Social Welfare Society at N.R.pura

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CONTENTS

Sl. No. 1. 2. 3. 4. 5. 6. BIBLIOGRAP QUESTIONNAIRE

CHAPTERS Introduction Research Design Company Profile

PAGE No.

Data Analysis and Interpretation Finding Suggestions

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CHAPTER- 1

INTRODUCTION

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Meaning and definition of Human Resources
According to Leon C. Magginson, the term human resources (HR) can be thought of as ―the total knowledge, skill, creative abilities, talent and aptitudes of an organisation‘s workforce, as well as the valu e, attitude and beliefs of the individual involves‖. In simple sense human resources management means employing people, developing their resources, utilising, maintaining and compensating their services in tune with the job and organisational requirements with a view to contribute to the goals of the organisation, individual and the society. The function of procuring, developing, maintaining and utilising a labour force, such that the— (a) Objectives for which the company is established are attained economically and effectively, (b) Objectives of all levels of personnel are served to the highest possible degree, and (c) Objectives of society are duly considered and served‖.

NATURE OF HUMAN RESOURCES:
People in any organisation manifest themselves, not only through individual section but also through group interactions. When individual

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come to their workplace, they come with not only technical skill, knowledge etc.., but also with their personal feeling, perception, desires, motives, attitude, value etc. Therefore, employee management in an organisation does mean management of not only technical skills but also other factors of the human resources.

COMPLEX DYNAMISM:
A close observation of employee reveals that they are complex being, i.e., (1) Economic, (2) Physiological, (3) Psychological, (4) Socio-logical and, (5) Ethical being. The proportion or intensities of these dimensions of the human factor in employment may differ from one situation to anther but the fact remains that these are the basic things of the human factor in organisation

A Social System
Human resources management is relatively new and developed as a part of management. In its simple term, personnel management is the task of dealing with human relation, moulding and developing the human resources.

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A Challenging Task
The human resource manager plays a crucial role in understanding the changing needs of through organisation and society. Further, he faces some challenging tasks in attaining the employee, organisational and society objectives with the available resources.

FUNCTIONS OF HRM
The function of HRM can be broadly classified into two categories, viz.., i. ii. Management function and Operating function

1. Managerial Function
Management function of personnel management involving planning, organising, directing and controlling. All these function influences the operative function

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Functions of HRM

Managerial Function

Operative Function

Planning Organisation Directing Controlling

Employment Human Resources Development Compensation Human Relations Industrial Relation Recent Trends in HRM

(A)Planning: it is predetermined course of action. Planning pertains to formulating strategies of personnel programmes and changes in advance that will contribute to the organisation goals. In other words, it involves planning of human resources, requirement, recruitment, selection, training etc. (B)Organising: An organisation is means is means to an end. It is essential to carry out the determined courses of action. In the words of J.C.Massie, an organisation is a ―structure and processes by which a cooperative group Government First Grade College N R Pura 6

of human beings allocation its task among its member, identifies relationship and integrates its activities towards a common objective.‖ Complex

relationships exist between the specialised department and the general department as many top managers are seeking the advice of the personnel manager. Thus, an organisation establishes relationships among the employees so that they can collectively contribute to the attainment of company goals. (C).Directing: The next logical function after completing planning and organising is the execution of the plan. The basic function of personnel management at any level is motivating, commanding, leading and activating people. The willing and effective co-operation of employees for the attainment of organisational goals is possible through proper direction. Tapping the maximum potentialities of the people is possible through motivation and command. Co- ordination deals with the task of blending efforts in order to ensure successful attainment of an objective. The personnel manager has to co-ordination various managers at different levels as far as personnel function are concerned. (D)Controlling: After planning, organising and directing various activities of personnel management, the performance is to be verified in order to know that the personnel functions are performed in conformity with the plans and directions of an organisation. Controlling also involves checking, verifying Government First Grade College N R Pura 7

and comparing of the actual with the plans, identification of deviation if any correcting of identified deviations. Thus, action and operation are adjusted to per-determined plans and standards through control.

2. Operative Function
The operative function of human resources management are related to specific activities of personnel management viz., employment, development, compensation and relations. All these functions are interacted with the managerial functions.

(A)Employment: It is the first operative function of human resource management (HRM). Employment is concerned with securing and employing the people possessing the required kind and level of human resources planning, recruitment, selection, placement, induction and internal mobility. I. Job Analysis: It is the process of study and collection of information relating to the operations and responsibilities of a specific job. It includes:  Collection of data, information, facts and ideas relating to various aspects of including men, machines and materials

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 Preparation of job description, job specification, job requirements and employee specifications which will help in identifying the nature, levels and quantum of human resources.  Providing the guides, plans and basis for job design and over all operative functions of HRM. II. Human Resources Planning: It is a process for determination and assuring that the organisation will have an adequate number of qualified persons, available at proper time, performing jobs which would meet the needs of the organisation and which would provide satisfaction for the individual involved. It involves:  Estimation of present and future requirement and supply of human resources based on objectives and long range plans of the organisation.  Calculation of net human resources requirement based on present inventory of human resources.  Taking steps to mould change and develop the strength of existing employees in the organisation so as to meet the future human resources requirements.  Preparation of action programmes to get the rest of human resources from outside the organisation and to develop the human resources in terms of existing employees.

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III.Recruitment: It is the process of prospective employees and stimulating them to apply for jobs an organisation. It deals with:     Identification of existing sources of applicant and developing them. Creation/identification of new sources of applicants. Stimulating the candidates to apply for jobs in the organisation. Striking a balance between internal and external sources.

IV.Selection: It is the process ascertaining the qualifications, experiences, skills, knowledge etc.., of an applicant with a view to appraising his/her suitability to a job. This function including:  Framing and developing application blanks.  Creating and developing valid and reliable testing techniques.  Formulating interviewing techniques.  Checking of references.  Line manager‘s decision.  Sending letters of appointment and rejection.  Employing the selected candidates who report for duty. V.Placement: It is the process of assigning the selected candidates with the most suitable job of term of job requirement. It is matching of employee specification with job requirement. This function includes:  Counselling the functional managers regarding placement.

