Introduction

Human resources are the most valuable and unique assets of an organization. The successful management
of an organization's human resources is an exciting, dynamic and challenging task, especially at a time when the
world has become a global village and economies are in a state of flux. The scarcity of talented resources and the
growing expectations of the modern day worker have further increased the complexity of the human resource
function. Even though specific human resource functions/activities are the responsibility of the human resource
department, the actual management of human resources is the responsibility of all the managers in an organization.
It is therefore necessary for all managers to understand and give due importance to the different human
resource policies and activities in the organization. Human Resource Management outlines the importance of
HRM and its different functions in an organization. It examines the various HR processes that are concerned with
attracting, managing, motivating and developing employees for the benefit of the organization
The induction starts with an introduction secession about the company, number of branches, a brief history of the
company, number of products, number of countries operating in, organizational structure, culture, values, beliefs,
the names of top management personnel etc. Apart from this introductory secession there will be other secessions
also like secessions on behavioral science, soft skill training, secessions on giving details about the job, salary,
bonus, information about different leaves that can be taken by the employee about upward mobility in the
organization etc. There are different ways in which secessions can be conducted i.e. using lecture method, power
point presentation, group discussion, psychological test, roll play secessions etc.
Meaning of Human Resource Management
Human resource management (HRM, or simply HR) is a function in organizations designed to maximize
employee performance in service of their employer's strategic objectives. HR is primarily concerned with how
people are managed within organizations, focusing on policies and systems.
Human Resource Management includes conducting job analyses, planning personnel needs, recruiting the
right people for the job, orienting and training, managing wages and salaries, providing benefits and incentives,
evaluating performance, resolving disputes, and communicating with all employees at all levels. Examples of core
qualities of HR management are extensive knowledge of the industry, leadership, and effective negotiation skills.
Formerly called personnel management.
Definition of Human Resource Management
Storey - HRM is a distinctive approach to employment management which seeks to achieve competitive
advantage through the strategic deployment of a highly committed and capable workforce, using an array of
cultural, structural and personnel techniques.
Buchanan and Huczynski - HRM is a managerial perspective which argues the need to establish an integrated
series of personnel policies to support organizational strategy.

Scope of the Study

It concerns with changes in knowledge, skills or behavior immediately after a training experience. In other
words it attempts to asses whether or not training has been effective in communicating the message. This refers to
evidence that knowledge, skill or behavior which has been learned is being put into use on the job. In other words
can the trainee, managers and colleagues identify changes in behavior, skill and attitude as a result of attending
training.
This refers to the long term effectiveness of the individual, the unit and as well as the organization. This ultimate
evaluation is difficult and only possible if the training in the first instance has been related to the real corporate
strategy and business needs of the organization.
General introduction and welcome to the organisation, Confirming the terms and conditions of employment and
processing the necessary paperwork, etc Providing evidence that reassures the employee that he/she has made a
good choice of employer, as developing a positive attitude early on means the employee is more likely to stay
Promoting self-confidence in the employee (through both job competency and acceptance by others) and
commitment towards the organisation, Acquainting the employee with the organisation culture that is the various
unwritten rules, behavioral standards, interactions etc that determine how the organisation runs day-to-day. This is
a very important, but often overlooked, aspect of induction, and an area where many induction programs come
unstuck.
Providing background information about the organisation policies, procedures, employee benefits,etc but give
careful thought to how you do this and avoid information overload. This point will be covered in detail in a later
article.
Need of the Study
It is important that all new employees receive induction training at the beginning of their employment and
that they are provided with all the equipment and information necessary to carry out their jobs effectively.
Induction programs can vary from training or mentoring, can be conducted by HR and/or the department manager,
and may last weeks or even months. Regardless of the length, these programs allow the employee to gain valuable
information regarding the organization and how they will be expected to integrate in it.
Benefits of induction programs are include increased retention of newly hired employees, improved
employee moral and increased productivity, not to mention an increased sense of acceptance into the organisation
by the new employee. A well designed employee induction program not only saves your money and time in the
long run but it avoids having that money being spent on covering absences such as hiring replacements if the
induction program wasnt well done.
A number of organizations do not provide induction training which means new employees are then left to
pick up the information necessary to carry out their jobs effectively on their own or through asking, following or
copying existing employees. This wastes the organisations time and money and also doesnt guarantee that the
new employee will learn the right way of doing things.

