The strongest voice advocating challenging jobs has not been workers-it’s
and journalists undoubtedly made their career choices, to some degree, because
32
they wanted jobs that gave them their autonomy, identity, and challenge. That, of
course, is their choice. But for them to project their needs onto the workforce in
general is presumptuous.
Not every employee is looking for a challenging job. Many workers meet
their higher-order needs off the job. There are 168 hours in every individual’s
week. Work rarely consumes more than 30% of this time. That leaves considerable
opportunity, even for individuals with strong growth needs, to find higher-order
designers are different from nonprofessionals. They have strong and a long term
Their loyalty is more towards their profession than to their employer. And
typical rewards, like money and promotions, are rarely effective in encouraging
Usually they tend to be well paid already and they enjoy what they do. For
33
instance, professionals are not typically anxious to give up their work to take on
managerial responsibilities.
They’ve have invested a great deal of time and effort in developing their
professional skills. They’ve have typically gone to professional schools for years
conferences, and the like - to keep their skills current. Moving into management
often means cutting off their ties to their profession, losing touch with the latest
advances in their field and having to let the skills that they’ve spent years
follow their interests and allow them to structure their work in ways they find
productive. Provide them with lateral moves that allow them to broaden their
experiences.
attending conferences – that allow them to keep current in their field. In addition
34
reward them with recognition. And consider creating alternative career paths that
allow them to earn more money and status, without assuming managerial
responsibilities.
employees within the context of the roles they perform. Of all the functions a
due, in part, to the fact that what motivates employees changes constantly (Bowen
& Radhakrishna, 1991). For example, research suggests that as employees' income
The employees who work for your company are naturally motivated.
All you
need to do is to utilize their natural ability, which you can do without spending a
dime. That's right. No money. In fact, money can actually decrease an employee's
motivation and performance. The first step in utilizing your employees' natural
abilities is to eliminate your organization's negative practices that zap away their
natural motivation. The second step your organization can take is to develop true
35
motivators, which can spark all your employees into being motivated. By
decreasing negative zapping demotivators and by adding true motivators, you will
tap into your employees' natural motivation. Your employees' natural motivation
relies on the fact that all people have human desires for affiliation, achievement,
and for control and power over their work. In addition, they have desires for
36
Employees have to motivate and empower themselves. However, you
can set up an environment where they best motivate and empower
themselves.
The key is knowing how to set up the environment for each of your
employees.
37
Again, a key goal is to understand what motivates each of your employees.
how, if you hate your job, it seems like everyone else does, too. If you are
very stressed out, it seems like everyone else is, too. Enthusiasm is
contagious. If you're enthusiastic about your job, it's much easier for others
to be, too. Also, if you're doing a good job of taking care of yourself and
your own job, you'll have much clearer perspective on how others are doing
38
in theirs. A great place to start learning about motivation is to start
understanding your own motivations.
The key to helping to motivate your employees is to understand what
motivates them. So what motivates you? Consider, for example, time with
family, recognition, a job well done, service, learning, etc.
How is your job configured to support your own motivations?
What can you do to better motivate yourself? Always work to align goals of
the organization with goals of employees:
As mentioned above, employees can be all fired up about their work
and be working very hard. However, if the results of their work don't
contribute to the goals of the organization, then the organization is not any
better off than if the employees were sitting on their hands -- maybe worse
off! Therefore, it's critical that managers and supervisors know what they
want from their employees.
These preferences should be worded in terms of goals for the
organization. Identifying the goals for the organization is usually done
during strategic planning. Whatever steps you take to support the motivation
of your employees (various steps are suggested below), ensure that
employees have strong input to identifying their goals and that these goals
are aligned with goals of the organization.
(Goals should be worded to be "SMARTER". More about this later on
below.)
Key to supporting the motivation of your employees is understanding
what motivates each of them: Different things motivate each person.
Whatever steps you take to support the motivation of your employees, they
should first include finding out what it is that really motivates each of your
39
employees. You can find this out by asking them, listening to them and
observing them.
(More about this later on below.)