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 Conducting follow-up study, appraising performance in order to determine employee adjustment with the job.  Correcting misplacements, if any. VI. Induction and Orientation: Induction and orientation are the techniques by which a new employee is rehabilitate in the change surrounding and introduced to the practise, policies, purpose and people etc.., of the organisation.  Acquaint the employee with the company philosophy, objectives, career planning and development, opportunities, product, market share, social and community standing, company history, culture etc.  Introduction the employee to the people with whom he has to work such as peers, supervisors and subordinates.  Mould the employee attitude by orienting him to the new working and social environment.

(B). Human Resources Development: It is the process of improving, moulding and changing the skills, knowledge, creative ability, aptitude, values, commitment etc.., based on present and future job and organisational requirements. This function includes:

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I. Performance Appraisal: It is the systematic evaluation of individual with respect to their performance on the job and their potential for development. It includes:  Developing policies, procedures and techniques.  Helping the function managers.  Reviewing of reports and consolidation of reports.  Evaluating the effectiveness of various programmes. II. Training: It is the process of imparting to the employee techniques and operating skills and knowledge. It includes:  Identification of training needs of the individuals and the company.  Developing suitable training programmes.  Helping and advising line management in the conduct of training programmes.  Imparting of requisite job skills and knowledge to employee. III. Management Development: It is the process of designing and conducting suitable executive development programmes so as to develop the managerial and human relation skill of employees. It includes:  Identification of the areas in which management development is needed.  Conducting development programmes.

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 Motivating the executives.  Designing special development programmes for promotions. IV. Career Planning and Development: It is the planning of one‘s career and implementation of career plans by means of education, training, job search and acquisition of work experiences. It includes internal and external mobility. V. Internal Mobility: it includes vertical and horizontal movement of an employee within an organisation. It consists of transfer, promotion and demotion.

(C). Compensation: It is the process of providing adequate, equitable and fair remuneration to the employees. It includes job evaluation, wages and salary administration, incentives, bonus, fringe benefits, social security measures etc. I. Job Evaluation: It is the process of determining relative worth of jobs.  Select suitable job evaluation techniques.  Classify jobs into various categories.  Determining relative value of jobs in various categories. II. Wages and Salary Administration: This is the process of developing and operating a suitable wages and salary programmes. It covers:

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 Conducting wages and salary survey.  Determining wages and salary rates based on various factor.  Administering wages and salary programmes.  Evaluating its effectiveness. III. Incentives: It is the process of formulating, administering and reviewing the schemes of financial incentives in addition to regular payment of wages and salary. It includes:  Formulating incentive payment scheme.  Helping functional managers on the operation.  Review them periodically to evaluate effectiveness. IV. Bonus: It is includes payment of statutory bonus according to the Payment of Bonus Act , 1965 and its latest amendments: V. Fringe Benefits: These are the various benefits at the fringe of the wages. Management provides these benefits to motivate the employees and to meet their life‘s contingencies. These benefits include:  Disablement benefits.  Housing facilities.  Educational facilities to employees and children.  Canteen facilities.  Credit facilities.

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 Medical, maternity and welfare facilities.

(D). Human Relations: Practicing various human resources policies and programmes like employment. Development and compensation and interacting among employees create a sense of relationship between the individual worker and management, among workers and trade unions and the management. It is the process of interacting among human beings. Human relation is an areas of management in integrating people into work situation in a way that motivates them to work.  Developing the communication skills.  Developing the leadership skills.  Motivating the employees.  Boosting employee morale.  Improving quality of work life of employees through participation and other means. (E).Industrial Relation: The term ‗industrial relations‘ refers to the study of relations among employees, employers, governments and trade unions. Industrial relations include:  Indian labour market

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 Trade unionism  Collective bargaining  Industrial conflicts  Workers‘ participation in management and  Quality circles. (F). Recent Trends in HRM: Human Resources Management has been advancing at a fast rate. The recent trends in HRM include:  Quality of work life  Total quality in human resources  Hr accounting, audit and research and  Recent techniques of HRM. SCOPE OF HUMAN RESOURCES MANAGEMENT The scope of human resources management in the modern days is vast. In fact, the scope of HRM was limited to employment and maintenance of any payment of wages and salary. The scope gradually enlarged to providing welfare facilities, motivation, performance appraisal, human resources management, maintenances, of human relations, strategic human resources and the like. The scope has been continuously enlarging.

The scope of Human Resources Management includes: Government First Grade College N R Pura 16

 Objectives of HRM  Organisation of HRM  Strategic HRM  Employment  Development  Wages and salary administration/compensation  Maintenance  Motivation  Industrial relations  Participative management and  Recent developments in HRM. Having discussed the scope of human resources management, now we shall discuss the importance of human resources management. OBJECTIVES OF HUMAN RESOURCES MANAGEMENT Objectives are pre-determined goals to which individual or group activity in an organisation is directed. Objectives of HRM are influenced by social objectives, organisational objectives, functional objectives and individual objectives. Institutions are instituted to attain certain specific objectives. The objectives of the economic institution are mostly to earn profits, and that of educational institutions are mostly to impart education and/or conduct

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research so on and so forth. However the fundamental objective of any organisation is survival. Organisations are not just satisfied with this goal. Further, the goal of most of the organisations is growth and/or profits. The objectives of HRM may be as follows: i. To create and utilise an able and motivated workforce, to accomplish the basic organisational goals. ii. To establish and maintain sound organisational structure and desirable working relationship among all the members of the organisation. iii. To secure the integration of individual and groups within the organisation by co-ordination of the individual and group goals with those of the organisation. iv. To create facilities and opportunities for individual or group development so as to match it with the growth of organisation. v. To attain an effective utilisation of human resources in the achievement of organisational goals. vi. To identify and satisfy individual and group needs by providing adequate and equitable wages, incentives, employee benefits and social security and measures for challenging work, prestige, recognition, security, status etc.