Review of Literature
According to Casse and Banahan (2007), the different approaches to training and development need to be
explored. It has come to their attention by their own preferred model and through experience with large
Organisations. The current traditional training continuously facing the challenges in the selection of the
employees, in maintaining the uncertainty related to the purpose and in introducing new tactics for the
environment of work and by recognizing this, they advising on all the problems, which reiterates the requirement
for flexible approach.
Meaning of Induction Training
First step towards gaining an employees' commitment, it is aimed at introducing the job and organization to
the recruit and him or her to the organization. It involves orientation and training of the employee in the
organizational culture, and showing how he or she is interconnected to (and interdependent on) everyone else in
the organization.
An induction programme is the process used within many businesses to welcome new employees to the
company and prepare them for their new role.
An Induction Programme can also include the safety training delivered to contractors before they are
permitted to enter a site or begin their work. It is usually focused on the particular safety issues of an organisation
but will often include much of the general company information delivered to employees. Induction training
should, according to TPI-theory, include development of theoretical and practical skills, but also meet interaction
needs that exist among the new employees.
Advantages and Disadvantages of Induction Training Programme
Advantages-Your Company will most likely have a higher retention rate from properly inducting employees since
the process is your new employees' first impression of what their jobs and corporate atmosphere will be like.
According to Business Balls, proper induction acts as reinforcement to new hires that they made the right choice
by coming to work for you. Depending on the nature of your business, individual inductions may work better than
group inductions, so you can more quickly bring hires up-to-date on the rules and expectations within the
departments they will be working in. Equipping your hires with this knowledge will also make them more
independent as workers.
Disadvantages-Improper induction can cost your organization by resulting in poor employee retention. For
example, if an employee feels confused or lost after her induction process, she may or may not ask for help
depending on her personality. In this situation, she may either make mistakes until she gets protocol right, or may
take coworkers away from their work to train her with each problem versus being trained before beginning work.
This creates a disadvantage in terms of employee efficiency, which may translate into poor company productivity.

Objective of the Study

Methodology
The quality and reliability of research study is dependent on the information collected in a scientific and
methodological manner. Scientific planning of designing of research method is a blue print for any research study.
Therefore, proper time and attention should be given in designing the plan of research. While proper definition of
problem tells the researcher where he has to go, proper design tells him how he should go. Selection of
methodology for a particular project is made easy by sorting out a number of alternative approaches, each of them
having its own advantage and disadvantages. Efficient design is that which ensure that the relevant data are
collected accurately.
Research Design
Research design is the first and foremost step in methodology adopted and undertaking research study. It is
overall plan for the collection and analysis of data in the research project. Thus it is an organized, systematic
approach to be the formulation, implementation and control of research project.
Infact a well planned and well balanced research design guards against collection of irrelevant data and
achieves the result in the best possible way.
Sample Design
The universe of study being large, researcher has to resort to sampling method of data collection. On the
basis of a section of the universe selected in a prescribed manner one is able to deduce for the universe. For the
sample results to be applicable on the universe, sample should be adequately chosen so to make it representative
and reliable.
Population : Middle level employees in the operation.
Sample : Sample covers the respondents of 20 departments.
Data Collection methods
Data are the bricks with which the researcher has to make a house. While the quality of research findings
depend on data, the adequacy of appropriate data in turn depends upon proper method of data collection. A number
of methods are at the disposal of the researcher of which one has to select the most appropriate one for visualizing
the research objective. Thus he has to see that the method adopted is compatible with the resources and research
study.
a) Primary Data : Data which are collected fresh and for the first time and thus happens to be original in character.
Primary data are gathered for specific purpose.
b) Secondary data : Data that collected from primary data i.e., they are already exit some where. For the purpose
of our study we collected both the data. Secondary data through induction manual, magazines, corporate journals
and web site &

