A

TRANINIG REPORT

ON

PERSONNEL ASPECT & WELFARE ASPECT IN THE PROCESS OF MIRZA INTERNATIONAL Ltd (RED TAPE)

UNNAO

DEPARTMENT OF SOCIAL WORK

SESSION

2009-2010

UNDER THE GUIDENCE OF TRANINING

Mr.MOHAMMAD SHAKEEL AHMAD TARUN NIGAM

Department of social work, (Personnel Department) 4th Semester

DECLARATION LETTER

I, Raj Narain, Master of Social Work student of C.S.J.M. University,

Kanpur hereby declare that the training report entitled “the process of

personnel aspect & welfare aspect, in mirza internatinal Ltd industry” is

the report of my own efforts and is based on the information gathered and

guidance given by my mentors from time to time. This training report is

original and not submitted earlier by anyone.

Date:

Place: Kanpur (TARUN NIGAM)

ACKNOWLEDGEMENT

With a sage sense of gratitude, I acknowledge the efforts, suggestions

and guidance of learned faculty of Deptt. Of Social Work, on which basis I had

been able to prepare my project training more result oriented. Firstly I wish

to offer my veneration, to Mr. Mohammad Shakeel Ahmad for providing me,

his generous guidance, valuable suggestions and constant encouragement at

every stage of my study by prioritizing my expectations. I owe my sincere

regard to Dr. Sandeep Singh for their advices and constructive support in

preparing this study result oriented. I am also thankful to my family and

friends for their all time silent support.

TARUN NIGAM

Mirza International limited formerly known as Mirza Tanners Limited) was incorporated on 5th September 1979. Today, the company has emerged as a frontrunner in the manufacturing and marketing of leather and leather footwear. Headquartered in the Indian capital of New Delhi, the company markets its products across the globe to countries like the UK, Europe, South Africa and the Middle East, to name a few. The company is listed on the NSE, BSE and UP Stock exchanges and is ISO 9001, 9002 and

14000 certified.

Manufacturing is a key strength at Mirza. The company has a fully integrated in-house shoe production facility backed by a state-of-the-art double density direct injection polyurethane plant, a tannery with its own pollution treatment plant, and a dedicated design studio in London. The manufacturing plants are located at Magarwara and Sahjani in Unnao, and in Noida. The tannery is located at Magarwara in Unnao. These plants are backed by more than 25 dedicated ancillary units. .

The company sources its cowhides from Europe and manufactures leather in stringent adherence to international norms, ensuring that no banned chemicals are used in the production process.

Mirza International Limited is a frontrunner in the manufacturing and marketing of leather and leather footwear. Headquartered in the Indian capital of New Delhi, the company markets its products across the globe to countries like the UK, Europe, South Africa and the Middle East, to name a few. The company is ISO 9001, 9002 and 14000 certified, and has a fully integrated in-house shoe production facility backed by a state-of-the-art double density direct injection polyurethane plant, a tannery with its own pollution treatment plant, and a dedicated design studio in London.

Dear Shareholders,

The year 2008-09 was an year of high volatility for the entire global economy when the global turmoil fuelled by the sub-prime crisis, failure of the major financial institutions in the USA and higher interest rates took toil of the economies round the globe. Even the Indian Economy was not the one which left out unaffected but it still managed a growth of around 7% next only to China. The bench-mark indices too tumbled to their lows with Sensex touching 7800 level after reaching ever high level of 21000.

The entire series of events leading to global recession has created new problems of unemployment, reduced consumer spending and falling GDP. To counter the negative fallout of the global slowdown on the Indian economy, Government responded by providing three focused fiscal stimulus packages in the form of tax relief and increased expenditure on public projects along with RBI taking a number of monetary easing and liquidity enhancing measures. However, a lot more needs be done.

On a positive side, the recession has given us an opportunity to restructure our operations and implement several cost saving intiatives designed to streamline and maximise productive efficiency keeping the quality at the foremost.

The new Congress led UPA government at the Centre has come back to the power with renewed mandate for continuity, stability and prosperity focussing the need to provide required impetus to sustain 9% GDP growth in future. The attempts made by Hon'ble Finance Minister would lead to improve the living standard of the people and provide adequate purchasing power to the common people so as to triger forces of demand in the economy. The Finance Minister's announcement to support Indian Industries to meet the challenges of recession and sustain the growth momentum in exports is an important landmark for the company.

MIL remains one of the Leading Footwear companies in India. The company recorded a gross turnover of Rs. 361.38 Crores during the year registering a robust growth of 13.5%, negating the effects of the global downturn. The net profit after tax remained at Rs. 5.36 Crores compared to Rs. 3.61 Crores last year. This shows the strong competitive advantages enjoyed by the company across the markets it operates. Further, our strong logistics network, relationships coupled with strong brand pull for our products gives us competitive edge.

The ambitious expansion programme chalked on by the company for building up shoe manufacturing unit has reached next level. The Unit V of the company on a mass piece of land in Unnao, U.P. having become operational, the construction activities at the newly

acquired land in Greater Noida has begun. This will enhance value for our shareholders in the long run.

At the end, I would like to take this opportunity to express my gratitude to the Board of Directors, bankers, employees, suppliers and the shareholders for their unstinted support and the confidence reposed on us.

With best wishes,

Irshad MirzaChairman

High-end, fully integrated leather shoe manufacturing facilities offering considerable cost advantage and international quality.

Competitive advantage owing to company’s established premium brands and knowledge of Indian consumers.

A growing network of exclusive company-owned and franchised stores for retailing company’s products

Superior technological capabilities backed by a pool of highly skilled designers

Mirza’s journey began in the year 1979 with a small tannery for manufacturing finished leather at Magarwara near Kanpur. The company, established by Mr. Irshad Mirza and Mr. Rashid Mirza, was then called ‘Mirza Tanners Private Limited’.