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HUMAN RESOURCE DEVELOPMENT
THE CONCEPT OF HUMAN RESOURCE DEVELOPMENT (HRD) The concept of HRD was formally introduced by Leonard Nadler in 1969, in a conference organised by the American Society for Training and Development. Leonard Nadler defines HRD as ―those learning experiences which are organised for a specific time and designed to bring about the possibility of behavioural changes.‖ The term learning experience refers to purposeful or intentional learning and not incidental learning. Among the Indian authors, T Ventateswara Rao worked extensively on HRD. He defines HRD in the organisational context as ―a process by which the employees of an organisation are helped in a continuous planned way to: i. Acquire sharpen capabilities required to perform various function association with present or expected future roles; ii. Develop their general capabilities as individual and discover and exploit their own inner potentials for their own and/or organisational development purposes; iii. Develop an organisational culture in which superior- subordinate relationship, team work and collaboration among sub-units are strong

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and contributes to the professional well-being, motivation and pride of employees. Features of Human Resources Development:

i. HRD is a systematic and planned approach for the development of individuals ii. HRD is a continuous process for the development of technical, managerial, behavioural and conceptual skills and knowledge. iii. HRD develops the skills and knowledge not only at the individual level, but also at dyadic level, group level and organisational level. iv. HRD is multi-disciplinary. It draws inputs from Engineering, Technology, Psychology, Anthropology Management Commerce,

Economics, and Medicine etc. v. HRD is embodies with techniques and process. HRD techniques

includes performance appraisal, training, management development, career planning and development, organisation development, counselling, social and religious programmes, employee involvement/workers‘ participation, quality circles etc. vi. HRD is essential not only for manufacturing and services industry but

also for information technology industry.

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SCOPE OF HRD Human resources management deals with procurement, development, compensation, maintenances and utilisation of human resources. HRD deals with development of human resources for efficient utilisation of these resources in order to achieve the individual, group and organisational goals. Thus, the scope of HRM is wider and HRD is part and parcel of HRM. In fact, HRD helps for the efficient management of human resources. The scope of HRD invades into all the functions of HRM. The scope of HRD includes: i. Recruiting the employees within the dimensions and possibilities for developing human resources. ii.Selecting those employees having potentialities for development to meet the present and future organisational needs. iii. Analysing, appraising and developing performance of employees and individuals, members of a group and organisations with a view to develop them by identifying the gaps in skills and knowledge. iv.Help the employees to learn from their superiors through performance consultations, performance counselling and performance interviews. v.Train all the employees in acquiring new technical skills and knowledge. vi.Develop the employees in managerial and behavioural skill and knowledge. Government First Grade College N R Pura 21

vii.Planning

for

employee‘s

career

and

introducing

developmental

programmes. viii.Planning for succession and develop the employees. ix.Changing the employee‘s behaviour through organisation development. x.Employee learning through group dynamic, intra and intra-team interaction. xi.Learning through social and religious interactions and programmes. xii.Learning through job rotation, job enrichment and empowerment. xiii.Learning through quality circle and the schemes of workers‘ participation in the management.

HRD OBJECTIVES The objectives of HRD are:  To prepare the employee to meet the present and changing future job requirements.  To prevent employee obsolescence.  To develop creative abilities and talents.  To prepare employees for higher level jobs.  To impart new entrants with basic HRD skills and knowledge.  To develop the potentialities of people for the next level job.

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 To aid total quality management.  To ensure smooth and efficient working of the organisation.  To provide comprehensive framework for HRD.  To enhance organisational capabilities.

NEEDS FOR HRD All business and industrial organisations are dynamic. In fact, liberation, privatisation and globalisation made the business firms further dynamic. In other words, they have been changing continuously in terms of technology, types of business, products/services, organisation strength and the like. The changes invariably demand for the development of human resources. i. Change in Economic Polices: Almost all the governments across the globe have changed their economic policies from

communistic/socialistic pattern to capitalistic pattern. Even the Government of India liberalised its economic policies in 1991. ii. Changing Job Requirement: Organisational dynamism brings changes in organisational design and job design. The changes in job design bring changed in job description and job specification.

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iii.

Need for Multi-skilled Human Resources: The changing trends in industrialisation, structuring jobs and organisations demand the employee to take up multi activities.

iv.

Organisational Viability and Transformation Process: Organisational Viability is continuously influenced by the environmental threats. If the organisation does not adapt itself to the changing environmental factors, it will lose its market share.

v.

Technological Advance: Organisations in order to survive and develop should adopt the latest technology. Adaptation of the latest technology will not be complete until they are manned by developed employees.

vi.

Organisational complexity: With the emergence of increased mechanisation and automation, manufacturing of multiple products and rendering of services, organisations becomes complex.

Management of organisational complexity is possible through HRD vii. Human Relations: Most of the organisations today tend to adopt the human resources approach. This in turn, needs HRD.

HRD FUNCTIONS The functions of HRD include:  Performance Appraisal

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 Employee Training  Executive Development  Career Planning and Development  Succession Planning and Development  Organisation Change and Organisation Development  Involvement in Social and Religious Organisations  Involvement in Quality Circle and  Involvement in Workers‘ Participation in Management.

Techniques of Human Resources Development Techniques of human resources development are also called HRD methods. HRD instruments, HRD mechanisms or HRD subsystems. They include:  Performance Appraisal  Potential Appraisal  Career Planning  Career Development  Employee Training  Executive Development  Organisational Development

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 Social and Cultural Programmes  Workers‘ Participation in Management  Quality Circle  Employee Counselling  Team Work  Role Analysis  Communication Policies and Practices  Monetary Rewards Rewards

 Non-monetary  Employee  Grievance

Benefits and Mechanism.

ATTRIBUTES OF AN HRD MANAGER According to Pareek and Rao, an HRD manager must possess the following attributes: Techniques  Knowledge of various types of performance appraisal system and potential appraisal systems and ability to develop them.  Knowledge of various types of tests and measurement of behaviour.

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 Ability to design and execute training programmes at various levels.  Knowledge of behavioural sciences.  Knowledge and skill counselling.

 Knowledge of techniques in behavioural research.  Knowledge of career planning and other personnel practices

THE FUNCTION OF HRD MANAGERS HRD managers or departments play a crucial role in the organisation. The HRD manager at SHELL performs a wide range of function provides the function of the HRD manager at SHELL. These functions include: 1. Role Analysis: The HRD manager should design the wider role rather than mere jobs based on the organisation‘s present and future needs. 2. Human Resources Planning: The HRD manager, based on the role analyses, should plan for the human resources which would meet not only the future organisational requirement but also capable of being development.