Primary data through.

a) Questionnaire method.
b) Interview method.
In our study the main emphasis was on the questionnaire method. We used questionnaire method which consisted
of 4 attributes and again they were further divided into 13 parameter. Question, which were asked, were of
multiple choice in nature and were of closed ended.
Personal interview were also conducted. There was face to face conversation between researcher and the
respondents. All the answers were recorded while interview was in progress. Through interviewing, additional
information was received regarding our study.
LIMITATIONS OF THE STUDY
As no person is perfect in this world, in the same way no study can be considered as fully reliable at one glance .
there are a number of uncontrollable factors acting as limitations in conducting the study . Some of such
limitations encountered by me in our study are 1.

Non - availability of secondary data compelled me to start from the very minute information.

2.

Respondents in some department gave biased responses for fear of their position in the company. This may

have influenced the results .

3.

Some people at top level were afraid and showed complete reluctance to give responses to some questions

Company Profile
Honda Motor Co., Ltd. is a Japanese public multinational corporation primarily known as a manufacturer
of automobiles, motorcycles and power equipment.
Honda has been the world's largest motorcycle manufacturer since 1959, as well as the world's largest
manufacturer of internal combustion engines measured by volume, producing more than 14 million internal
combustion engines each year. Honda became the second-largest Japanese automobile manufacturer in
2001.Honda was the eighth largest automobile manufacturer in the world behind General Motors, Volkswagen
Group, Toyota, Hyundai Motor Group, Ford, Nissan, and PSA in 2011.
Honda was the first Japanese automobile manufacturer to release a dedicated luxury brand, Acura, in 1986.
Aside from their core automobile and motorcycle businesses, Honda also manufactures garden equipment, marine
engines, personal watercraft and power generators, amongst others. Since 1986, Honda has been involved with
artificial intelligence/robotics research and released their ASIMO robot in 2000. They have also ventured into
aerospace with the establishment of GE Honda Aero Engines in 2004 and the Honda HA-420 HondaJet, which

began production in 2012. Honda has three joint-ventures in China (Honda China, Dongfeng Honda, and Guangqi
Honda).
In 2013, Honda invested about 5.7% (US$6.8 billion) of its revenues in research and development. Also in
2013, Honda became the first Japanese automaker to be a net exporter from the United States, exporting 108,705
Honda and Acura models while importing only 88,357.
History
Throughout his life, Honda's founder, Soichiro Honda had an interest in automobiles. He worked as a
mechanic at the Art Shokai garage, where he tuned cars and entered them in races. In 1937, with financing from
his acquaintance Kato Shichir, Honda founded Tkai Seiki (Eastern Sea Precision Machine Company) to make
piston rings working out of the Art Shokai garage. After initial failures, Tkai Seiki won a contract to supply
piston rings to Toyota, but lost the contract due to the poor quality of their products. After attending engineering
school without graduating, and visiting factories around Japan to better understand Toyota's quality control
processes, by 1941 Honda was able to mass-produce piston rings acceptable to Toyota, using an automated process
that could employ even unskilled wartime laborers.
Tkai Seiki was placed under control of the Ministry of Commerce and Industry (called the Ministry of
Munitions after 1943) at the start of World War II, and Soichiro Honda was demoted from president to senior
managing director after Toyota took a 40% stake in the company.Honda also aided the war effort by assisting other
companies in automating the production of military aircraft propellers. The relationships Honda cultivated with
personnel at Toyota, Nakajima Aircraft Company and the Imperial Japanese Navy would be instrumental in the
postwar period. A US B-29 bomber attack destroyed Tkai Seiki's Yamashita plant in 1944, and the Itawa plant
collapsed in the 1945 Mikawa earthquake, and Soichiro Honda sold the salvageable remains of the company to
Toyota after the war for 450,000, and used the proceeds to found the Honda Technical Research Institute in
October 1946. With a staff of 12 men working in a 16 m2 (170 sq ft) shack, they built and sold improvised
motorized bicycles, using a supply of 500 two-stroke 50 cc Tohatsu war surplus radio generator engines. When the
engines ran out, Honda began building their own copy of the Tohatsu engine, and supplying these to customers to
attach their bicycles. This was the Honda Model A, nicknamed the Bata Bata for the sound the engine made. In
1949, the Honda Technical Research Institute was liquidated for 1,000,000, or about US$5,000 today; these funds
were used to incorporate Honda Motor Co., Ltd. At about the same time Honda hired engineer Kihachiro
Kawashima, and Takeo Fujisawa who provided indispensable business and marketing expertise to complement
Soichiro Honda's technical bent. The close partnership between Soichiro Honda and Fujisawa lasted until they
stepped down together in October 1973.
The first complete motorcycle, with both the frame and engine made by Honda, was the 1949 Model D, the
first Honda to go by the name Dream. Honda Motor Company grew in a short time to become the world's largest
manufacturer of motorcycles by 1964.
The first production automobile from Honda was the T360 mini pick-up truck, which went on sale in
August 1963.Powered by a small 356-cc straight-4 gasoline engine, it was classified under the cheaper Kei car tax