Recognize that supporting employee motivation is a process, not a task:
Organizations change all the time, as do people. Indeed, it is an ongoing
process to sustain an environment where employees can strongly motivate
themselves. If you look at sustaining employee motivation as an ongoing
process, then you'll be much more fulfilled and motivated yourself.
Support employee motivation by using organizational systems (for
example, policies and procedures) -- don't just count on good intentions:
Don't just count on cultivating strong interpersonal relationships with
employees to help motivate them. The nature of these relationships can
change greatly, for example, during times of stress.
Instead, use reliable and comprehensive systems in the workplace to
help motivate employees. For example, establish compensation systems,
employee performance systems, organizational policies and procedures, etc.,
to support employee motivation. Also, establishing various systems and
structures helps ensure clear understanding and equitable treatment of
employees.
40
mistakenly assume that all workers want the same thing, or they make
random guesses about what motivates an individual. Both are serious errors.
If we expect managers to successfully motivate their individual
employees, human resources professionals must accept the responsibility of
providing managers with a list of what motivates and frustrates a new or
recently transferred employee. I have found that even "bad" managers, when
they are educated about what excites and challenges an individual worker,
can become "good" managers in as short as a month.
Just ask your employees the following questions: What would you
like more of?
That is, what are the elements of any job that excite, challenge and motivate
you to be more productive?
What would you like less of?
That is, what are the elements of any job that frustrate you or inhibit your
productivity?
How would you like to be managed?
Help me understand the best approach to get the most productivity out of
you. Why did you quit your last few jobs?
Help me understand why you quit, so that I can avoid repeating the same
mistakes that your previous managers made.
This will help a lot in motivating your employees towards the desired goal.
41
that you don't like the employee. Then talk to someone else who is
appropriate to hear about your distaste for the employee, for example, a peer,
your boss, your spouse, etc. Indicate to the appropriate person that you want
to explore what it is that you don't like about the employee and would like to
come to a clearer perception of how you can accomplish a positive working
relationship with the employee. It often helps a great deal just to talk out
loud about how you feel and get someone else's opinion about the situation.
As noted above, if you continue to focus on what you see about employee
performance, you'll go a long way toward ensuring that your treatment of
employees remains fair and equitable.
Have one-on-one meetings with each employee.
Employees are motivated more by your care and concern for them than by
your attention to them. Get to know your employees, their families, their
favorite foods, names of their children, etc. This can sound manipulative --
and it will be if not done sincerely. However, even if you sincerely want to
get to know each of your employees, it may not happen unless you
intentionally set aside time to be with each of them.
Instill an inspiring purpose.
A critical condition for employee enthusiasm is a clear, credible, and
inspiring organizational purpose: in effect, a "reason for being" that
translates for workers into a "reason for being there" that goes above and
beyond money.
Every manager should be able to expressly state a strong purpose for
his unit. What follows is one purpose statement we especially admire. It was
developed by a three-person benefits group in a midsize firm.
42
Benefits are about people. It's not whether you have the forms filled in or
whether the checks are written. It's whether the people are cared for when
they're sick, helped when they're in trouble.
Stating a mission is a powerful tool. But equally important is the
manager's ability to explain and communicate to subordinates the reason
behind the mission.
Can the manager of stockroom workers do better than telling her staff that
their mission is to keep the room stocked?
Can she communicate the importance of the job, the people who are relying
on the stockroom being properly maintained, both inside and outside the
company?
The importance for even goods that might be considered prosaic to be where
they need to be when they need to be there?
That manager will go a long way towards providing a sense of purpose.
43
RECRUITMENT
RECRUITMENT
Definition:
44
“Recruitment is the process of finding and attracting capable
The Process begins when new recruits are sought and ends when their
applications so as to eliminate those who are not qualified for the job.
45
practices to build critical capacities that enable an organization to achieve its
goals
The human resources should be focusing on the improvement of
contribution of the workface to the business results & how it can be
improved STRTEGIC HUMAN RESOURCE MANAGEMENT is the
pattern of planned HR development & activities intended to enable an
organization to achieve its goals. The effective implementations of Strategic
Human Resources Management can be done by integrating the HR activities
to be strategized with the long term business or cooperate strategy. The two
important function of HRM are Recruitment & Development.