The company focused on supplying high quality leather and leather products to the overseas markets and gradually became one of the largest exporters of finished leather in the country.

During this phase, Mirza took a significant leap, by venturing into newer areas which were extensions of its existing competencies. The global shoe market was then looking upon outsourcing of leather footwear in a big way. To take advantage of this opportunity, Mirza diversified into manufacturing of shoes. Very swiftly, four state-of-the-art manufacturing units were setup at Unnao and Noida.

Having made a foothold in the footwear business, Mirza quickly reorganized itself by setting up In-house Design and Development studios, Marketing offices and a strong Distribution and Logistics network. After successfully reorganizing itself, Mirza moved a step ahead of others by launching its own brands ‘Red Tape’ and ‘Oaktrak’.

Having firmly established its product lines and market geographies, the company spread its wings to several other countries through its marketing companies and networking associates. Some of countries where Mirza has a significant presence are U.K., Portugal, South Africa, USA, Germany, France, Scandinavian Countries and UAE.

Today, Red Tape has emerged as the one of the most stylish lifestyle brands available. Through growing scale of operations, the brand has reached markets in USA, U.K., Canada, France, Germany, Belgium, Holland, South Africa, Australia, New Zealand, South East Asia and the Middle East.

Set up a fully integrated production line

Own tannery for captive consumption in shoe factories with a capacity of 20 million sq ft p.a.

Increased production capacity to 3.35 million pairs p.a.

Developed over 25 dedicated ancillaries

Developed 2 fully dedicated outsourcing units for mass products, supplying 1.2 million pairs of shoes p.a.

All factories, Indian Offices and UK office connected through ERP network for a seamless information system

Created a strong design team based in London

Enabled global presence through group companies and marketing arrangements

Welfare of the neighbouring communities

A temple in a nearby village was renovated and land was allotted to the temple for its use.

A Masjid inside the unit premises was designed to accommodate more number of Namazees.

Village ‘Maswasi’, located adjacent to the unit, has benefited from the following welfare programs:

Resettlement of War Victims

Donations to Prime Minister’s Relief Fund are made through district administration from time to time

Flag Day, on every Dec 7th, is celebrated by extending generous financial contribution to the Armed Forces Welfare Fund.

Ex-Servicemen are offered resettlement opportunities. Till now around 200 ex-service personnel have been offered job opportunities in the factories and other locations as regular employees or as security personnel.

Army Wives Welfare Association is helped through generous donations, distribution of sewing machines and their felicitation at various occasions.

Financial aid provided to meet the vocational training needs of war widows and Kargil war victims.

Resettlement of War Victims

Blankets are distributed to the poor during extreme winter conditions

Temporary shelter is extended to the needy, poor and those displaced due to natural calamities.

Financial assistance is offered regularly to “Kusht Niyanthran and Ninmoolan”Centre at 11, Knowledge Park, Greater Noida.

“Blood Donation Camp” was organized at the unit premises, where employees and the directors donated blood for noble cause.

At, Mirza International Limited, delivering quality is of paramount importance across processes. We consistently aim to deliver world-class quality to our clients and end users.

Our dedication to quality is indicated by the following:

We are an ISO 9001,9002,14000 certified company

Satra guidelines are followed for quality check of shoes

All our units have in house laboratories for testing of raw materials and finished products

Regular Inspection of intermediate products is carried out at various ancillary units to maintain quality of end product

Batch wise quality inspection of finished products is undertaken

s a responsible corporate citizen, we believe in contributing to the society through meaningful measures that go a long way in overall community upliftment.

Our employee welfare programs, the support we provide to communities where we have a business presence, our charities, our community involvement programs and our commitment to the environment, underline our corporate values. The three key areas where we concentrate our welfare efforts are:

Workplace EnrichmentCommunity WellbeingEnvironmental Preservation

Human

Resource Management

Human resource management (HRM) is the strategic and coherent approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business.[1] The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations. [1]

In simple words, HRM means employing people, developing their capacities, utilizing, maintaining and compensating their services in tune with the job and organizational requirement.

Introduction

The Human Resources Management (HRM) function includes a variety of activities, and key among them is deciding what staffing needs you have and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring your personnel and management practices conform to various regulations. Activities also include managing your approach to employee benefits and compensation, employee records and personnel policies. Usually small businesses (for-profit or nonprofit) have to carry out these activities themselves because they can't yet afford part- or full-time help. However, they should always ensure that employees have -- and are aware of -- personnel policies which conform to current regulations. These policies are often in the form of employee manuals, which all employees have.

All workers are presented with Gifts on Deepavali, and management and workers have food together on the occasion.

All national events such as Republic Day & Independence Day and other events such as May Day, Vishwa Karma Day are celebrated at the units.

New Year Eve is celebrated in the respective units where all workers and the management join together and enjoy the event.

All religious groups are encouraged to practice their rites and all religious representatives attend the functions organized at the units

Picnic trips for workers and families are organised periodically.

Note that some people distinguish a difference between HRM (a major management activity) and HRD (Human Resource Development, a profession). Those people might include HRM in HRD, explaining that HRD includes the broader range of activities to develop personnel inside of organizations, e.g., career development, training, organization development, etc.

There is a long-standing argument about where HR-related functions should be organized into large organizations, eg, "should HR be in the Organization Development department or the other way around?"

The HRM function and HRD profession have undergone tremendous change over the past 20-30 years. Many years ago, large organizations looked to the "Personnel Department," mostly to manage the paperwork around hiring and paying people. More recently, organizations consider the "HR Department" as playing a major role in staffing, training and helping to manage people so that people and the organization are performing at maximum capability in a highly fulfilling manner.