bracket. The first production car from Honda was the S500 sports car, which followed the T360 into production in
October 1963. Its chain-driven rear wheels pointed to Honda's motorcycle origins.
Over the next few decades, Honda worked to expand its product line and expanded operations and exports
to numerous countries around the world. In 1986, Honda introduced the successful Acura brand to the American
market in an attempt to gain ground in the luxury vehicle market. The year 1991 saw the introduction of the Honda
NSX supercar, the first all-aluminum monocoque vehicle that incorporated a mid-engine V6 with variable-valve
timing.
CEO Tadashi Kume was succeeded by Nobuhiko Kawamoto in 1990. Kawamoto was selected over
Shoichiro Irimajiri, who oversaw the successful establishment of Honda of America Manufacturing, Inc. in
Marysville, Ohio. Both Kawamoto and Irimajiri shared a friendly rivalry within Honda, and Irimajiri would resign
in 1992 due to health issues.
Following the death of Soichiro Honda and the departure of Irimajiri, Honda found itself quickly being
outpaced in product development by other Japanese automakers and was caught off-guard by the truck and sport
utility vehicle boom of the 1990s, all which took a toll on the profitability of the company. Japanese media
reported in 1992 and 1993 that Honda was at serious risk of an unwanted and hostile takeover by Mitsubishi
Motors, who at the time was a larger automaker by volume and flush with profits from their successful Pajero and
Diamante.
Kawamoto acted quickly to change Honda's corporate culture, rushing through market-driven product
development that resulted in recreational vehicles such as the Odyssey and the CR-V, and a refocusing away from
some of the numerous sedans and coupes that were popular with Honda's engineers but not with the buying public.
The most shocking change to Honda came when Kawamoto ended Honda's successful participation in Formula
One after the 1992 season, citing costs in light of the takeover threat from Mitsubishi as well as the desire to create
a more environmentally-friendly company image.
Later, 1995 gave rise to the Honda Aircraft Company with the goal of producing jet aircraft under Honda's name.
Corporate profile and divisions
Honda headquarters building in Minato, Tokyo
Honda is headquartered in Minato, Tokyo, Japan. Their shares trade on the Tokyo Stock Exchange and the New
York Stock Exchange, as well as exchanges in Osaka, Nagoya, Sapporo, Kyoto, Fukuoka, London, Paris and
Switzerland.
The company has assembly plants around the globe. These plants are located in China, the United States, Pakistan,
Canada, England, Japan, Belgium, Brazil, Mxico, New Zealand, Malaysia, Indonesia, India, Philippines,
Thailand, Vietnam, Turkey, Taiwan, Per and Argentina. As of July 2010, 89 percent of Honda and Acura vehicles
sold in the United States were built in North American plants, up from 82.2 percent a year earlier. This shields
profits from the yen's advance to a 15-year high against the dollar.