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3. Recruitment: It is the process of searching for prospective employees and stimulating them to apply for jobs in an organisation. 4. Selection: It is the process of ascertaining the qualification, experiences, skills, knowledge etc,. Of an applicant with a view to appraising his/her suitability to a job. 5. Placement: It is the process the selected candidates with the most suitable job. It is matching of employee specification with job requirements. 6. Induction and Orientation: Induction and orientation are the techniques by which a new employee is rehabilitated in the changed surrounding and introduced to the practices, policies, purpose and people etc., of the organisation. 7. Performance Appraisal: It is the systematic evaluation of individual with respect to their performance on the job and their potential for development. 8. Training: Training is a systematic process by which employees learn skills, knowledge, abilities or attitudes to further organisational and personal goals. 9. Management Development: It is the process of designing and conducting suitable executive development programmes so as to develop managerial and human relation skill of employees. Government First Grade College N R Pura 28

10.Career Planning and Development: It is the planning of one‘s career and implementation of career plans by means of education, training, job search and acquisition of work experiences. 11.Organisation Development: organisation development is an

organisation wide, planned effort, managed from the top, with a goal of increasing organisational performance through planned intervention. 12.Compensation: it is the process of providing equitable and fair remuneration to the employees. It is includes job evaluation, wages and salary administration, incentives, bonus, fringe benefits, social security measures etc. 13.Social and Cultural Programmes: social and cultural programmes enable the employees to interact closely with each other, open-up their cognitions, share the strength etc. 14.Workers’ Participation in Management: workers‘ participation in management enables both the management‘s and workers representative to share and exchange their ideas and view point in the process of joint decision-making. 15.Quality Circles: Quality circles are a self- governing group of workers with or without their supervisors who voluntarily meet regularly to identity, analyses and solve problems of their work field.

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16. Teamwork: Teamwork requires a joint effort of the members to plan, make decision, implement them, evaluate them and correct them. 17.Communication Policies: The free-flow of upward communication policies encourage motivate the subordinate to share their new ideas, experience and other work related issues their supervisors. 18.Grievance Mechanism: Prompt settlement of employee grievances leads to job satisfaction and satisfied employees are encouraged to enrich their resources with a view to enhance their contribution to the organisation. 19.The other function of HRD manager include: 1) To develop a human resources philosophy for the entire organisation and get the top management committed to it openly and consistently. 2) To influence personnel policies by providing necessary input the personnel department/top management. 3) To plan and design HRD methods. 4) To monitor effectively the implementation of various HRD methods. 5) To work with unions and association and inspire them.

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CHPTER - 2

RESEARCH DESIGN

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INTRODUCTION:Human resources is by far the most important resource of the available resources of an organisation every human being has unique feature that differentiate him/her in an working environment .To constitute a resources skill, attitude and knowledge should be present in the workforce some of the workforce may be introduced to the organisation without all their [skills, attitude, knowledge] where as some of the employees may lack any one of the attitude. In pursuance to this development of human resources become in abatable to all the after selecting them. In this regards to increase this skill and upgrade the knowledge trade in will be provided to the employees and after their process the performance of the employees will be evaluated and then a proper decision is taken and develop the organisation.

STATEMENT OF THE PROBLEM:The present project report will be done on training and development and its influence and efficiency and output of various programmes run by Social Welfare Society at N.R.Pura.

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OBJECTIVES OF THE STUDY: The present study will have the following objectives  To study the human resource activity adopted by welfare society.  To study training processes adopted to increase efficiency.  To study performance appraisal method adopted by welfare society.  To study various factors governing the enhancement of skill, knowledge and attitude through society programmes.  To identify any problems in graduation and implementation of HR policies.  To provide proper suggestion for over all development of an organisation.

RESARCH METHODOLOGY:For the purpose of doing present project report following methods will be used,

1. Data Collection:For the purpose of doing present project report primary source of data and secondary source of data will be used.

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Among primary data sources questionnaire techniques, personal observation, and face to face interview techniques will be used for the organisers and the beneficiary. In secondary sources of data the text material from the organisation, references from website, news will be used.

2. Sampling:For the purpose of doing present research the sample size consist of 35 beneficiary respondents and 15 organisers and work executive of the organisation. A scheduled questionnaire will be distributed to the sample size to collect the require information. For convenience of analysis total respondents have been multiplied with six to make 100 respondents.

3. Data Analysis and Interpretation:The data so collected through primary and secondary sources will be classified, tabulated based on age, income, gender, nature of training, benefits accrued, output level and other criteria. And then by the used of statistical techniques like mean and medium, the same data will be presented in tabular and graphical from with interpretation and inferences there to. Government First Grade College N R Pura 34

4. Advantage or benefit of the study:The proposed study contributes in increase of management knowledge about social services and various programmes while running an NGO‘s. The study will highlight some of unic programme organised and run by the society which will inspire each one of as at the same time it will highlight various opportunity available the organisation from government and semi government and local resources. A part from this study will also highlight weakness in regulation and implementation of HR policies of the organisation more over. The study will become a source of information to further comprehensive study in the same discipline or area.

LIMITATION OF THE STUDY: The present research work will have the following limitation:  Time constraint  Respondents bias  Statistical change may take place during the course of study

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 Generalisation cannot be made to the present research work because it is under taken only for welfare society at N.R.Pura.

CHAPTERLISATION

Chapters No I. II. III. IV. Interpretation V. VI.

Description Introduction Research Design Company Profile Data Analysis and

Findings Suggestion Bibliography Annexure

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CHPTER -3

COMPANY PROFILE

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History of Norbertine Fathers in N.R.Pura Region
N.R.Pura mission region comprises the whole civil district of Chickamagalure, in Karnataka. It has an area of 7224 sq.kms. Earlier this mission region belonged to the Diocese of mananthavady. Taking into consideration of the vastness of the diocese, shortage of priest, difficult working conditions and the need heavy financial investment for the development of the area, the mission was officially entrusted to Norbertine Fathers Mananthavady on 25th may 1995. Since then we have initiated developmental programmes in the region focused on pastoral, educational and social activities.

Social The considerable percentage of the people in the mission is migrants from the neighboring state of Kerala, landed up in this Taluk in 1940s and 1950s. Through there are people of different religious denominations among the settler and they follow their own religious practices too, which over the years have provided leadership and played a pioneering role in the socioeconomic development of the settled villages. These developmental interventions had been more on a humanistic approach and devoid of any caste-creed or native-settler consideration.

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Most often a significant number of populations of the area is continued to the hand to mouth existence, struggling for their daily sustenance. Since this is being left out and neglect as a remote area with not much access to growth, we feel it is our duty to involve in this lives of these marginalized and lead them to them to decent living. It was at this juncture that Norbertines entered into the region initiating various pastorals, educational and social activities aimed at the holistic development, giving more emphasis to the social awareness and income-generating programmes.