Recently, the phrase "talent management" is being used to refer the activities to attract, develop and retain employees. Some people and organizations use the phrase to referespecially to talented and/or high-potential employees. The phrase often is used interchangeably with the field of Human Resource Management -- although as the field of talent management matures, it's very likely there will be an increasing number of people who will strongly disagree about the interchange of these fields. For now, this Library uses the phrases interchangeably.

What Is Human Resource Management?

Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. Human Resource Management can also be performed by line managers.

Human Resource Management is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training.

What is the importance of human resources management in an organization?

HRM is the legal liason between the organization and the employees,they are to uphold the employment and safety laws (osha, and civil rights act) as well as follow the practices, which may differ within federal guidelines, that the employer authorizes.

Corporations are always searching for better ways to produce goods and services. When new technological developments give some organizations a competitive advantage, their rivals try to catch up by adopting and improving on the new technologies.

Ford has put many of Toyota's technical advances to work in its own plants, and General Motors has spent over $50 billion in the last decade to modernize its production facilities to develop skills in flexible manufacturing.

A large part of this growth is the Human Resources department of these companies, who are responsible for hiring the people with the knowledge to bring new technology into a company. To be successful in the automotive market, these companies needs a highly skilled, flexible and committed work force, a flexible and innovative management, the ability to retain developed talent, and a strong partnership between management and labor unions.

To achieve these goals, the company needs a talented HR department. Besides hiring the right people to manage and perform specific jobs, HR managers have to build up commitment and loyalty among the workforce by keeping them up to date about company plans, and laying out the implications for job security and working conditions. Such was the case when I worked at Velco.

From the interview process to my exit interview at the end of the summer, the HR department was every employee's main connection between the production floor and the upper management. The HR department kept us informed via bi-weekly meetings, a company newsletter, and bulletin-board postings throughout the plant. Whenever a question arose, instead of asking middle-management, an employee could go straight to the HR rep they were assigned to. From my

experiences, it seemed like the HR reps knew everything there was to know about the company and how it is run. And I found that to be a very valuable asset. I imagine the same takes place at large corporations around the world, be it Velcro or General Motors.

The backbone of any successful company is the HR department, and without a talented group of people to hire, culture, and inform employees, the company is doomed for failure.

Nature of HRM

Human Resource Management is a process of bringing people and organisation together so that the goals of each are met. It tries to secure the best from people by winning their wholehearted cooperation. In short, it may be defined as the art of procuring, developing and maintaining competent workforce to achieve the goals of an organisation in an effective and efficient manner. It has the following features;

Pervasive force: HRM is pervasive in nature. It is present in all enterprises. It permeates all levels of management in an organization.

Action oriented: HRM focuses attention on action , rather than on record keeping, written procedures or rules. The problems of employees at work are solved through rational policies.

Individually oriented: It tries to help employees develop their potential fully. It encourages than to give their best to the organization. It motivates employees through a systematic process of recruitment, selection, training and development coupled with fair wage policies.

People oriented: HRM is all about people at work, both as individuals and groups. It tries to put people on assigned jobs in order to produce good results. The resultant gains are used to reward people and motivate then toward further improvement in productivity.

Future –oriented: Effective HRM help an organization meet its goals in the future by providing for competent and well-motivated employees.

Development oriented: HRM intends to develop the full potential of employees. The reward structure is tuned to the need of employees. Training is offered to sharpen and improve their skills. Employees are rotated on various jobs so that they gain experience and exposure. Every attempt is made to use their talents fully in the service of organizational goals.

Integrating mechanism: HRM tries to build and maintain cordial relations between people working at various levels in the organization. In short, it tries to integrate human assets in the best possible manner in the service of an organization.

Comprehensive function: HRM is, to some extent, concerned with any organizational decision which has an impact on the workforce or the potential workforce. The term ‘workforce’ signifies people working at various levels, including workers, supervisors, middle and top managers. It is concerned with managing people at work. It covers all types of personnel. Personnel work may take different shapes and forms at each level in the organizational hierarchy but the basic objective of achieving organizational effectiveness through effective and efficient utilization of human resources, remains the same. ‘’It is basically a method of developing potentialities of employees so that they get maximum satisfaction out of their work and give their best efforts to the organisation’’. (Pigors and Myers)

Auxiliary service: HR departments exist to assist and advise the line or operating managers to do their personnel work more effectively. HR manager is a specialist advisor. It is a staff function.

Inter-disciplinary function: HRM is a multi-disciplinary activity, utilizing knowledge and inputs drawn from psychology, sociology, anthropology, economics, etc.

Continuous function: According to Terry, HRM is not a one shot deal. It cannot be practiced only one hour each day or one day a week. It requires a constant

alertness and awareness of human relations and their impotence in every day operations.

Scope of HRM

The scope of HRM is very wide. Research in behavioral sciences, new trends in managing knowledge workers and advances in the field of training have expanded the scope of HR function in recent years. The Indian Institute of Personnel Management has specified the scope of HRM thus.

1. Personnel aspect-This is concerned with manpower planning, recruitment, selection, placement, transfer, promotion, training and development, layoff and retrenchment, remuneration, incentives, productivity etc. 2. Welfare aspect-It deals with working conditions and amenities such as canteens, crèches, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities, etc.3. Industrial relations aspect-This covers union-management relations, joint consultation, collective bargaining, grievance and disciplinary procedures, settlement of disputes, etc.

Objectives of HRM

The principal objectives of HRM may be listed thus: TO help the organization

reach its goals: HR department, like other departments in an organization, exists to achieve the goals of the organization first and if it does not meet this purpose, HR department will wither and die.

TO employ the skills and abilities of the workforce efficiently: the primary purpose of HRM is to make people’s strengths productive and to benefit customers, stockholders and employees.