Honda's Net Sales and Other Operating Revenue by Geographical Regions in 2007
Geographic Region

Total revenue (in millions of )

Japan 1,681,190
North America5,980,876
Europe 1,236,757
Asia

1,283,154

Others 905,163
American Honda Motor Company is based in Torrance, California. Honda Racing Corporation (HRC) is
Honda's motorcycle racing division. Honda Canada Inc. is headquartered in Markham, Ontario, their
manufacturing division, Honda of Canada Manufacturing, is based in Alliston, Ontario. Honda has also created
joint ventures around the world, such as Honda Siel Cars and Hero Honda Motorcycles in India, Guangzhou
Honda and Dongfeng Honda in China, Boon Siew Honda in Malaysia and Honda Atlas in Pakistan.
Following the Japanese earthquake and tsunami in March 2011 Honda announced plans to halve production at its
UK plants.[citation needed] The decision was made to put staff at the Swindon plant on a 2-day week until the end
of May as the manufacturer struggled to source supplies from Japan. It's thought around 22,500 cars were
produced during this period.
Leadership
Name Years
Soichiro Honda

19481973

Kiyoshi Kawashima 19731983

Tadashi Kume

19831990

Nobuhiko Kawamoto 19901998

Hiroyuki Yoshino

19982003

Takeo Fukui

20032009

Takanobu Ito

2009present

Honda Motor Co., Ltd. (Honda), incorporated on September 24, 1948, develops, produces and manufactures a
variety of motor products, ranging from small general-purpose engines and scooters to specialty sports cars. The
Companys business segments are the motorcycle business, automobile business, financial services business, and
power product and other businesses. Honda conducts its operations in Japan and worldwide, including North
America, Europe and Asia. On March 22, 2011, the Company completed the selling of all its stake in Hero Honda

Motors Limited to Bahadur Chand Investments Pvt.Ltd. and Hero Investments Pvt. Ltd. In August 2012, the
Company acquired Usha International Ltd.
Motorcycle Business
Honda produces a range of motorcycles, ranging from the 50 cubic centimeters class to the 1,800 cubic
centimeters class in cylinder displacement. Hondas motorcycles use internal combustion engines developed by
Honda that are air or water-cooled, two or four cycle, and single, two, four or six cylinder. Hondas motorcycle
line consists of sports (including trial and moto-cross racing), business and commuter models. Honda has also
produced all-terrain vehicles (ATVs), personal watercraft (PWC) and multi-utility vehicles (MUVs). Motorcycles
are produced by the Company in Japan at the Kumamoto factory. Hondas motorcycles are also produced by
subsidiaries in countries worldwide, including Italy, Thailand, Vietnam, the Philippines, India, Brazil and
Argentina. Hondas unit sales of motorcycles, ATVs and PWC totaled 9,639 thousand units during the fiscal year
ended March 31, 2010 (fiscal 2010).
Automobile Business
The Companys automobiles use gasoline engines of three, four or six cylinder, diesel engines and gasolineelectric hybrid systems. Honda also offers alternative fuel-powered vehicles, such as natural gas, ethanol and fuel
cell vehicles. Hondas principal automobile products include passenger cars, minivans, multi-wagons, sport utility
vehicle, and mini cars. Its passenger car models include Legend, Accord, Inspire, Civic, Insight, City, Acura RL,
Acura TL, Acura TSX and Acura CSX. Its minivans, multi-wagons and sport utility vehicle brands include
Elysion, Odyssey, Step Wagon, Stream, FREED, FR-V, Airwave, Fit/Jazz, Partner Pilot, Ridgeline, CR-V,
Element, Crossroad, CR-Z, Acura RDX, Acura MDX and Acura ZDX. Its mini cars brands include Life, Zest,
Vamos and Acty. Automobiles are produced by Honda at two sites in Japan: the Saitama factory and the Suzuka
factory.
The Companys major production sites overseas include those located in Ohio, Alabama and Indiana in the United
States; Ontario in Canada; Swindon in the United Kingdom; Ayutthaya in Thailand; Uttar Pradesh in India, and
Sao Paulo in Brazil. Yachiyo Industry Co., Ltd., one of the Companys consolidated subsidiaries, assembles mini
cars for the Japanese domestic market. Hondas unit sales of automobiles totaled 3,392 thousand units during fiscal
2010.
Financial Services Business
Honda offers a variety of financial services to its customers and dealers through finance subsidiaries in countries,
including Japan, the United States, Canada, the United Kingdom, Germany, Brazil and Thailand, with the aim of
providing sales support for its products. The services of these subsidiaries include retail lending, leasing to
customers and other financial services, such as wholesale financing to dealers.
Power Product and Other Businesses