Involvement of Priests, and Brothers The developmental programmes of the region spring from the pastoral and social concern of the Norbertine Father working in the N.R.Pura mission region. Social Welfare Society, N.R.Pura Social Welfare Society, N.R.Pura Taluk of Chickamagalure District in Karnataka is a registered Society under the Indian Societies registration Act 1960. This was established as the social wing of the N.R.Pura Mission to meet the developmental needs of the Social Welfare Society is dedicated in implementing community education and awareness programmes at village level aimed at providing self-determination and self-reliance to the people. Government First Grade College N R Pura 39

The society also undertakes different developmental activities aimed at improving the living condition and welfare of the poor and the marginalised, irrespective of caste, colour, race or religion. The social development activities pioneered by the S.W.S are: Rural housing, farmers‘ organisation, Mahila mandals , Income generation programme for women, small savings, Mother and child development programmes , Literacy programmes, youth development programme etc. At present this a well –structured organisation involved in 28 villages spreading into N.R.Pura, Koppa, and Chickamagalure Taluk. People in this area are daily workers in the agricultural sector. They often fall victims to the exploitative and oppressive economic, political, social and cultural structures and situation in the society, which force them ever-suppressive situation that annual the village economic, Social Welfare Society gives prior importance to the rural development and total transformation of the society. At present different Government and non-governmental agencies sponsor various programmes of the society.

ORGANISATIONAL PROFILE 1. Name of the NGO: SOCIAL WELFARE SCOIETY (SWS) 2. Details of registration :

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Acts

under Date registration

of Place registration

of Registration No.

which registered

1960 Act.

Societies 8th may,1979

Chickamagalure

6/79-80

Main Activities 1. Women & Child Development programmes:  Crèche Centers  Mahila Mandal  Awareness Campaigns  Income generation Programme  Legal Aid  Training through Village training Centers  Bank Linkage  Assistance and Liaision between concerned departments and rural Women  Health. 2. Youth Development center  Youth Club

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 Vocational Trainings  Youth Club Development Training Programme  Youth Leadership training programme  SHGs  Laison between Nehru Yaua Kendra and Youth Clubs  Work Campaigns  Awareness Campaigns 3. Self Help Groups  SGSY &SHGs  General SHGs  Training for sthree Shakthi SHGs  Bank Linkage  Promotional Grants to SHGs  Income Generation Programmes  Internal Auditing  Anniversaries, Competitions  Linkage Programmes  Work Camps  Awareness Campaign  Regular Meeting, Saving, Review, Support &Follow up

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 Leadership Training 4. Health programmes  Blood Group Detection Camps  Health Awareness Campaigns  Village Level health Check up Camps  Introduction of Native Medicine and its uses 5. Programmes relating to Herbal Medicine  Promotion of Herbal Garden in the Village  Introducing the Herbal Plants and its uses  Herbal Medicine Preparation and Demonstration Classes  Awareness Camps on Herbal Plants and its uses 6. Programmes for addicts  De-Addiction Camps  Awareness Programme  Counselling Programmes  Referral Work for the Treatments 7. Disabled Development Programmes  Navajeevan Physiotherapy  SHGs of disabled  Assisting to get Government Schemes

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8. Education programmes  General Education through monthly Meeting  Group Discussion, seminars &interactions  Free Tuition classes for the PUC students  Study Help to the poor Students 9. Campaigns on Social Evils  Public Campaign on Social Evils  Case studies  Case Settlements 10.Campaigns on Aids  Campaign on Aids  Training to the Youth  Village level group discussion  Exhibition on Aids 11. Programmes for Destitute  Identifying the Destitute  Referring to the Destitute Center

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CHAPTER -4

DATA ANAYSIS AND INTERPRETATION

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DATA ANAYSIS AND INTERPRETATION

1. Table Showing Respondents Gender SL .No 1 2 Total Gender Male Female Respondents 4 12 16 Percentage 25% 75% 100%

INTERPRETATION: It is clear from the above table that out 100% respondents interviewed to know about gender 25% are male respondents and about 75% are female respondents.

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1. Diagram Showing Respondents Gender

Respondents
1 Male 2 Female

25%

75%

Inference: It is inferred from the above diagram that the maximum no. Of respondents 75% are female and about the minimum no. Of respondents 25% are male.

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2. Table showing respondents family members SL.NO 1 2 3 4 5 TOTAL FAMILY MEMBERS 3 to 5 5 to 7 7 to 9 Bachelor Spinster REPONDENTS 12 3 0 0 1 16 PERCENTAGE 75% 19% 0% 0% 6% 100%

Interpretation: It is clear from the above table that out of 100% of respondents interviewed to know that family size about 75% are have the family size of 3 to 5 members and about 19% of respondents have 5 to 7 members and about 6% of respondent have spinster.

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2. Diagram Showing Respondents Family Members

80% 70% 60% 50% 40% 30% 20% 10% 0%

75%

19%
0% 3 to 5 5 to 7 7 to 9 0% Bachelor

6% Spinster

1

2

3
PERCENTAGE

4

5

Inference: It is inferred from the above diagram that the maximum no. Of respondents 75% have the family size of 3 to 5 and about the minimum no. Of respondents 6% respondents are spinster

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3. Table Showing Respondents Educational Level SL.NO EDUCATIONAL LEVEL RESPONDENTS PERCENTAGE

1 2 3 4 5 TOTAL

Illiterate High School P.U.C U.G P.G

0 2 5 8 1 16

0% 13% 31% 50% 6% 100%

Interpretation: It is clear that the above table out of 100% respondents interviewed to know about 13% respondents are completed high school and about 31% respondents are completed P.U.C and about 50% of respondents are completed graduation and about 6% respondents are graduates.

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3. Diagram Showing Respondents Educational Level

50% 40% 30% 20% 10% 0% 0% Illiterate 1 High School 2 P.U.C 3 PERCENTAGE U.G 4 13% 31% 6% P.G 5 50%

Inference: it is inferred from the above diagram that the maximum no. Of respondents 50% are U.G and about minimum no. Of respondents 6% are P.G.

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4. Table Showing Respondents Occupation SL.NO 1 2 3 4 TOTAL OCCUPATION Agriculture Business Artisan Official RESPONDENTS 0 0 0 16 16 PERCENTAGE 0% 0% 0% 100% 100%

Interpretation: It is clear that the above table that out of 100% of respondents interviewed to know about that occupation about 100% of respondents are belong to professional group.

