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<p>iA Project Report On HR FUNCTIONING ON DLF</p> <p>Submitted in partial fulfillment of the requirements for award of degree of MBA To MDU, ROHTAK Supervised by :Ms. Geeta kumari Lect. GCE Bilaspur, Gurgaon submitted by :Shiv kumar Roll No: 805052 MBA 4th Sem</p> <p>Gurgaon college of engineering Bilaspur, Gurgaon (2008-10)</p> <p>Declaration I .. roll no .class.of the ..hereby declared that the project that entitled . Is an original work and the same has not been submitted to any other institute for the award of any other degree. In interim report was present to the supervisor .. and the pre-submission presentation was made on .the feasible suggestions have been duly incorpoted in consultation with the supervisor.</p> <p>Contersigned Signature of the supervisor Forwarded by Director of the institute signature of candidate</p> <p>2</p> <p>MDU-ROHTAK Performa for approval of project proposal. Name of the student:Class Roll No:Institutes name:Title of the project:Subject Area:Name and designation of the supervisor Signature of the supervisor Signature of the Director Date Signature of the student</p> <p>3</p> <p>Component/suggestion for reformulating the project . .. . Authority signature.</p> <p>4</p> <p>ACKNOWLEDGEMENTAt the very outset, I would like thanks to all those who helped me in my endeavor in achieving something worthwhile and enduring. I have no words to express my gratitude to Mr.Anurag Juneja DGM HR, DLF , who was always there to guide me and solve my problems, Without his unfailing guidance, this report couldnt not have been possible. It has been a great learning experience working under him. I would also like to thanks Mr. Gautam and management &amp; staff of DLF LIMITED and my college mentor Ms. Geeta kumari without whose moral support, guidance and cooperation this would have not been possible for me. They have been a source of inspiration and knowledge to me during the making of the report.</p> <p>I also pay my gratitude to the management of DLF.</p> <p>5</p> <p>Shiv kumar</p> <p>Certificate of Internal GuideThis is to certify that the project titled HR Practices of DLF is a bonafide work carried out by Shiv kumar a candidate for the award of Masters of Business Administration of MDU Rohtak under my guidance and direction.</p> <p>Date:</p> <p>Signature of guide</p> <p>Name Place: Designation:</p> <p>Institute:</p> <p>6</p> <p>7</p> <p>TABLE OF CONTENTS</p> <p>CHAPTERS</p> <p>PAGE NUMBER</p> <p>CHAPTER 1 RATIONALE FOR THE STUDY o ABSTRACT CHAPTER 2 7 9</p> <p>OBJECTIVE OF THE STUDY o TITLE OF THE PROJECT o OBJECTIVE OF THE STUDY o LIMITATIONS o SCOPE OF STUDY CHAPTER 3</p> <p>13 14 15 16 17</p> <p>o COMPANY PROFILE CHAPTER 4</p> <p>18</p> <p>THEORITICAL FRAMEWORK o FUNCTION OF HR PRACTICES8</p> <p>26 27</p> <p>o COMPARITIVE ANALYSIS CHAPTER 5</p> <p>36</p> <p>o RESEARCH METHODOLOGY CHAPTER 6</p> <p>37</p> <p>o DATA ANALYSIS AND INTERPRETATION o GRAPHS o ANALYSIS CHAPTER 7</p> <p>40 43-49 50</p> <p>o FINDINGS AND CONCLUSION CHAPTER 8</p> <p>51</p> <p>o EXPECTED CONTRIBUTION FROM THE STUDY o SUGGESTIONSAPPENDICES</p> <p>54 55</p> <p>o Quesstionaire o Bibilography</p> <p>58 61</p> <p>9</p> <p>CHAPTER 110</p> <p>RATIONALE FOR THE STUDY</p> <p>Rationale for studyBusiness is a game of entrepreneurial spirits and managerial skills. Entrepreneurs play the business game by acquiring, mastering and coordinating various business and management skills. Such skills include Human relations and Technology management as well as planning, marketing, negotiating and finance. A business organization is designed with the objective of creating and acquiring wealth through production and supply of products and services. Products, capital, skills, and entrepreneurship are increasingly becoming internationalized. Corporations compete with their own unique set of skill-</p> <p>11</p> <p>equipment</p> <p>mix,</p> <p>knowledge</p> <p>capability</p> <p>competence</p> <p>equation</p> <p>and</p> <p>the</p> <p>critical</p> <p>entrepreneurial vision. This study HR Practices of DLF is a deep study on the incarnations of the present respective that Human Resource is Inevitable as Every Man is indispensable for the Organization. The Human resource management strategies in India in the 21st century has to focus on better individual-organization interface and greater emphasis on organizational effectiveness than on personal success.