Honda manufactures a variety of power products, including tillers, portable generators, general-purpose engines,
grass cutters, outboard marine engines, water pumps, snow throwers, power carriers, power sprayers, lawn mowers
and lawn tractors (riding lawn mowers). Honda has introduced a compact home-use cogeneration unit. In addition,
Honda sells thin-film solar cells made of crystalline silicon for home use, as well as for public and industrial use.
Hondas unit sales of power products totaled 4,744 thousand units in fiscal 2010

Human Resource Management - Organization Profile

Human resource management (HRM, or simply HR) is a function in organizations designed to maximize
employee performance in service of their employers strategic objectives. HR is primarily concerned with how
people are managed within organizations, focusing on policies and systems. HR departments and units in
organizations are typically responsible for a number of activities, including employee recruitment, training and
development, performance appraisal, and rewarding (e.g., managing pay and benefit systems). HR is also
concerned with industrial relations, that is, the balancing of organizational practices with regulations arising from
collective bargaining and governmental laws.
HR is a product of the human relations movement of the early 20th century, when researchers began documenting
ways of creating business value through the strategic management of the workforce. The function was initially
dominated by transactional work, such as payroll and benefits administration, but due to globalization, company
consolidation, technological advancement, and further research, HR now focuses on strategic initiatives like
mergers and acquisitions, talent management, succession planning, industrial and labor relations, and diversity and
inclusion.
In startup companies, HR's duties may be performed by trained professionals. In larger companies, an entire
functional group is typically dedicated to the discipline, with staff specializing in various HR tasks and functional
leadership engaging in strategic decision making across the business. To train practitioners for the profession,
institutions of higher education, professional associations, and companies themselves have created programs of
study dedicated explicitly to the duties of the function. Academic and practitioner organizations likewise seek to
engage and further the field of HR, as evidenced by several field-specific publications. HR is also a field of
research study that is popular within the fields of management and industrial/organizational psychology, with
research articles appearing in a number of academic journals, including those mentioned later in this article.
In the current global work environment, most companies focus on lowering employee turnover and retaining the
talent and knowledge held by their workforce. New hiring not only entails a high cost but also increases the risk of
the newcomer not being able to replace the person who was working in that position before. HR departments also
strive to offer benefits that will appeal to workers, thus reducing the risk of losing knowledge.
Human Resource Management (HRM) is the term used to describe formal systems devised for the
management of people within an organization. The responsibilities of a human resource manager fall into three
major areas: staffing, employee compensation and benefits, and defining/designing work. Essentially, the purpose
of HRM is to maximize the productivity of an organization by optimizing the effectiveness of its employees. This
mandate is unlikely to change in any fundamental way, despite the ever-increasing pace of change in the business