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4. Diagram Showing Respondents Occupation

100%
80% 60% 40% 20% 0% 1 0% Agriculture 0% Business 2 0% Artisan 3 Official 4 100%

PERCENTAGE

Inference: It is inferred all the respondents are professional having special education, special skill of executing a particular job.

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5. Table Showing Respondents Source of Income SL.No 1 2 3 4 5 6 TOTAL Source of Income Respondents agriculture 0 Percentage 0% 0% 0% 0% 100% 0% 100%

animal husbandry 0 business daily wages salary others 0 0 16 0 16

Interpretation: It is clear from the above table that out of 100% of respondents interviewed to know that 100% respondents source of income from profession.

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5. Diagram Showing Respondents Source of Income

Percentage
120% 100% 80% 60% 40% 20% 0% agriculture 100%

0% animal husbandry

0% business

0% daily wages

0% salary others

0% Percentage

1

2

3

4

5

6

Inference: It is clear from the above diagram that the all the respondents source of income is profession.

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6. Table Showing Respondents Annual Income SL.No 1 2 3 4 5 TOTAL Annual Income 10000-20000 20000-30000 30000-40000 40000-50000 50000 and above Respondents 0 6 1 6 3 16 Percentage 0% 37% 6% 38% 19% 100%

Interpretation: It is clear from the above table that out of 100% respondent interviewed to know about that the annual income 0% of respondents fall between the annual income of 10000 to 20000, and about 37% of respondents fall between the annual income of 20000 to 30000, and about

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6% of respondents fall between the annual income of 30000 to 40000, and about 38% of respondents fall between the annual income of 40000 to 50000, and about 19% of respondents fall between the annual income of 50000 and above.

6. Diagram Showing Respondents Annual Income

Respondents
0%
19% 37% 1 10000-20000 2 20000-30000 3 30000-40000 38% 6% 4 40000-50000 5 50000 and above

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Inference: It is inferred from the above diagram that the maximum no. Of respondents 38% are annual income is 40000 to 50000and about minimum no. Of respondents 6% are annual income is 30000 to 40000.

7. Table Showing Work Experience SL.No How Long Work in Respondents Organisation 1 2 3 4 Less than 1 year 1 year < 2 year 2year <5 year 5year or more 4 0 5 7 25% 0% 31% 44% Percentage

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Total

16

100%

Interpretation: It is clear from the above table that out of 100% respondents interviewed to know about that work experience about 25% of respondents have the experience of less than 1 year and about 31% of respondents between 2 year < 5 years and about 44% of respondents 5 year or more.

7. Diagram Showing Working Experience:

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45% 40% 35% 30% 25% 20% 15% 10% 5% 0%

44% 25% 0% Less than 1 1 year < 2 year 2year <5 year 5year or more year 1 2 3 Percentage 4 31%

Inference: It is inferred from the above diagram that the maximum no. Respondents 44% are work experience is 5 year or more and about minimum no. Of respondents 25% are work experience is less than 1 year.

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8. Table Showing working Hours Opinion SL. No Working hours are Respondents Percentage Satisfactory 1 2 Total Yes No 16 0% 16 100% 0% 100%

Interpretation: It is clear from the above table that out of 100% of respondents interviewed to know about that working hours are satisfied about 100% of respondents satisfied by the society.

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8. Diagram showing working hours Opinion

100% 80%

60%
40% 20%

100%

0% 0% 1 Percentage 2

Inference: it is inferred from the above diagram that the respondents 100% are satisfied by the society.

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9. Table Showing need of initial training SL.No 1 2 Total Initial Training as needed Respondents Yes No 10 6 16 Percentage 62% 38% 100%

Interpretation: It is clear from the above table that out 100% of respondents interviewed to know about respondents 62% are yes is initial training as needed and about respondents 38% are no in initial training as needed.

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9. Diagram showing initial Training as needed

Respondents

38% 1 Yes 2 No

62%

Inference: It is inferred from the above diagram maximum no. of respondents 62% are yes and about minimum no. of respondents 38% are no is the initial training as needed

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10.Table Showing Kinds of Training

SL.No

Kinds Training

of Respondents Percentage

1 2 Total

On the job Off the job

12 4 16

75% 25% 100%

Interpretation: It is clear that above table that out of 100% respondents interviewed to know about method of training taken about 75% respondents have taken on the job training and about 25% of respondents have off the job training.

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10. Diagram Showing Kind of training of respondents

80% 70% 60% 50% 40% 30% 20% 10% 0% 1

75% 25%

On the job

Off the job 2 Percentage

Inference: It is inferred from the above diagram that the maximum no .of respondents 75% are taken on the job training and about minimum no. of respondents 25% are taken off the job training.

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11.Table Showing Performance Appraisal System SL. No Performance Appraisal System 1 2 Total Individual meeting Group meeting 0 16 16 0% 100% 100% Respondents percentage

Interpretation: It is clear that above table that out of 100% of respondents interviewed to know about performance appraisal system about 100% of respondents have given the opinion that it‘s performed in group meeting.

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11. Diagram Showing Performance Appraisal System

100% 100% 80% 60% 40% 20% 0% Individual meeting 1 percentage Group meeting 2 0%

Inference: It is inferred from the above diagram that the all the respondents performance appraisal system is through group meeting.

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12.Table Showing Ability and Talent of the employee SL.No 1 2 total response Yes No Respondents 16 0 16 Percentage 100% 0% 100%

Interpretation: It is clear that above table that out of 100%of respondents interviewed to know about the company side of employee judgment about 100%respondents say that it is done by the society.

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12. Diagram Showing ability and talent of the employee

100%

100%
80% 60% 40% 20% 0% Yes 1 Percentage No 2 0%

Inference: It is inferred from the above diagram that about 100% respondents say that it is done by the organisation.

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13. Table showing feel the Judgment SL .No 1 2 3 Total perception Satisfied Average Non- Satisfied Respondents 16 0 0 16 Percentage 100% 0% 0% 100%

Interpretation: It is clear that above table that out of 100% of respondents interviewed to know about the respondents 100% are satisfied.

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13. Diagram showing feels the judgment

Percentage
120% 100% 100%

80%
60% 40% 20% 0% Satisfied 1 0% Average 2 0% Non- Satisfied 3 Percentage

Inference: It is inferred from the above diagram that the all the respondents are satisfied with the judgment by the organisation.