The Strategic Human Resources Management depends on the detailed
understanding of HR policies & HR Practices, it is often useful for the HR
department & HR professional to be closely involved, actually working
partnership with line managers, who are closely directly involved in the firm
strategic formulation and implementation.
HR professional must be strategic partner both in running the business
as well as in running HR.
The rapid changes occurring in the business environment has resulted
in new organization form, new people management challenges such as need
to development high performance system, new development strategies and
careers schemes for individuals, new organization learning capabilities, new
core competencies and new physiological contract.
1. To broad base the applicant pool in order to get the right talent at the
affordable cost.
2. Increase the pool of job candidates at minimum cost
46
3. Help increase success rate of selection process by reducing number of
under-qualified or over-qualified applications.
4. Meet legal and social obligations
5. Identify and prepare potential job applicants
External Factors:
1. Demand and Supply status of specific skills set.
2. Unemployment Rate (Area-wise)
3. Labour Market Conditions
4. Political and Legal Environment (Reservations, Labour laws)
5. Company’s Image
Internal Factors:
1. Recruitment Policy (Internal Hiring or External Hiring?)
2. Human Resource Planning (Planning of resources required)
3. Size of the Organization (Bigger the size lesser the recruitment problems)
4. Cost
5. Growth and Expansion Plans
RECRUITMENT PROCESS
47
(a) Trained or untrained (to be trained at company’s expense)
(b) Internal or external sourcing
(c) Competitors
(d) Technological tools to be used for advertising
(e) Where to look
(f) How to look
2. Recruitment Planning
48
(b) Types of applicants to be called (Qualification, category, area,
etc)
3. Searching
4. Screening of Applications
49
SELECTION
SELECTION
50
MEANING OF SELECTION
1. Preliminary Interview :
2. Selection Tests :
Tests and are conducted to judge how well an individual can perform
tasks related to the job. Besides this, there are some other tests also
51
3. Employment Interview :
suitability.
Stress Interviews.
5. Selection Decision :
a. The final decision has to be made out of applicants who have been
identified as suitable.
52
often more than required number is selected to cater for any
6. Physical Examination :
physical examination.
7. Job Offer :
letter of appointment.
8. Contract of Employment :
After the job offer is made and candidates accept the offer,
candidate.
53
1. Detailed Job Descriptions and Job Specifications prepared in advance
and endorsed by personnel and line management should be available
with Selection Board.
2. Train the selectors to assess the right attributes in applicants.
3. Determine aids to be used for selection process.
4. Check competence of recruitment consultants before hiring their
services.
5. Involve line managers at all stages
6. Attempt to validate the procedure regularly
7. Help the appointed candidate to succeed by training and management
development
54
5. Time and Cost : Often the time and funds available to undertake
selection process are limited forcing the selectors to forego certain
tests.
55
TRAINING
AND
DEVELOPMENT
56
Training and development, though are spoken in the same breadth, are
employee which do not have a one to one relationship with his current job. It
At the best, there might be some intangible benefits in the long run,
immediate benefits.
57
and not as development. Same program for some one in back office would
Education:
education.
58
Learning:
Means a relatively permanent change in behaviors that occurs as a
result of practice or experience.
Education:
The development of the knowledge values understanding required in
all skill relating to particular areas of activity.
Developments:
Growth of a person’s ability and potential through the provision of
hearing and education exp.
Training:
Planned and systematic modification of behaviors through learning
events, programs and instruction which enable individual to achieve the
levels of knowledge, skill and competence to carry out their work efficiency.
59
↓
Development Planning
↓
←←←←←←→→→→→→→→
↓ ↓
Organization Individual
↓
Developmental Approaches
↓
Evaluation of Development Success.
60
White-collar workers Blue-collar workers
It is interesting that out of the job factors listed for the survey, yet
with the exception of two items (white-collar workers' choice (B) and blue-
collar workers' choice (C)) groups selected the same top ten factors,
although with different rankings. It is significant that good pay was
considered as the most important factor by the blue-collar workers, but it
ranked as the least important for white-collar workers.
In all, there are nine to twelve parameters that exist in an
organizational environment that shape employee perceptions, motivation and
productivity in an organization. Some of these are detailed below.