To provide the organization with well-trained and well-motivated employees: HRM requires that employees be exert their maximum efforts, that

their performance be evaluated properly for results and that they be remunerated on the basis of their contributions to the organization.

To increase to the fullest the employee’s job satisfaction and self-actualization: It tries to prompt and stimulate every employee to realize his potential. To this end suitable programmers have to be designed aimed at improving the quality of work life.

To develop and maintain a quality of work life: It makes employment in the organization a sesirable, personal and social, situation. Without improvement in the quality of work life, it is difficult to improve organizational performance.

To communicate HR policies to all employees: It is the responsibility of HRM to communicate in the fullest possible sense; tapping ideas, poinions and feelings of customers, non-customers, regulators and other external public as well as understanding the views of internal human resources.

To be ethically and socially and socially responsive to the need of society: HRM must ensure that organizations manage human resource in an ethical and socially responsible manner through ensuring compliance with legal and ethical standards.

Functions of HRM

1. Human resource or manpower planning.2. Recruitment, selection and placement of personnel.3. Training and development of employees.4. Appraisal of performance of employees.5. Taking corrective steps such as transfer from one job to another.6. Remuneration of employees.7. Social security and welfare of employees.8. Setting general and specific management policy for organizational relationship.9. Collective bargaining, contract negotiation and grievance handling.10. Staffing the organization.11. Aiding in the self-development of employees at all levels.12. Developing and maintaining motivation for workers by providing incentives.13. Reviewing and auditing manpower management in the organization14.Potential Appraisal. Feedback Counseling.15. Role Analysis for job occupants.16. Job Rotation.17. Quality Circle, Organization development and Quality of Working Life.

Functions of HRM

Procurement Development Motivation and Compensation

Maintenance Integration Emerging issues

Job Analysis

HR Planning

Recruitment

Selection

Placement

Induction

Internal mobility

Training

Executive development

Career planning

Succession planning

Human resource developmentstrategies

Job design

Work scheduling

Motivation

Job evaluation

Performance and potential appraisal

Compensation Administration

Incentives benefits and services

Health

Safety

Welfare

Social security

Grievances

Discipline

Teams and teamwork

Collective bargaining

ParticipationEmpowerment

Trade unions

Employees Association

Industrial relations

Personal records

Personal audit

Personal research

HR accounting

HRIS

Job stress

Counseling

Mentoring

International HRM

Managerial Function

Planning

Organizing

Directing

Controlling

P/HRM

Operative Functions

The Dimensions of Personnel Management

Personnel Management

Recruitment, selection, placement, training, appraisal, compensation, productivity.

Working conditions, amenities, facilities, benefits.

Union-management relations, disputes settlement, grievances handing, discipline, collective bargaining.

Personnel Aspect

Welfare aspect

Industrial relation s aspect

Function 1: Manpower planning

The penalties for not being correctly staffed are costly.

Understaffing loses the business economies of scale and specialization, orders, customers and profits.

Overstaffing is wasteful and expensive, if sustained, and it is costly to eliminate because of modern legislation in respect of redundancy payments, consultation, minimum periods of notice, etc. Very importantly, overstaffing reduces the competitive efficiency of the business.

Planning staff levels requires that an assessment of present and future needs of the organization be compared with present resources and future predicted resources. Appropriate steps then be planned to bring demand and supply into balance.

Thus the first step is to take a 'satellite picture' of the existing workforce profile (numbers, skills, ages, flexibility, gender, experience, forecast capabilities, character, potential, etc. of existing employees) and then to adjust this for 1, 3 and 10 years ahead by amendments for normal turnover, planned staff movements, retirements, etc, in line with the business plan for the corresponding time frames.

The result should be a series of crude supply situations as would be the outcome of present planning if left unmodified. (This, clearly, requires a great deal of information accretion, classification and statistical analysis as a subsidiary aspect of personnel management.)

What future demands will be is only influenced in part by the forecast of the personnel manager, whose main task may well be to scrutinize and modify the crude predictions of other managers. Future staffing needs will derive from:

Sales and production forecasts The effects of technological change on task needs

Variations in the efficiency, productivity, flexibility of labor as a result of training, work study, organizational change, new motivations, etc.

Changes in employment practices (e.g. use of subcontractors or agency staffs, hiving-off tasks, buying in, substitution, etc.)

Variations, which respond to new legislation, e.g. payroll taxes or their abolition, new health and safety requirements

Changes in Government policies (investment incentives, regional or trade grants, etc.)

What should emerge from this 'blue sky gazing' is a 'thought out' and logical staffing demand schedule for varying dates in the future which can then be compared with the crude supply schedules. The comparisons will then indicate what steps must be taken to achieve a balance.

That, in turn, will involve the further planning of such recruitment, training, retraining, labor reductions (early retirement/redundancy) or changes in workforce utilization as will bring supply and demand into equilibrium, not just as a one–off but as a continuing workforce planning exercise the inputs to which will need constant varying to reflect 'actual' as against predicted experience on the supply side and changes in production actually achieved as against forecast on the demand side.

Function 2: Recruitment and selection of employees

Recruitment of staff should be preceded by:

An analysis of the job to be done (i.e. an analytical study of the tasks to be performed to determine their essential factors) written into a job description so that the selectors know what physical and mental characteristics applicants must possess, what qualities and attitudes are desirable and what characteristics are a decided disadvantage;

In the case of replacement staff a critical questioning of the need to recruit at all (replacement should rarely be an automatic process).

Effectively, selection is 'buying' an employee (the price being the wage or salary multiplied by probable years of service) hence bad buys can be very

expensive. For that reason some firms (and some firms for particular jobs) use external expert consultants for recruitment and selection.