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14. Table Showing Preference of the Appraisal System Sl. No 1 2 3 total Prefer the Appraisal system Yearly Half –yearly quarterly Respondents Percentage 12 1 3 16 75% 6% 19% 100%

Interpretation: It is clear from the above table that out of 100% respondents interviewed to know about the preference of the appraisal system about 75% of the employees wish to have performance appraisal once in a year and about 6% of employees wish to have the performance appraisal once in six month and about 19% of respondents wish to have the performance appraisal once in three month.

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14. Diagram showing preference of the appraisal system

percentage
1 Yearly 2 Half –yearly 3 quarterly

19% 6%

75%

Inference: It is inferred from the above diagram that the maximum no. of respondents 75% are wish to the performance appraisal yearly and about the minimum no. of respondents (6%), wish to the performance appraisal half yearly.

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15. Table Showing Method of appraisal SL.No method Respondent percentage s 1 2 Total Open System Confidential 4 12 16 25% 75% 100%

Interpretation: It is clear from the above table that out of 100% respondents interviewed to know about the method used by the company to appraise the employee about 25% of the respondents say that there should be open system of

performance appraisal and about 75% of respondents say that there should be confidential system of performance appraisal.

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15.Diagram Showing method of appraisal

80% 70% 60% 50% 40% 30% 20% 10% 0% 1

75% 25%

Open System

Confidential 2 percentage

Inference: It is inferred from the above diagram that the maximum no. of respondents 75% are says confidential system and about the minimum no. respondents 25% are says open system of performance appraisal system.

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16. Table Showing nature of Performance Appraisal SL.No 1 2 Total Nature Formal Informal Respondents 16 0 16 Percentage 100% 0% 100%

Interpretation: It is clear from the above table that out of 100% respondents interviewed to know about the way of performance appraisal about 100% of them said that if should follow proper processor guide lines and communication to evaluate the performance.

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16. Diagram Showing Nature of performance appraisal

100% 100% 80% 60%

40%
20% 0% Formal 1 Percentage Informal 2 0%

Inference: It is inferred from the above diagram that the all respondents (100%) should follow proper processor guide lines the performance appraisal.

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17. Table Showing bases of Promotion Sl. No 1 2 3 Total bases Seniority Merit Examination Respondents 15 1 0 16 Percentage 94% 6% 0% 100%

Interpretation: It is clear from the above table that out of 100% respondents interviewed to know about the base of promotion about 94% of the respondents said that in their organisation promotion is based on seniority and about 6% of respondents have given the opinion that it is based on merit.

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17. Diagram Showing bases of promotion

Respondents
1 Seniority 2 Merit 0% 6% 3 Examination

94%

Inference: It is inferred from the above diagram that the maximum no. of respondents 94% said that promotion based on seniority base and about minimum no. of respondents6% says promotion based on merit.

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18. Table Showing Happy with Promotion SL.No 1 2 Total Promotion Yes No Respondents 16 0 16 Percentage 100% 0% 100%

Interpretation: It is clear from the above table that out 100%of respondents interviewed to know about the attitude of employee towards promotion about (100%) are happy.

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18. Diagram Showing happy with Promotion Avenue
100% 1 0.8 0.6 0.4 0.2 0 Promotion Yes No 0 0%

SL.No

1
Series1 Series2

2

Inference: It is inferred from the above diagram all the respondents (100%) happy with the promotion.

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19. Table Showing Feedback Facilities SL.No 1 2 Total response Yes No Respondents percentage 16 0 16 100% 0% 100%

Interpretation: It is clear from the above table that out of (100%) respondents interviewed to know about the feedback facility of the performance appraisal about (100% ) of them said yes.

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19. Diagram showing feedback facility

100%

100%
80% 60% 40% 20% 0% Yes 1 percentage No 2 0%

Inference: It is inferred from the above diagram all the respondents 100% says that feedback facility of performance appraisal by the organisation.

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20. Table showing the opinion about the sincerity? Sl. No 1 2 Total response Yes No Respondents 16 0 16 Percentage 100% 0% 100%

Interpretation: It is clear from the above table that out of 100% respondents interviewed to know about the sincerity of performance appraisal about 100% of respondents have given the opinion that the performance appraisal system is done with sincerity.

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20. Diagram showing the opinion about sincerity

100% 100% 80% 60% 40% 20% 0% Yes 1 No 2 0%

Percentage

Inference: It is inferred from the above diagram all the respondents (100%) are said performance appraisal system is done with sincerity.

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21. Table Showing opinion about potentialities of an employee’s future development SL.No 1 2 3 Total response Good Average Bad Respondents 16 0 0 16 Percentage 100% 0% 0% 100%

Interpretation: It is clear from the above table that out of 100% respondents interviewed to know about future scope for employees about 100% employees have given the opinion that the organisation good enough to provide a solution to the present problems and for talented, skilful, dedicated, motivated employees who have hungry to success for them self and organisation have full scope in future for their development

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21. Diagram Showing opinion about potentialities of an employee’s future development

100% 80% 60% 40% 20% 0% Good 1 2 Percentage 0% Average 0% Bad 3 100%

Inference: It is inferred from the above diagram that the all the respondents 100% are good opinion about employees future development.

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CHPTER -5 FINDINGS

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FINDINGS
 It is found that from the study that out of 100%of respondents interviewed about 75%of respondents are female.  It is found from the study that more number of respondents has nuclear family.  It is found from the study that the maximum number of respondents have not higher education.  It is found from the study that all the respondents are professionals.  It is found from the study that maximum number of respondents‘ annual income is below poverty line and above the income level prescribed by government of Karnataka of Rs 45000.  It is found from the study that maximum number of respondents have more than 5 years of experience of job.  It is found from the study that the working hours are less than the prescribed working hours in the minimum wages act.  it s found from the study that maximum number of there are 2 types of training taken by respondents that is on the job and off the job training and the maximum number of respondents have taken on the job training.