world. As Edward L. Gubman observed in the Journal of Business Strategy, "the basic mission of human resources
will always be to acquire, develop, and retain talent; align the workforce with the business; and be an excellent
contributor to the business. Those three challenges will never change."
Until fairly recently, an organization's human resources department was often consigned to lower rungs of the
corporate hierarchy, despite the fact that its mandate is to replenish and nourish what is often citedlegitimately
as an organization's greatest resource, it's work force. But in recent years recognition of the importance of human
resources management to a company's overall health has grown dramatically. This recognition of the importance
of HRM extends to small businesses, for while they do not generally have the same volume of human resources
requirements as do larger organizations, they too face personnel management issues that can have a decisive
impact on business health. As Irving Burstiner commented in The Small Business Handbook, "Hiring the right
peopleand training them wellcan often mean the difference between scratching out the barest of livelihoods
and steady business growth'. Personnel problems do not discriminate between small and big business. You find
them in all businesses, regardless of size."
PRINCIPLES OF HUMAN RESOURCE MANAGEMENT
Business consultants note that modern human resource management is guided by several overriding principles.
Perhaps the paramount principle is a simple recognition that human resources are the most important assets of an
organization; a business cannot be successful without effectively managing this resource. Another important
principle, articulated by Michael Armstrong in his book A Handbook of Human Resource Management, is that
business success "is most likely to be achieved if the personnel policies and procedures of the enterprise are
closely linked with, and make a major contribution to, the achievement of corporate objectives and strategic
plans." A third guiding principle, similar in scope, holds that it is the HR's responsibility to find, secure, guide, and
develop employees whose talents and desires are compatible with the operating needs and future goals of the
company. Other HRM factors that shape corporate culturewhether by encouraging integration and cooperation
across the company, instituting quantitative performance measurements, or taking some other actionare also
commonly cited as key components in business success. HRM, summarized Armstrong, "is a strategic approach to
the acquisition, motivation, development and management of the organization's human resources. It is devoted to
shaping an appropriate corporate culture, and introducing programs which reflect and support the core values of
the enterprise and ensure its success."
POSITION AND STRUCTURE OF HUMAN RESOURCE MANAGEMENT
Human resource department responsibilities can be subdivided into three areas: individual, organizational, and
career. Individual management entails helping employees identify their strengths and weaknesses; correct their
shortcomings; and make their best contribution to the enterprise. These duties are carried out through a variety of
activities such as performance reviews, training, and testing. Organizational development, meanwhile, focuses on
fostering a successful system that maximizes human (and other) resources as part of larger business strategies.
This important duty also includes the creation and maintenance of a change program, which allows the
organization to respond to evolving outside and internal influences. Finally, there is the responsibility of managing

career development. This entails matching individuals with the most suitable jobs and career paths within the
organization.
Human resource management functions are ideally positioned near the theoretic center of the organization, with
access to all areas of the business. Since the HRM department or manager is charged with managing the
productivity and development of workers at all levels, human resource personnel should have access toand the
support ofkey decision makers. In addition, the HRM department should be situated in such a way that it is able
to communicate effectively with all areas of the company.
HRM structures vary widely from business to business, shaped by the type, size, and governing philosophies of the
organization that they serve. But most organizations organize HRM functions around the clusters of people to be
helpedthey conduct recruiting, administrative, and other duties in a central location. Different employee
development groups for each department are necessary to train and develop employees in specialized areas, such
as sales, engineering, marketing, or executive education. In contrast, some HRM departments are completely
independent and are organized purely by function. The same training department, for example, serves all divisions
of the organization.
In recent years, however, observers have cited a decided trend toward fundamental reassessments of human
resources structures and positions. "A cascade of changing business conditions, changing organizational structures,
and changing leadership has been forcing human resource departments to alter their perspectives on their role and
function almost overnight," wrote John Johnston in Business Quarterly. "Previously, companies structured
themselves on a centralized and compartmentalized basishead office, marketing, manufacturing, shipping, etc.
They now seek to decentralize and to integrate their operations, developing cross-functional teams'. Today, senior
management expects HR to move beyond its traditional, compartmentalized 'bunker' approach to a more
integrated, decentralized support function." Given this change in expectations, Johnston noted that "an
increasingly common trend in human resources is to decentralize the HR function and make it accountable to
specific line management. This increases the likelihood that HR is viewed and included as an integral part of the
business process, similar to its marketing, finance, and operations counterparts. However, HR will retain a
centralized functional relationship in areas where specialized expertise is truly required," such as compensation
and recruitment responsibilities.
HUMAN RESOURCE MANAGEMENTKEY RESPONSIBILITIES
Human resource management is concerned with the development of both individuals and the organization in which
they operate. HRM, then, is engaged not only in securing and developing the talents of individual workers, but
also in implementing programs that enhance communication and cooperation between those individual workers in
order to nurture organizational development.
The primary responsibilities associated with human resource management include: job analysis and staffing,
organization and utilization of work force, measurement and appraisal of work force performance, implementation
of reward systems for employees, professional development of workers, and maintenance of work force.