Interpersonal relationships: This depicts the pattern of interactions
employees have within the organization. This explains the relationship
between a manager and his/her subordinate, peer equation, interdepartmental
relationship etc. The correct handling of interpersonal relationships can
improve an organization’s attrition levels dramatically.
61
Communication within the company: In many cases, employees
believe that decisions that are taken at a “corporate” level are not to their
benefit. While this may be true in certain instances, it is also true that it is
the management’s fault for not keeping the employees involved to whatever
extent possible or permissible. While every individual in the organization
does not need to be involved at the board or management level discussions,
it’s imperative that the company’s vision, strategies and future growth plans
be shared regularly.
Brainstorming before major decisions could be a motivator that could
increase the sense of belonging for an organisation. Sharing of ideas through
common forums could be another method to foster good communication
across all levels of employees. Organizations that do not practice open
communication could end up being blamed for lacking transparency. A
blame that could represent itself through an active grapevine. This could
contribute to a negative morale thereby affecting productivity.
Company image: The company image is a composite of various
factors. And these are essentially perceptions. Perceptions about the personal
image of senior management, stability of top management, fiscal health of
the company etc. When the leadership of a company is questioned by the
employees and there are no satisfactory answers, one can be rest assured that
it will have an impact on the “Brand” that the employees work for.
Managing the company image is extremely critical, particularly when
the employees who have joined the organisation have a certain perception of
the organisation from outside. Interventions to keep up the image is critical
as attrition is believed to have a keen relationship with the “brand image”.
62
Work climate and organisation culture Am I being treated in the organisation
with fairness and respect?
Does the workplace encourage ethical practices and values?
Will I be awarded for good work?
Do I have the freedom to express views without fear of retribution?
These are the few basic questions that employees always carry in their
minds when it comes to judging work climate and organizational culture.
And there are many parameters that include leadership, integrity and
opportunities to contribute in strategic decisions.
It’s upon the organisation and its senior managers to benchmark
against what would be the expected standards from the employee
perspective. It creates a working environment that people thrive in — the
feel good factor of working. Usually seen as a unique identity of any
organisation, there are certain basic thoughts, which, if addressed on an on-
going basis, would add to the sense of security and motivation among
employees.
Job content and career development:
Opportunities for personal and professional growth are what makes
employees stay with their current organisation, or move on to the next best
one that comes along their way. However, these are not independent
parameters. Once an organisation tackles the issues of autonomy in decision-
making and implementation, relevance of role assigned as per an
individuals’ capability, fair assignment of work load, and assignments as per
interests and skills, one can see a largely motivated work force driving the
company’s bottomline and topline.
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Compensation and HR services:
In the present day, with organizations stressing on EVA (Economic
Value Added) and employees as brand ambassadors, compensation and HR
services are increasing to come under microscopic scrutiny. Employees
today are not only concerned about the compensation and benefits they get
annually, they are also bothered about what their compensations are as per
industry standards, their being paid according to their roles and
responsibility, their performance linked reward systems and how progressive
HR policies are in their organization. Some call it talent management, some
emotional quotient, but with the employees, it’s not an independent body of
thought. It works in continuum with all the factors mentioned above.
Performance management systems:
This explains the yardstick on which employees are measured on their
performance and classified under good/average/poor performers. This helps
the management chalk out the improvement plan for all employees.
Performance management systems ensure that the employees’ goals are
linked directly to the business goals of the organisation.
Training and development:
This takes into consideration the fact that every employee of any
organisation needs to be constantly learning and improving. Training and
development normally balances the personal enrichment and professional
development of any employee within the organisation.
Facilities, support, tools & infrastructure
Gone are the days of industrial age when factories used to be on the outskirts
of big cities or towns. They have now been replaced by “Electronic City(s)”
and “Software Campuses” of various companies. What this has done is to
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add a slew of parameters that affects performance levels. And these are
seemingly simple things, viz., physical location of office, appearance and
aesthetics of a workplace, availability of facilities for recreation and access
to high speed internet connections.
Employees today believe that these are a given. These have become
hygiene factors. But on the other hand, these are very subjective issues.