Equally some small organizations exist to 'head hunt', i.e. to attract staff with high reputations from existing employers to the recruiting employer. However, the 'cost' of poor selection is such that, even for the mundane day-to-day jobs, those who recruit and select should be well trained to judge the suitability of applicants.

The main sources of recruitment are:

Internal promotion and internal introductions (at times desirable for morale purposes)

Careers officers (and careers masters at schools) University appointment boards Agencies for the unemployed Advertising (often via agents for specialist posts) or the use of other local

media (e.g. commercial radio)

Where the organization does its own printed advertising it is useful if it has some identifying logo as its trade mark for rapid attraction and it must take care not to offend the sex, race, etc. antidiscrimination legislation either directly or indirectly. The form on which the applicant is to apply (personal appearance, letter of application, completion of a form) will vary according to the posts vacant and numbers to be recruited.

It is very desirable in many jobs that claim about experience and statements about qualifications are thoroughly checked and that applicants unfailingly complete a health questionnaire (the latter is not necessarily injurious to the applicants chance of being appointed as firms are required to employ a percentage of disabled people).

Before letters of appointment are sent any doubts about medical fitness or capacity (in employments where hygiene considerations are dominant) should be resolved by requiring applicants to attend a medical examination. This is especially so where, as for example in the case of apprentices, the recruitment is for a contractual period or involves the firm in training costs.

Interviewing can be carried out by individuals (e.g. supervisor or departmental manager), by panels of interviewers or in the form of sequential interviews by different experts and can vary from a five minute 'chat' to a process of several

days. Ultimately personal skills in judgment are probably the most important, but techniques to aid judgment include selection testing for:

Aptitudes (particularly useful for school leavers) Attainments General intelligence

(All of these need skilled testing and assessment.) In more senior posts other techniques are:

Leaderless groups Command exercises Group problem solving

(These are some common techniques - professional selection organizations often use other techniques to aid in selection.)

Training in interviewing and in appraising candidates is clearly essential to good recruitment. Largely the former consists of teaching interviewers how to draw out the interviewee and the latter how to xratex the candidates. For consistency (and as an aid to checking that) rating often consists of scoring candidates for experience, knowledge, physical/mental capabilities, intellectual levels, motivation, prospective potential, leadership abilities etc. (according to the needs of the post). Application of the normal curve of distribution to scoring eliminates freak judgments.

Function 3: Employee motivation

To retain good staff and to encourage them to give of their best while at work requires attention to the financial and psychological and even physiological rewards offered by the organization as a continuous exercise.

Basic financial rewards and conditions of service (e.g. working hours per week) are determined externally (by national bargaining or government minimum wage legislation) in many occupations but as much as 50 per cent of the gross pay of manual workers is often the result of local negotiations and details (e.g. which particular hours shall be worked) of conditions of service are often more

important than the basics. Hence there is scope for financial and other motivations to be used at local levels.

As staffing needs will vary with the productivity of the workforce (and the industrial peace achieved) so good personnel policies are desirable. The latter can depend upon other factors (like environment, welfare, employee benefits, etc.) but unless the wage packet is accepted as 'fair and just' there will be no motivation.

Hence while the technicalities of payment and other systems may be the concern of others, the outcome of them is a matter of great concern to human resource management.

Increasingly the influence of behavioral science discoveries are becoming important not merely because of the widely-acknowledged limitations of money as a motivator, but because of the changing mix and nature of tasks (e.g. more service and professional jobs and far fewer unskilled and repetitive production jobs).

The former demand better-educated, mobile and multi-skilled employees much more likely to be influenced by things like job satisfaction, involvement, participation, etc. than the economically dependent employees of yesteryear.

Hence human resource management must act as a source of information about and a source of inspiration for the application of the findings of behavioral science. It may be a matter of drawing the attention of senior managers to what is being achieved elsewhere and the gradual education of middle managers to new points of view on job design, work organization and worker autonomy.

Function 4: Employee evaluation

An organization needs constantly to take stock of its workforce and to assess its performance in existing jobs for three reasons:

To improve organizational performance via improving the performance of individual contributors (should be an automatic process in the case of good managers, but (about annually) two key questions should be posed:

o what has been done to improve the performance of a person last year?

o and what can be done to improve his or her performance in the year to come?).

To identify potential, i.e. to recognize existing talent and to use that to fill vacancies higher in the organization or to transfer individuals into jobs where better use can be made of their abilities or developing skills.

To provide an equitable method of linking payment to performance where there are no numerical criteria (often this salary performance review takes place about three months later and is kept quite separate from 1. and 2. but is based on the same assessment).

On-the-spot managers and supervisors, not HR staffs, carry out evaluations. The personnel role is usually that of:

Advising top management of the principles and objectives of an evaluation system and designing it for particular organizations and environments.

Developing systems appropriately in consultation with managers, supervisors and staff representatives. Securing the involvement and cooperation of appraisers and those to be appraised.

Assistance in the setting of objective standards of evaluation / assessment, for example:

o Defining targets for achievement; o Explaining how to quantify and agree objectives; o Introducing self-assessment; o Eliminating complexity and duplication.

Publicizing the purposes of the exercise and explaining to staff how the system will be used.

Organizing and establishing the necessary training of managers and supervisors who will carry out the actual evaluations/ appraisals. Not only training in principles and procedures but also in the human relations skills necessary. (Lack of confidence in their own ability to handle situations of poor performance is the main weakness of assessors.)

Monitoring the scheme - ensuring it does not fall into disuse, following up on training/job exchange etc. recommendations, reminding managers of their responsibilities.

Full-scale periodic reviews should be a standard feature of schemes since resistance to evaluation / appraisal schemes is common and the temptation to water down or render schemes ineffectual is ever present (managers resent the time taken if nothing else).