</p> <p>INTRODUCTIONBackgroundIn the 50s, there was a strong belief that employees were recruited not to question why but only to do and die. In the 60s, terms like manpower, staff and personnel came to be used and instead of controlling the employees, it became more and more acceptable to manage personnel as studies revealed that productivity of the workers could be improved if they were organized at work. And in the late 70s, people realized that beyond a point,</p> <p>12</p> <p>productivity depended on people. Also, workers started demanding whatever they expected from the employers over and above their salaries; Personnel came to be called as Human Resources sharing the global thinking, Indian managers and behavioral scientists accepted and introduced such theories, models and concepts as theory X/Y/Z, Two Factor Theory of Motivation, Contingency model, Social Comparison processes, Socio-Technical system, Job Enrichment, Managerial Grid, Participative Management, Quality of Work Life, Total Quality Management etc. At the same time, experts observed that there were some strategic challenges of current times such as accelerating rates of changes in all aspects of business- increasing competition, globalization of business, technological change, changing work culture, resource constraints, transition from industrial to information society, unstable markets owing to economic condition, increasing demands by corporate stake holders, and a complex psychological environment. Hierarchy, status, authority, responsibility, and accountability are structural concepts. But in the Indian context, emotions, feelings, empathetic perceptions, impressions and effective components have influenced people more than anything else. The subordinates expect that the boss should have integrity, higher performance skill, commitment, accessibility, wider vision, sense of empowerment and credibility. Human resource management refers to a balanced interaction between these two sets of expectations (Armstrong, 2003). In the dynamics of the present scenario, many aesthetic changes like globalization are imperative. Corporations have to keep a watch on international competitors as the globalization is increasingly becoming a part of every economic system. Its less about making a smart choice; instead, its more of a necessity..</p> <p>13</p> <p>Error: Reference source not found</p> <p>14</p> <p>Error: Reference source not found</p> <p>15</p> <p>CHAPTER 2 OBJECTIVE OF THE STUDY</p> <p>16</p> <p>TITLE OF THE PROJECTThe title for the project undertaken by me is HR PRACTICES: of DLF LTD. The aim is to analyze the importance of the basic HR practices followed in DLF as well as analyzing the change in HR practices . Through this project I want to obtain some knowledge regarding HR functioning of DLF and the HR Practices of DLF and the various other companies.</p> <p>17</p> <p>OBJECTIVE This project is aimed to achieve in depth knowledge of HR and HR practices To provide suggestions to DLF in achieving HR effectiveness To understand the role of Human Resource Managers, who act as Change Agents or Change FacilitatorsThe project acclaims to reestablish the chief function of Human Resource, that is, it has to create Something for Everybody. To study current HR challenges in globalized world.</p> <p>18</p> <p>LIMITATIONS OF STUDYEvery study conducted may have certain shortcomings and unfortunately mine is also a similar case. A few errors have crept in despite our best effort to avoid them but it is expected that still my study and findings are very much relevant.</p> <p> An error may have been due to the samples taken not conforming to the sample size; this is because the sample is a convenience sample. Personal bias or personal error of the interviewer might also have crept in; some cases, while interpreting the respondents. Certain questions which are not properly responded by the respondents. Some of the respondents have not responded totally. Biases might have crept up on the part of the management while giving answers. Absolute sanctity of data can be a cause of concern as many respondents didnt ponder much over giving points, ranks etc. The sample size was small due to time constraint which might not be true representative of entire population.</p> <p>19</p> <p>SCOPE OF STUDYThe project report focus on the HR practices of DLF and also try to understand the changing role of HR manager and the changing HR environment. The aim of the project is to understand the functioning of HR department of DLF and of various other companies and to find and suggest DLF regarding the changing scope of HR and also various HR policies that DLF should introduce in its system. In the project I have studied about the HR practices of various companies and also try to find out the demand of the employees of DLF. The project basically explains the practices of DLF and also comparison of its HR policies with of various other companies. DLF is one of the top Infrastructural development company and also the market leader of Indias Infrastructural development Industry.