Who decided what’s the best aesthetics?
What constitutes a great ambience?
It’s critical to gauge how important these parameters are in an
employees’ mind and arrive at exactly what is required to keep them happy
with the workplace. Perhaps the money that a company saves from cutting
back on unnecessary frills may add its bit to the bottomline.
The motivational level of employees is a sum of many of these factors
and how these are perceived. While the perceptions are bound to vary among
individuals, data analysis can actually help one arrive at a conclusion on
what are the exact factors that need the company’s attention from the people
management perspective.
How does one do this?
Using research, an organisation can detail all of the factors mentioned
above and break them into 90 – 100 sub-factors, following which the
employees can rank each factor on an “Importance” and “Satisfaction
Scale”. Importance signifies how important the factor is at a workplace and
satisfaction signifies how satisfied they are on the given parameters with
respect to the company they work for. Analysing the gap between
importance and satisfaction, one can pinpoint the areas that require short and
long-term solutions. This can be used to propose HR interventions that
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would address the concern areas and consequently, an actionable plan to
boost motivation and productivity can be implemented.
Individualize motivation policies
It is well known that individual behavior is intensely personal and
unique, yet companies seek to use the same policies to motivate everyone.
This is mainly for convenience and ease compared to catering for individual
oddities (Lindstone (1978)). 'Tailoring' the policy to the needs of each
individual is difficult but is far more effective and can pay handsome
dividends.
As a brief review of terms, training involves an expert working with
learners to transfer to them certain areas of knowledge or skills to improve in
their current jobs. Development is a broad, ongoing multi-faceted set of
activities (training activities among them) to bring someone or an
organization up to another threshold of performance, often to perform some
job or new role in the future.
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Training and development can be initiated for a variety of reasons for an
employee or group of employees, e.g.,:
a.) When a performance appraisal indicates performance improvement is
needed
b.) To "benchmark" the status of improvement so far in a performance
improvement effort
c.) As part of an overall professional development program
d.) As part of succession planning to help an employee be eligible for a
planned change in role in the organization
e.) To "pilot", or test, the operation of a new performance management
system
f.) To train about a specific topic (see below)
Typical Topics of Employee Training
1. Communications: The increasing diversity of today's workforce brings a
wide variety of languages and customs.
2. Computer skills: Computer skills are becoming a necessity for conducting
administrative and office tasks.
3. Customer service: Increased competition in today's global marketplace
makes it critical that employees understand and meet the needs of customers.
4. Diversity: Diversity training usually includes explanation about how
people have different perspectives and views, and includes techniques to
value diversity
5. Ethics: Today's society has increasing expectations about corporate social
responsibility. Also, today's diverse workforce brings a wide variety of
values and morals to the workplace.
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6. Human relations: The increased stresses of today's workplace can
include misunderstandings and conflict. Training can people to get along in
the workplace.
7. Quality initiatives: Initiatives such as Total Quality Management, Quality
Circles, benchmarking, etc., require basic training about quality concepts,
guidelines and standards for quality, etc.
8. Safety: Safety training is critical where working with heavy equipment ,
hazardous chemicals, repetitive activities, etc., but can also be useful with
practical advice for avoiding assaults, etc.
9. Sexual harassment: Sexual harassment training usually includes careful
description of the organization's policies about sexual harassment, especially
about what are inappropriate behaviors.
General Benefits from Employee Training and Development
There are numerous sources of on-line information about training and
development. Several of these sites (they're listed later on in this library)
suggest reasons for supervisors to conduct training among employees. These
reasons include:
1. Increased job satisfaction and morale among employees
2. Increased employee motivation
3. Increased efficiencies in processes, resulting in financial gain
4. Increased capacity to adopt new technologies and methods
5. Increased innovation in strategies and products
6. Reduced employee turnover
7. Enhanced company image, e.g., conducting ethics training (not a good
reason for ethics training!)