Basically an evaluation / appraisal scheme is a formalization of what is done in a more casual manner anyway (e.g. if there is a vacancy, discussion about internal moves and internal attempts to put square pegs into 'squarer holes' are both the results of casual evaluation). Most managers approve merit payment and that too calls for evaluation. Made a standard routine task, it aids the development of talent, warns the inefficient or uncaring and can be an effective form of motivation.

Function 5: Industrial relations

Good industrial relations, while a recognizable and legitimate objective for an organization, are difficult to define since a good system of industrial relations involves complex relationships between:

(a) Workers (and their informal and formal groups, i. e. trade union, organizations and their representatives);

(b) Employers (and their managers and formal organizations like trade and professional associations);

(c) The government and legislation and government agencies l and 'independent' agencies like the Advisory Conciliation and Arbitration Service.

Oversimplified, work is a matter of managers giving instructions and workers following them - but (and even under slavery we recognize that different 'managing' produces very different results) the variety of 'forms' which have evolved to regulate the conduct of parties (i.e. laws, custom and practice, observances, agreements) makes the giving and receipt of instructions far from simple. Two types of 'rule' have evolved:

'Substantive', determining basic pay and conditions of service (what rewards workers should receive);

'Procedural,' determining how workers should be treated and methods and procedures.

Determining these rules are many common sense matters like:

Financial, policy and market constraints on the parties (e.g. some unions do not have the finance to support industrial action, some have policies not to strike, some employers are more vulnerable than others to industrial action, some will not make changes unless worker agreement is made first, and rewards always ultimately reflect what the market will bear);

The technology of production (the effect of a strike in newspaper production is immediate -it may be months before becoming effective in shipbuilding);

The distribution of power within the community - that tends to vary over time and with economic conditions workers (or unions) dominating in times of full employment and employers in times of recession.

Broadly in the Western style economies the parties (workers and employers) are free to make their own agreements and rules. This is called 'voluntarism'. But it does not mean there is total noninterference by the government. That is necessary to:

Protect the weak (hence minimum wage); Outlaw discrimination (race or sex); Determine minimum standards of safety, health, hygiene and even

important conditions of service; To try to prevent the abuse of power by either party.

Function 6: Provision of employee services

Attention to the mental and physical well-being of employees is normal in many organizations as a means of keeping good staff and attracting others.

The forms this welfare can take are many and varied, from loans to the needy to counseling in respect of personal problems.

Among the activities regarded as normal are:

Schemes for occupational sick pay, extended sick leave and access to the firm's medical adviser;

Schemes for bereavement or other special leave; The rehabilitation of injured/unfit/ disabled employees and temporary or

permanent move to lighter work; The maintenance of disablement statistics and registers (there are

complicated legal requirements in respect of quotas of disabled workers and a need for 'certificates' where quota are not fulfilled and recruitment must take place);

Provision of financial and other support for sports, social, hobbies, activities of many kinds which are work related;

Provision of canteens and other catering facilities; Possibly assistance with financial and other aid to employees in difficulty

(supervision, maybe, of an employee managed benevolent fund or scheme);

Provision of information handbooks, Running of pre-retirement courses and similar fringe activities; Care for the welfare aspects of health and safety legislation and provision

of first-aid training.

The location of the health and safety function within the organization varies. Commonly a split of responsibilities exists under which 'production' or 'engineering' management cares for the provision of safe systems of work and safe places and machines etc., but HRM is responsible for administration, training and education in awareness and understanding of the law, and for the alerting of all levels to new requirements.

Function 7: Employee education, training and development

In general, education is 'mind preparation' and is carried out remote from the actual work area, training is the systematic development of the attitude, knowledge, skill pattern required by a person to perform a given task or job adequately and development is 'the growth of the individual in terms of ability, understanding and awareness'.

Within an organization all three are necessary in order to:

Develop workers to undertake higher-grade tasks;

Provide the conventional training of new and young workers (e.g. as apprentices, clerks, etc.);

Raise efficiency and standards of performance; Meet legislative requirements (e.g. health and safety); Inform people (induction training, pre-retirement courses, etc.);

From time to time meet special needs arising from technical, legislative, and knowledge need changes. Meeting these needs is achieved via the 'training loop'. (Schematic available in PDF version.)

The diagnosis of other than conventional needs is complex and often depends upon the intuition or personal experience of managers and needs revealed by deficiencies. Sources of inspiration include:

Common sense - it is often obvious that new machines, work systems, task requirements and changes in job content will require workers to be prepared;

Shortcomings revealed by statistics of output per head, performance indices, unit costs, etc. and behavioral failures revealed by absentee figures, lateness, sickness etc. records;

Recommendations of government and industry training organizations; Inspiration and innovations of individual managers and supervisors; Forecasts and predictions about staffing needs; Inspirations prompted by the technical press, training journals, reports of

the experience of others; The suggestions made by specialist (e.g. education and training officers,

safety engineers, work-study staff and management services personnel).

Designing training is far more than devising courses; it can include activities such as:

Learning from observation of trained workers; Receiving coaching from seniors; Discovery as the result of working party, project team membership or

attendance at meetings; Job swaps within and without the organization; Undertaking planned reading, or follow from the use of self–teaching texts

and video tapes; Learning via involvement in research, report writing and visiting other

works or organizations.

So far as group training is concerned in addition to formal courses there are:

Lectures and talks by senior or specialist managers; Discussion group (conference and meeting) activities; Briefing by senior staffs; Role-playing exercises and simulation of actual conditions; Video and computer teaching activities; Case studies (and discussion) tests, quizzes, panel 'games', group forums,

observation exercises and inspection and reporting techniques.

Evaluation of the effectiveness of training is done to ensure that it is cost effective, to identify needs to modify or extend what is being provided, to reveal new needs and redefine priorities and most of all to ensure that the objectives of the training are being met.