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 It is found from the study that the Performance Appraisal system is adopted in which the option of group meeting is followed to evaluate the performance of employee.  It is found from the study that more number of respondents like to have evaluation of their performance once in a year and some of them wish to have twice in a year where as few of them wish to have thrice in a year.  It is found from the study that maximum number of respondents preferred confidential system of Performance Appraisal.  It is found from the study that maximum number of employees prefers formal way of Performance Appraisal.  It is found from the study that there are 2 types of promotion techniques adopted in a company like promotion based on merit of which seniority is given more importance.  It is found from the study that all the respondents are happy with promotion avenues.  It is found from the study that in this organisation there is a feedback facilities for judging the performance of employees  It is found from the study that all are having the opinion that there is a future scope for employees development provided if they are talented, skilful , motivated and goal oriented in life. Government First Grade College N R Pura 91

 It is found from the study that all the employees are happy with the organisation.  It is found from the study that all the facilities are good.  It is found from the study that job satisfaction of all employees.

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CHAPTER-6

SUGGESTIONS

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SUGGESTIONS
 In order to capture the overall market gender bias should be avoided and equal opportunities should be given to all.  It is advisable to provide HRD among the respondents having joint family as well.  There are so many ways of doing higher education to increase the knowledge so that output can be increased that is through E-learning or correspondence learning.  It is advisable to the management not to under estimate the illiterate workers and it is also advisable to give importance them to also for getting more output.  It means 2 types of income level respondents are more hence the respondents with more income level should try to increase further income and the people way less income level try to increase more income through getting promotion through more education, overtime work and becoming eligible to get cash and kind benefits like annual bonus, annual increment, free education benefits, free transportation benefits, conational food benefits etc....  It is advisable to the management to employee more work force so that job experience can be gained.

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 As par the Workers Protection Act working hours are satisfactory but about 8 hour of work a day can increase more output and work in progress and saves cost in stores.  It is advisable to the management to provide off the job training methods to enhance knowledge and skills as well.  In order to avoid embarrassment to the employees in evaluating their performance in group and highlighting their weakness in front of other group members it is advisable to the management to even adopt individual meeting method as well.  There is certain organisation like WIPRO, BIOCAN MAHVIR Jain institutes evaluate the performance every day that will only create a sense or feeling to get rid of any mistakes and improvise thereupon.  Whether big or small organisation, everything should be in white and black therefore Performance Appraisal should be openly conducted to evaluate the performance of employees.  Formal way of Performance Appraisal cannot be adopted rigidly at middle level of management as most of them are illiterate biased and have one or the other technical problem.  It is advisable to the management that experience and merit forms a very good combination for promotion of employee it not merit should

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be given importance for promoting the employee either through testing of knowledge or any other source.  It is advisable to the management that now employees with knowledge should be encouraged to exploit their energy time and effort towards company goals.  Some time oral feedback clarified all the doubts about the strengths ,weakness ,opportunities ,and threats of a person but written feed back some times is biased and more over may not be fully reliable  Though sincerity is maintain in Performance Appraisal strictly implementation is quickly not applied which gives a clue that there might be influence from high authorities, workers organisation for promotion, demotion, transfer, termination etc..

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BIBILIOGRAPHY Text book: 1. Human Resource Management -Text & Cases- by P. Subba Rao, 4th Edition, Himalaya Publication House. 2. Human Resource Management –Text & Cases- by K. Ashwatappa,5th Edition, Tata McGraw Hill. 3. Study Material of IGNOU

Magazine: 1. Human Resource Management Review NEWS Paper : 1. The Hindu 2. Times of India 3. Indian Express Website : 1. www.IGNOU.ac.in 2. www.Google.in 3. [email protected]

Journals :

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1. ICFAI journal of Human Resource Management.

ANNRXURE An Appeal to Respondents
Dear sir/madam, I am doing a Project report titled ―A Study on Human Resources Development Programmes of Social Welfare Society at N R Pura‖. I would be grateful if you could kindly spare few minutes to participate in it. Thank you for your cooperation, Princy V.A III B.B.M

QUESTIONNAIRE 1) The contents of this from will be treated confidential 2) The information given will be used only for academic purpose

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3) The information relating to the field will be collected from selected sample of N R Pura 4) Please tick appropriate box 5) Please answer every statement.

1. Name and Address of respondent................................. ...................................... ...................................... 2. Gender

Male

[

]

Female

[

]

3. Family members 3 to 5 7 to 9 Spinster [ [ [ ] ] ] 5 to 7 bachelor [ [ ] ]

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4. Education al level Illiterate P.U.C P.G [ [ [ ] ] ] High school [ U.G [ ] ]

5. Occupation

Agriculture [

]

Business

[

]

Artisan

[

]

Official

[

]

6. Sources of income Agriculture [ Business Salary [ [ ] ] ] Animal husbandry [ Daily Wages Others [ [ ] ] ]

7. Annual income of family

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1000 –20000 30001-40000

[ [

] ] ]

20001-30000 40001-50000

[ [

] ]

50001 and above [

8. How long you are working in this Organisation? Less than 1 year 2 year < 5 year [ [ ] ] 1 year < 2 year 5 year or more [ [ ] ]

9. Do you feel working hours are satisfactory? Yes [ ] No [ ]

10. Whether you were provided with as much initial training as needed? Yes [ ] No [ ]

11. If yes what was the kind of training you received? On the job training [ ] Off the job training [ ]

12. How is performance appraisal system done in your company? Individual meeting [ ] Group meeting [ ]

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13. Is the ability and talent of the employee judged by your company? Yes [ ] No [ ]

14.If yes, how do you feel the judgement? Satisfactory Non-satisfactory [ [ ] ] Average [ ]

15. How do you prefer the appraisal system? Yearly Quarterly [ [ ] ] Half yearly [ ]

16.Which is the method used by company to appraise the employee? Open system [ ] Confidential system [ ]

17. How do you like to be your performance appraisal? Formal [ ] Informal [ ]

18. If informal, how?

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I would like to report my performance I am acceptable to any other means

[ [

] ]

19.What are the avenues of promotion in your company? Seniority Examination [ [ ] ] Merit [ ]

20. Are you happy with promotions avenues? Yes [ ] No [ ]

21. If not happy, what would you like to be the basis of promotion? Qualification Output [ [ ] ] Accomplishment [ Records of job [ ] ]

22. Is there any feedback facility? Yes [ ] No [ ]

23. Do you think the system is done with sincerity? Yes [ ] No [ ]

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24. What is your opinion about potentialities of an employee‘s future development? Good Bad [ [ ] ] Average [ ]

25. Suggestions any..............................................................................................

if

......................................................................................................................... ......................................................................................................................... ......................................................................................................................... .............. Thank you Signature of the respondent Date:Place:-

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