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8. Risk management, e.g., training about sexual harassment, diversity
training
OBJECTIVES OF MANAGEMENT
DEVELOPMENT PROGRAMS (MDP)
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• Sensitive to environment
• Understand use of power
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Group Level Training Needs Identification
1. Organizational Goals and Objectives
2. Personnel / Skills Inventories
3. Organizational Climate Indices
4. Efficiency Indices
5. Exit Interviews
6. MBO / Work Planning Systems
7. Quality Circles
8. Customer Satisfaction Survey
9. Analysis of Current and Anticipated Changes
METHODS OF TRAINING
When an employee learns the job in actual working site in real life
situation, and not simulated environment, it is called OJT. Employee learns while
working. Take the instance of roadside mechanics. Small boys working there as
helpers learn while helping the head mechanic. They do not learn the defect
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analysis and engine repairing skills in any classroom on engine models.
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Off the Job Training: Trainings conducted in simulated environments,
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participation of all trainees. Can be very effective but needs good
conductors.
4. Case Studies: It is a written description of an actual situation in the
past in same organisation or some where else and trainees are
supposed to analyze and give their conclusions in writing.
i. This is another excellent method to ensure full and whole
hearted participation of employees and generates good
interest among them.
ii. Case is later discussed by instructor with all the pros and
cons of each option. It is an ideal method to promote
decision-making abilities within the constraints of limited
data.
5. Role Plays: Here trainees assume the part of the specific
personalities in a case study and enact it in front of the audience. It is
more emotional orientation and improves interpersonal relationships.
Attitudinal change is another result. These are generally used in
MDP.
6. Sensitivity Trainings: This is more from the point of view of
behavioural assessment as to how an individual will conduct himself
and behave towards others under different circumstances. There is
no pre-planned agenda and it is instant. Advantages – increased
ability to empathize, listening skills, openness, tolerance, and
conflict resolution skills. Disadvantage – Participants may resort to
their old habits after the training.
7. Programmed Instructions: Provided in the form of blocks either
in book or a teaching machine using questions and feedbacks
without the intervention of trainer. Advantages – Self paced, trainees
can progress at their own speed, strong motivation for repeat
learning, material is structured and self-contained. Disadvantages –
Scope for learning is less; cost of books, manuals or machinery is
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expensive.
8. Computer Aided Instructions: It is extension of PI method, by
using computers. Advantages – Provides accountabilities, modifiable
to technological innovations, flexible to time. Disadvantages – High
cost.
9. Laboratory Training.
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INDUCTION
AND
ORIENATION
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INDUCTION AND ORIENATION
Induction and Orientation are the procedure that a new employee has to go
through in the organisation. Every employee starting from the lower most, say,
from peon to CEO, need orientation course when they join the organisation.
A new employee carries with him a lot of apprehension about place, job,
colleagues, organisational culture, and so on. On the day of reporting, he needs to
know his office/work place, routine, amenities, functional and reporting channels,
etc.
Definition
“It is a Planned Introduction of employees to their jobs, their co-workers and the
complete before he is put on job. Like in Military, before a new recruit is sent to
aware of the comfort issues - where the facilities are, what time lunch is, who are
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1. Organisation’s geography/layout
2. Organisational set up (Structure)
3. Daily Work Routine
4. Organization Profile, History, Objectives, Products and Services, etc
5. Introduction to colleagues/immediate superiors and subordinates.
6. Importance of Jobs to the organization
7. Detailed Orientation Presentation covering policies, work rules and
employee benefits.
PURPOSE OF ORIENTATION
The idea of Orientation programme is to make the new employees feel “at
home” in new environment. Any employee while joining a new organisation is
anxious about the new set-up, new colleagues, his own performance vise a visa
other more experienced employees in the organisation, his work place, his exact
responsibilities, etc.
A structured information and introduction system will make his transitory
period short and reduce his anxiety quickly.
He will begin to perform to his potential quickly.
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2. Individual or Collective:
Another choice is to be made whether new
employees are to be inducted in group or individually.
3. Serial or Disjunctive:
Orientation becomes serial when the person relinquishing the post
hands over the position to the new incumbent.
It becomes disjunctive when the new employee occupies a vacant
position with no one to hand him over the position. He learns the prevalent
practices and history slowly from his subordinates and superiors on gradual
basis.