The latter may not be easy to ascertain where results cannot be measured mathematically. In the case of attitude and behavioral changes sought, leadership abilities, drive and ambition fostered, etc., achievement is a matter of the judgment of senior staffs. Exact validation might be impossible but unless on the whole the judgments are favorable the cooperation of managers in identifying needs, releasing personnel and assisting in training ventures will cease.

In making their judgments senior managers will question whether the efforts expended have produced:

More effective, efficient, flexible employees; Faster results in making newcomers knowledgeable and effective than

would follow from experience; More effective or efficient use of machinery, equipment and work

procedures; Fewer requirements to implement redundancy (by retraining); Fewer accidents both personal and to property; Improvements in the qualifications of staff and their ability to take on

tougher roles;

Better employee loyalty to the organization with more willingness to innovate and accept change.

Salary & Wages slip

Form No. 10

Wages Slip (Rule 26(2))

Mirza International Ltd. Unit 2

Sahjani Magarwara, Unnao

Name of the worker --------------------------------------------------------------

Ticket No. --------------------------------------------------------------------------

Wage period------------------------------------------------------------------------

Wage Rs----------------------------------------------------------------------------

Dearness Allowance Rs----------------------------------------------------------

Over time worked/Extra worked ------------------------------------------------

Total Rs-----------------------------------------------------------------------------

Deduction-P.F. Rs---------------- Insurance Rs--------------------------------

Net Amount payable Rs. -----------------------------------------------------------

Sing. Of the Employer

Or any person

Authorized by him

Sing. Of the Employee

SOCIAL SECURITY NUMBER(SSN) 

KEY TO YOUR SOCIAL SECURITY       Employees’ Provident Fund Organisation has launched a major project called “Re-Inventing EPF India’ to provide world class service to all its clients. As part of this project a unique identity number called Social Security Number (SSN) is allotted to every Provident Fund subscriber. It is the first step towards providing world class service to all Provident Fund subscribers. Social Security Number is a unique 14 digit identification number. Subscriber’s information is collected in prescribed SSN forms along with Photograph of the member. The SSN forms are supplied by Provident Fund Office, free of cost. Social Security Number is compulsory for every Provident Fund subscribers in the new system for providing all kind of services. Provident Fund Office will be setting up camp in your establishment or nearby area for data collection for allotment of Social Security Number very shortly. Please contact your employer or the Provident Fund Office for filling up of the forms for getting Social Security Number. WHY DO I NEED IT?AFTER ALLOTMENT OF SOCIAL SECURITY NUMBER:

You will have one unique number for life time including for your Pension after retirement.

You will get ANY WHERE ANY TIME FACILITY. , when all the offices of Employees Provident Fund Organisation are eventually linked together electronically in a phased manner.

There will not be any necessity to transfer your Provident fund accumulations every time you change your employment, or move from one place to another.

Your Provident Fund account will be updated every month instead of the present yearly updating.

Eventually, when the necessary infrastructure is put in place, you can know your Provident Fund balance even over telephone (IVRS), through the internet or through specially set up interactive kiosks.

Please take care to furnish all information about you in the SSN Form correctly and completely. Kindly co-operate with EPF team when they visit your establishment or in a nearby camp for capturing Photographs and data.

REMEMBER !SOCIAL SECURITY NUMBER

IS COMPULSORY FOR ALL PF MEMBERS 

PROCEDURE ALLOTMENT OF SSN:FOR  

A unique SSN form supplied free of cost by EPFO field Office will have to be got filled by every employer in respect of each of his employees.

For allotment of SSN the data will be captured either through a Camp (in case where a large number of employees are available in an establishment under one roof), in the premises of the establishment itself; or filled in forms with pasted photo. The procedure to be followed is as under-

The employer/manager of the establishment should get the date and venue of the Camp decided in consultation with the local EPF Officer In-charge of SSN so that attendance of all the employees of the establishment is ensured in the camp.

Forms should be filled after reading and understanding the form filling instructions. If need be, seek the help of the form filling enumerators accompanying the data collection teams. The six personal information viz member’s name, his/her father’s name, mother’s maiden name, his date of birth, , place of birth, sex; plus one change of original name ie. (if the member was known by any other name earlier) will be used to identify the person uniquely.

Employer will be aided/ assisted in filling up the forms by a team of data collection vendor accompanying local EPF official termed as ECRs (EPF Camp Representatives).

Data (from filled forms of each individual) and digital photo of the member will be captured in the Camp by a joint team of local EPF Office and data collection vendor.

The details furnished in the forms will be verified and signed by the employer (for the authenticity and accuracy.

Employees, who could not attend a camp, can join another adjoining next camp. Still, if some members could not visit the camps they can paste a passport size photograph (preferably colored) and submit the same at local field Office of EPFO (Sub Regional Office, Regional Office).

Once data has been collected, a communication regarding number allotted to each employee will be sent to the employers who will communicate the number to respective individual.

All new employees will fill the forms with pasted photo and submit the same to EPFO or can visit local EPF Office to get his/her details captured in the permanent Camp.

Social Security number

VI NATIONAL MATERNITY BENEFIT SCHEME:

Specific Conditions:-

25. The maternity benefit will provide lump sum cash assistance to women of households below the poverty line subject to the conditions in Paragraph 26 below.

26. For purposes of determining central assistance, the following criteria shall apply:-

The maternity benefit will be restricted to pregnant women for up to the first two live births provided they are of 19 years of age and above.

The beneficiary should belong to a household below the poverty line according to the criteria prescribed by the Government of India.

The ceiling on the amount of the benefit for purposes of claiming Central assistance will be Rs.500.

The ceiling on the total number of maternity benefits for purposes of claiming Central assistance will be as specified for the States/UTs in Table I.

