human resources management - bajaj razin gajiwala. ... performance appraisal 13 chapter 4 :...
Post on 28-Mar-2018
Embed Size (px)
Ms. JYOTI CHANDWANI
When it comes to an appeal of fathomless gratitude and obligation first of all, we owe ourhead heartily to all who have been inspirational, motivating and supportive throughout theproject work, this report is the sensible team effort of all those people mentioned or notmentioned here. We express our benevolent thanks to our module instructor Ms.JYOTICHANDWANI not only for giving excellent guidance, but also for her never endingwillingness to deliver generous research methodologies, timely attention and kind interest.
We would also love to thank the MANAGER of ZARA,SURAT, for giving us such awonderful interview, without which the research would not have been possible.
At last we would love to thank AUROUNIVERSITYfor supporting us humbly in everyway and helping us in the completion of our project report
TABLE OF CONTENTS
CHAPTER 1 : INTRODUCTION 1OBJECTIVES OF STUDY 2LIMITATION OF STUDY 4CHAPTER 2 : RESEARCH METHODOLOGY 5CHAPTER 3 : THEORITICAL FRAMEWORK 7INTRODUCTION 8RECRUITMENT 9SELECTION PROCESS 11TRAINING & DEVELOPMENT 12PERFORMANCE APPRAISAL 13CHAPTER 4 : CONCLUSION AND RECOMMEDATION 14CHAPTER 5 : REFRENCES 16
OBJECTIVES OF STUDY
Most experts view Human Resources as the most important asset of any organization.Managing an organizations people is often the most challenging and complex task requiredof a manager. It is also the responsibility, if executed well, that permits a person to rise tothe senior level of management, or prevents a manager from rising to the senior level ifdone poorly.
The objective of this project is to learn the basic principles of strategic human resourcemanagement how an organization acquires, rewards, motivates, uses, and generallymanages its people effectively. In addition to providing a basic legal and conceptualframework for managers, the course will introduce the manager to practices and techniquesfor evaluating performance, structuring teams, coaching and mentoring people, andperforming the wide range of other people related duties of a manager in increasinglycomplex workplace.
Provided below are the description of the topic:
HR ManagementThe People Factor in Business andManagement
Overview of Human Resource Management and the role it plays in organizations. Reviewof the evolution of human resources as a discipline and the role of the non-HR manager inmanaging people and in implementing basic human resource practices and policies.Discussion of the course structure and overview of the subjects that will be covered.
Staffing and Training
Human resource planning and staff projections and requirements are analyzed. Employeeacquisition through strategic recruiting and selection are explored in detail. Classparticipants engage in exercises designed to introduce behavior based interviewing andother common interviewing and selection practices and techniques. Orientation and stafftraining and development programs are reviewed. External vs. internal training areexamined and students are introduced to commonly used resources for training anddeveloping personnelincluding an overview of leadership development programs.
Compensation, Benefits and Performance Management Systems
Review, analysis and discussion of various compensation systems including pay forperformance and merit based systems. Comparison and evaluation of various incentivecompensation and total compensation systems. Developing a compensation philosophy andstructure will be discussed. Overview of performance evaluation systems including goalorientated systems and force ranking. Hands on exposure to performance reviews and goalsetting through interactive exercises and exposure to case studies. Introduction to bothlegally mandated and voluntary benefit systems. Current benefit trends and costs andoverview of competitive benefit practices.
Human Resources Law and Affirmative Action and EqualEmployment Policies Practices and Strategies
Comprehensive overview of key human resource related laws and legal considerations.Historical overview of the evolution of equal employment opportunity and affirmativeaction programs. Review of current practices and programs for affirmative action and forminority and womens set aside programs. Examination of the managers role in anincreasingly diverse workplace. Discussion of reactive vs. proactive approaches tomanaging a diverse work environment and to avoiding discrimination and associated legaldifficulties.
Building a Principled WorkplaceEthics and Leadership
Understanding, developing and maintaining a corporate culture that supports ethicalbehavior, adherence to core values, and respect for employeesand at the same timeenhances productivity and profitability. Discussion and analysis of how to conduct businessethically in todays environment. The role of effective corporate communications inbuilding a positive, ethical environment. Review of basic employee rights andresponsibilities and the role of the manager as communicator, role model, and leader.
LIMITATION OF STUDY
The main limitation, which we have come towards, was there is acommon HR manager of all the stores of ZARA, which is there inthe head office, situated in Gurgaon, Haryana.
We didnt get chance to talk with the HR Manager but we had atalk with the storeowner of ZARA, Surat. And he explained us allthe proceeds of recruitment and selection of the new employees.
This isnt limitation, but the store has also given us the applicationform that they keep in the store, and anyone can fill and apply forjob.
We cannot get much information about the recruitment andselection process because its all done from the head office, andthe interview is taken through Skype software, and no other personknows it.
The study has utilized both descriptive and causal research design. The research problemsand objective posed at the beginning of the study will be answered through a descriptiveand research design. The design will focus on recruitment, selection and training policies inan organization. An Interview of HR manager was taken to obtain the data and will help torecommend and suggest if required for the workplace.
TIME AND PLACE OF SURVEY
The survey was conducted on 13th April 2015 in ZARA, Surat; our respondents were HRManager of ZARA from various sectors and knowing about their recruitment, selection andtraining policies availability in the organization in which they work in.
Population that has been studied ZARA, Surat; HR Manager
Sampling size 1
Instrument used Interview
The sample size for our survey was 1-employee respondents from Surat city. Therespondent is working as employee in ZARA, Surat.
SOURCES OF DATA
The data used in the report were both primary and secondary data. The primary data wasconducted by survey and was used for analysis and interpretation whereas; the secondarydata was collected from various journals, research papers and web browsing and were usedfor literature review and theoretical framework of the topic.
The survey was conducted in ZARA PVT LTD. Surat city. The area covered under oursurvey was a high level HR Manager of the store and their employees.
Products and ServicesA majority of Zara stores operate in large shopping centers located in major metropolitanareas or high-fashion areas of retail commerce. Zara sells clothing for men, women, andchildren. Styles include fashions for all seasons and incorporate trendy yet sensible styles.Clothing lines often include pants, jackets, shirts, blouses, dresses, skirts, and shorts. Zaraalso sells handbags, hats, and other fashion accessories. Customers may purchase items in-store or online.
More Information about ZaraThe Zara retail empire spans five continents and includes locations in nearly 75 countries.Founded in the mid-1970s, Zara originally sold knockoff replicas of high-end clothinglines. Sustained success led to the inclusion of designing, manufacturing, and disturbingcompany-made merchandise. The first Canadian Zara locations opened during the 1980s.More than 20 Zara stores operate throughout Canada, with new stores expected to open inthe near future. Over 7,000 entry-level workers and seasoned professionals work variouscapacities for Zara nationwide.World-renowned fashion retailer Zara offers exclusive and contemporary styles of clothing.Also involved in the manufacturing and sales of fashion accessories, such as handbags andfootwear, Zara primarily sells clothing for men, women, and children. Classic yet moderndesigns and reasonable prices draw thousands of annual customers. The company mainlyoperates in major cities or fashion-centric areas of densely populated countries. Zara alsodraws success from franchising.
Benefits of Working at ZaraZara offers paid training programs and avenues for career development in addition tocompetitive pay scales. Work environments include long lunches, fun a