4. Investiture or Divestiture:
This is the final strategic choice which relates to decision regarding
allowing the new employees to affect the organisation
with his identity/ideas/functional methods or asking him to modify his
identity to merge with existing culture of the organisation.
This is more applicable to high positions who may have been hired
with a view to bring in their experiences and methods of management to the
organisation.
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PERFORMANCE
APPRAISALS
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PERFORMANCE APPRAISALS
courage and endurance are more important factors. But for the Army General, his
On the other side, a foreman in a factory would never be assessed for his
courage. Assessment is often not confined to past performance but checks for
not only employee’s performance but even his peers’ and subordinates’.
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behaviours and outcomes to discover how an employee has performed on the job
and how he can perform more effectively in future so that employee, organization
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2. Design an appropriate appraisal program – Appraisal program for different
levels of employees would be different.
3. Performance Interviews
4. Appraise and record the performance
5. Use and store data for appropriate purposes
6. Identify opportunities variables
TECHNIQUES / METHODS OF
PERFORMANCE APPRAISALS
Numerous methods have been devised to measure the quantity and quality of
performance appraisals. Each of the methods is effective for a particular class of
employees in certain types of organization only.
Broadly all methods of appraisals can be divided into two different categories.
1. Rating Scales:
This is simplest and most popular method. Rating scales consist of grading
performance attribute is numerically marked and then totalled to arrive at the final
figure.
Advantages – Adaptability, easy to use, low cost, every type of job can be
2. Checklist:
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Under this method, checklist of “Statements of Traits” of employee in the
form of Yes or No based questions is prepared. Here, the rater only does the
standardization.
A series of statements arranged in the blocks of two or more are given and
the rater indicates which statement is true or false. The rater is forced to make a
tendencies of raters. Some are too lenient and others too severe. This method \
Excellent Grade, 20% in Good Grade, 40% in Average Grade, 20% in Below
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The real problem of this method occurs in organizations where there is a
tendency to pack certain key departments with all good employees and some other
forgotten.
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6. Field Review Method:
spread over cities and countries. Appraisal is done by someone outside employees’
of conditions.
This is based on the test of knowledge or skills. The tests may be written or
are high.
8. Confidential Reports:
not ruled out. Here the report is given in the form of Annual Confidentiality
Report (ACR). The system is highly secretive and confidential. Feedback to the
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assessee is given only in case of an adverse entry.
ratings can be manipulated because the evaluations are linked to future rewards
9. Essay Method:
In this method the rater writes down the employee description in the form
of an essay.
Disadvantages – It its highly dependent upon the writing skills of rater and
most of them are not good writers. Moreover, it is also time consuming and
Here performance is evaluated from the monetary returns yield to his or her
The usual techniques used may be ranking methods and paired comparison
method.
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• Ranking Method:
Superior ranks his worker based on merit, from best to worst.
However how best and why best are not elaborated in this method. It is
easy to administer.
the same cadre and then comparative rating done in pairs so formed. The
(N-1) / 2. The method is too tedious for large departments and often such
These appraisals are more directed to assess employees potential for future
performance rather than the past one. It is done in the form of in-depth interviews,
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evaluations.
and other personal characteristics affecting his performance. This approach is slow
and costly and may be useful for bright young members who may have
considerable potential.
centre is a central location where managers may come together to have their
computer simulations, role playing and other similar activities which require same
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forecasts of future performance and progress than other methods of appraisals.
Also reliability, content validity and predictive ability are said to be high in
Assessment Centres.
The tests also make sure that the wrong people are not hired or promoted.
from all sections of people employee interacts in the course of his job like
building skills.
One of the biggest advantage of this system is that assesssees can not afford
employees behaviour and feedback about performance are all linked to the
corporate strategy.
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ESSENTIALS OF A GOOD PERFORMANCE
APPRAISAL SYSTEM:
1. Standardized Performance Appraisal System
2. Defined performance standards – Bench Marks
3. Uniformity of appraisals
4. Trained Raters
5. Use of relevant rating tools or methods
6. Should be based on job analysis
7. Use of objectively verifiable data
8. Avoid rating problems like halo effect, central tendency, leniency,
severity etc.