27. The maternity benefit will be disbursed in one instalment 12-8 weeks prior to the delivery. However, the benefit can be made even after the delivery of child subject to the sanctioning authority being satisfied about the genuineness of the case. It is desirable that the child receives one dose of oral polio and BCG vaccination at birth and the first dose of DPT and polio in the sixth week.

28. The sanctioning authority shall have the right to stop/recover payments made on the basis of false or mistaken information about eligibility.

VII MONITORING AND EVALUATION:

29. The State/UT Committee constituted as per Para 13(iv) shall institute adequate and appropriate arrangements for monitoring and evaluation of the NSAP. For this purpose, they can utilise the District Level Committees, Government evaluation agencies and independent academic and other institutions.

30. An Advisory Committee will be established at the all India level to assist the Ministry of Rural Development in the monitoring and evaluation of the NSAP and to advise on matters related to its effective implementation.

31 The State/UT Governments shall furnish to the Department of Rural Development in the Ministry of Rural Development, which is the nodal agency at the Centre, monthly and annual progress reports as per format prescribed in Annexure II.

Bonus

An important component of employee’s earning, besides salary, is bonus. Starting as an adhoc and ex-gratia payment, bonus was claimed as dearness allowance during World War 2. In the course of labour history, it has metamorphosed from a reward or an incentive for good work, into a defendable right and a just claim. Subsequently, under the payment of bonus Act, 1965, it secured the character of a legal right. The dictionary meaning of ‘bonus‘ is an extra payment of the workers beyond the normal wage. It is argued that bonus is a deferred wage payment which aims at bridging the gap between the actual wage and the need based wage. It is also said that bonus is a share in the surplus. But it is only incidentally treated as a source of bridging the gap between the actual wage and the need based wage.

The Payment of Bonus Act, 1965

The Act defines an employee who is covered by it as one earning Rs. 2500 p.m. basic plus dearness allowance and specifies the formula for calculating the allocable surplus from which bonus is to be distributed. The minimum bonus to be paid has been raised from 4 per cent to 8.33 per cent and is sought to be linked to increased productivity in recent time. Through collective bargaining the workers, through their representative union, can negotiate for more then what the Act provides and get the same retified by the government, if necessary. In the absence of such a process, the Act makes it mandatory to pay bonus to employee following a prescribed formula for calculating the available surplus. The available surplus is normally the gross profits for that year after deducting depreciation, development rebate\investment allowance\development allowance, direct tax and other sums referred to in sec. 6. The act applies to every factory or establishment in which 20 or more person are employed in an accounting year. Currently the position is such that even if there is a loss, a minimum bonus needs to be paid treating

the same as deficit to be carried forward and set off against profits in the subsequent years .The act is proposed to be changed since the amount of bonus, the formula for calculating surplus and the set off provision have all been under serious attack from various quarters

Evaluation

During training, learned and practice different aspects of personnel management. The work of personnel management includes plenty of work, Like-managerial work and clerical work etc. o that we learned different work as we studied in theory. In Mirza International Ltd. We got practical experience such as-

Maintenance of form no.-12,which denote workers, Labours and staff’s present and absentee leave.

Mirza provide punching card system to workers. Which shows daily, in-out in factory. In the work of month, by calculating working hours of workers through this card and provide wages to workers.

Most of the worker works under the contractor, means production mostly depend upon contract. That’s why Mirza apply contract labour and regulation and abolition Act.

Over time wages provide to worker. E S I facility for permanent workers. Provident fund provided by the employer. In any gratuity worker can take help by the employer. Personnel department maintain personal record of each worker and

employee. Salary and wage provide by cheques and cash. Wages depend on piece rate. There are two type leave provide by employer.

(1) Earn leave (2) Casual leave.

Earn leave-300/20 days-15 leave Casual leave-7 leave – If doesn’t take then, Amount will not payable.

Bonus PROVIDED BY EMPLOYER 20% OF THE EARNING WHICH IS MAXIMEUM GOVERNMENT RATE .

FOR PERMAMENT WORKER BONUS IS 20%AND 10% BONUS FOR STTIPEND.

E S I PROVIDED 1.75% OF THE EMPLOYEE AND 4.5%BY THE EMPLOYER EMPLOYEE PROVIDENT FUND 12%OF THE SALARY OR WAGES.

SOCIAL SECURITY NUMBER (SSN)FOR WORKERS IT APPIY ALL INDIA FOR WORKER

RECRUITEMENT AND SELECTION BASED ON ADVERTIESMENT AND THROUGH REFERENCE .

ON JOB TRENING PROGRAM FACILITY. FOR GRADE 1&2 SELECTION & RECRUITEMENT PROCESS DEPEND ON REFERENCE.

PRE INFORMATION AND APPLICATION ESSENTIAL FOR LEAVE.

LATE CHARGE IN 3 DAYS LATE 1ST DAY HALF SALARY CUT BY THE EMPLOYER.

THERE IS NONE CHILD LABOUR.

CANTEEN, DRINKING WATER, URINALS, PARK,GARDEN, CYCLE & VECHICLE ,TRANSPORT, BUILDING FACILITY.

MASQUE FOR NAMAJ.

WELL DECIPLINE WORKING ATMOSPHERE.

LUNCH TIME IS ½ AN HOUR.

OVERTIME :

IN ONE MONTH MAXIMUM – 80 HOURS

AS PER LAW OVERTIME SHOULD BE ONLY 2 HOURS IN ONE DAY

OVERTIME SALARY/WAGES

WORKING HOURS = 8H+2H+1(LUNCH BREAK)

TOTAL= 11 HOURS

AS PER LAW, WORKER CANNOT DO WORK MORE THAN 11 HOURS IN ONE DAY.

OVERTIME AMOUNT =14.42*TOTAL HOURS