</p> <p>20</p> <p>CHAPTER 3 Company Profile</p> <p>21</p> <p>YEAR OF ESTABLISHMENT VISION</p> <p>1946To contribute significantly to building the new India and become the worlds most valuable real estate company</p> <p>INDUSTRY WORKS WEBSITE</p> <p>INFRASTRUCTURE &amp; RETAIL INFRASTRUCTURE DEVELOPMENT www.dlfindia.com</p> <p>About the Company</p> <p>22</p> <p>OverviewDLF is India's largest real estate company in terms of revenues, earnings, market capitalisation and developable area. In line with its current expansion plans, DLF has over 425 million sq. ft. of development across its businesses, including developed, on-going and planned projects. This land bank is spread over 32 cities, mostly in metros and key urban areas across India. Already a major player in locations across the country, DLF, with over six decades of experience, is capitalising on emerging market opportunities to deliver high-end facilities and projects to its wide base of customers by constantly upgrading its internal skills and resource capabilities. A roster of world-reputed businesses chooses DLF to jointly venture with, to seek growth in India. Among them, Laing O'Rourke- famous UK based construction company credited with construction of Dubai International Airport, London's Millenium Tower, etc, will construct all DLF's landmark projects. Together DLFLaing O' Rourke shall build the expressways, ports and other megastructures of India's new economy. Nakheel of Dubai are partnering with DLF for townships of</p> <p>23</p> <p>pathbreaking concepts in India. WSP Group Plc is also partnering DLF, providing Management and consultancy to the built and natural environment. DLF has also tied up with Hilton Hotels to jointly develop world class hotels in India. It is more than market dynamics however. DLF management constantly upgrades professional resources to construct responsive strategies, to adapt to local preferences; to deliver high quality, in all its projects and services to a wide customer base. All the intensified growth underlines DLF's commitment to quality, trust and customer sensitivity and, delivering on its promise with agility and financial prudence. This, in turn, has earned DLF the coveted 'Superbrand' ranking for three years consecutively, including the current year. The Homes business unit involves a wide range of products including condominiums, duplexes, row hoses and apartments of varying sizes, with a focus on the higher end of the market. DLF has 214 msf of developed area under homes and residential plots. Currently, DLF has more than 477 msf of land resource targeted towards residential business. DLF's office segment is one of the group's most admired verticals. Nearly 40 msf of ongoing projects forms a strong portfolio for DLF offices, having reached a mature delivery platform of 11-12 msf on an annual basis. Current land resource owned by DLF for development of offices across the country is 164 msf approximately. With a booming retail environment on the horizon, this is a major thrust area for the Group and DLF is actively creating new shopping and entertainment spaces all over the country. The company has 12 mn sq. ft of retail projects under construction and owns land resource of another 92 msf for development in metros and other key urban</p> <p>24</p> <p>destinations across the country. These include categories of prime downtown shopping districts, shopping centres and super luxury malls, amongst others. With the growth of the Indian economy and the resulting increase in corporate and consumer incomes, as well as foreign investment, DLF sees significant opportunities for growth in its three primary businesses. DLF's mission is to build a world-class real estate development company with the highest standards of professionalism, ethics and customer service and to thereby contribute to and benefit from the growth of the Indian economy. This is DLF Building India</p> <p>HistoryThe DLF Group was founded in 1946. We developed some of the first residential colonies in Delhi such as Krishna Nagar in East Delhi, which was completed in 1949. Since then we have been responsible for the development of many of Delhis other well known urban colonies, including South Extension, Greater Kailash, Kailash Colony and Hauz Khas. Following the passage of the Delhi Development Act in 1957, the state assumed control of real estate development activities in Delhi, which resulted in restrictions on private real estate colony development. We therefore commenced acquiring last at relatively low cost outside the area controlled by the Delhi Development Authority, particularly in the district of Gurgaon in the adjacent state of Haryana. This led to our first landmark real estate development project DLF Qutab Enclave, which has now evolved into DLF City. DLF City is spread over 3,000 acres in Gurgaon and is an integrated township, which includes residential, commercial and retail properties in a modern city infrastructure with schools, hospitals, hotels and shopping</p> <p>25</p> <p>malls. It also boasts of the prestigious DLF Golf and Country Club with night golfing facilities.</p> <p>DLF Gurgaon has changed the face of this once-upon a time dusty town of Haryana. The Delhi Development Act of 1946 proved a blessing in disguise for Gurgaon as it earned the attention of DLF Group for the construction of Buildings for Residential and Commercial purposes. The proximity to the Domestic and International Airports and easy connectivity to the Capital made Gurgaon a feasible destination for DLF Constructions and DLF Builders. DLF Gurgaon transcends the parameters of architectural brilliance to offer phenomenal creations like the DLF City, DLF Malls, DLF City Clubs and DLF Golf Club. Thus, no discussion on Real Estate and Properties in Gurgaon can be complete without acknowledging the role, played by DLF...</p>