9. Consistent Documentations maintained
10. No room for discrimination based on cast, creed, race, religion, region etc.
1. Board Level
2. Ownership (share allocation)
3. Complete Control
4. Staff Councils
5. Joint Councils
6. Collective Bargaining
7. Job Enlargement and Enrichment
8. Suggestion Schemes
9. Quality Circles
10. Empowered Teams
11. Total Quality Management
12. Financial Participation
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BENEFITS OF PARTICIPATION
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your employees to decide how they will carry out the tasks. Skills in
delegation can free up a great deal of time for managers and supervisors. It
also allows employees to take a stronger role in their jobs, which usually
means more fulfillment and motivation in their jobs, as well.
Celebrate achievements:
This critical step is often forgotten. New managers and supervisors are
often focused on a getting "a lot done". This usually means identifying and
solving problems. Experienced managers come to understand that
acknowledging and celebrating a solution to a problem can be every bit as
important as the solution itself. Without ongoing acknowledgement of
success, employees become frustrated, skeptical and even cynical about
efforts in the organization.
Promote teamwork.
Most work requires a team effort in order to be done effectively.
Research shows repeatedly that the quality of a group's efforts in areas such
as problem solving is usually superior to that of individuals working on their
own. In addition, most workers get a motivation boost from working in
teams.
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Creating teams has as much to do with camaraderie as core
competences. A manager needs to carefully assess who works best with
whom. At the same time, it is important to create the opportunity for cross-
learning and diversity of ideas, methods, and approaches. Be clear with the
new team about its role, how it will operate, and your expectations for its
output.
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employees' expediter: It is your job to facilitate getting their jobs done. Your
reports are, in this sense, your "customers." Your role as an expediter
involves a range of activities, including serving as a linchpin to other
business units and managerial levels to represent their best interests and
ensure your people get what they need to succeed.
How do you know, beyond what's obvious, what is most important to
your employees for getting their jobs done? Ask them! "Lunch and
schmooze" sessions with employees are particularly helpful for doing this.
And if, for whatever reason, you can't immediately address a particular need
or request, be open about it and then let your workers know how you're
progressing at resolving their problems. This is a great way to build trust..
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CONCLUSION
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CONCLUSION:
From the observation we can know that the company follows both
internal and external source of recruitment.
The external source, which the company follows, is advertisement and
the method followed to recruit the people in the company is direct method
that is by conducting face to face in depth interviews in the company
premises to know the people skills, knowledge and their ability to do the job.
The factor which attracts people both internally and externally is
growth prospects, Brand image and working atmosphere in the company.
Next step is selection, and the method which is used, for selection in the
company is through written and oral test. Criteria on which selection of the
candidate is selected, is based on communication skills, attitude of the
candidate, experience, aggregate marks, and knowledge.
There is no simple answer to the question of how to motivate people.
Can money motivate? Yes, but money alone is not enough, though it does
help. We have discussed some of the pertinent theories bearing on human
motivation and this is balanced by some of the practical factors which can
lead to excellence.
Human resource remains the focal point and leadership the critical
component, and motivation has to be 'tailored' to each individual. The next
section deals with an important mode of motivation, namely financial
aspects of rewarding employees.
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The most important thing is to provide employees with a sense of security,
one in which they do not fear that their jobs will be in jeopardy if their
performance is not perfect and one in which layoffs are considered an extreme last
resort, not just another option for dealing with hard times.
But security is just the beginning. When handled properly, each of the
above mentioned practices will play a key role in supporting your employees'
goals for achievement, equity, and camaraderie, and will enable them to retain the
enthusiasm they brought to their roles in the first place. Candidates with high
energy levels and can win attitude are preferred.
Many rounds of Interviews are held which tries to bring best out of a
candidate. The over all process of the hiring in ICICI is satisfactory.
No changes are required in the actual process and the tools used, but
changes in using those tools would be helpful.
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RECOMMENDATIONS
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RECOMMENDATIONS
Books referred:
Human Resource Management
By Shashi. K. Gupta
Rosy Joshi
Human Resource Management
By V.S.P.Rao
Websites:
www.humanresources.about.com
www.hr-guide.com
www.books.google.com
www.icicibanks.com
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