Job analysis consists of determiningoften with the help of other company areasthe nature and responsibilities
of various employment positions. This can encompass determination of the skills and experiences necessary to
adequately perform in a position, identification of job and industry trends, and anticipation of future employment
levels and skill requirements. "Job analysis is the cornerstone of HRM practice because it provides valid
information about jobs that is used to hire and promote people, establish wages, determine training needs, and
make other important HRM decisions," stated Thomas S. Bateman and Carl P. Zeithaml in Management: Function
and Strategy. Staffing, meanwhile, is the actual process of managing the flow of personnel into, within (through
transfers and promotions), and out of an organization. Once the recruiting part of the staffing process has been
completed, selection is accomplished through job postings, interviews, reference checks, testing, and other tools.
Organization, utilization, and maintenance of a company's work force is another key function of HRM. This
involves designing an organizational framework that makes maximum use of an enterprise's human resources and
establishing systems of communication that help the organization operate in a unified manner. Other
responsibilities in this area include safety and health and worker-management relations. Human resource
maintenance activities related to safety and health usually entail compliance with federal laws that protect
employees from hazards in the workplace. These regulations are handed down from several federal agencies,
including the Occupational Safety and Health Administration (OSHA) and the Environmental Protection Agency
(EPA), and various state agencies, which implement laws in the realms of worker's compensation, employee
protection, and other areas. Maintenance tasks related to worker-management relations primarily entail: working
with labor unions; handling grievances related to misconduct, such as theft or sexual harassment; and devising
communication systems to foster cooperation and a shared sense of mission among employees.

Performance appraisal is the practice of assessing employee job performance and providing feedback to those
employees about both positive and negative aspects of their performance. Performance measurements are very
important both for the organization and the individual, for they are the primary data used in determining salary
increases, promotions, and, in the case of workers who perform unsatisfactorily, dismissal.
Reward systems are typically managed by HR areas as well. This aspect of human resource management is very
important, for it is the mechanism by which organizations provide their workers with rewards for past
achievements and incentives for high performance in the future. It is also the mechanism by which organizations
address problems within their work force, through institution of disciplinary measures. Aligning the work force
with company goals, stated Gubman, "requires offering workers an employment relationship that motivates them
to take ownership of the business plan."
Employee development and training is another vital responsibility of HR personnel. HR is responsible for
researching an organization's training needs, and for initiating and evaluating employee development programs
designed to address those needs. These training programs can range from orientation programs, which are
designed to acclimate new hires to the company, to ambitious education programs intended to familiarize workers
with a new software system.

"After getting the right talent into the organization," wrote Gubman, "the second traditional challenge to human
resources is to align the workforce with the businessto constantly build the capacity of the workforce to execute
the business plan." This is done through performance appraisals, training, and other activities. In the realm of
performance appraisal, HRM professionals must devise uniform appraisal standards, develop review techniques,
train managers to administer the appraisals, and then evaluate and follow up on the effectiveness of performance
reviews. They must also tie the appraisal process into compensation and incentive strategies, and work to ensure
that federal regulations are observed.
Responsibilities associated with training and development activities, meanwhile, include the determination,
design, execution, and analysis of educational programs. The HRM professional should be aware of the
fundamentals of learning and motivation, and must carefully design and monitor training and development
programs that benefit the overall organization as well as the individual. The importance of this aspect of a
business's operation can hardly be overstated. As Roberts, Seldon, and Roberts indicated in Human Resources
Management, "the quality of employees and their development through training and education are major factors in
determining long-term profitability of a small business'. Research has shown specific benefits that a small business
receives from training and developing its workers, including: increased productivity; reduced employee turnover;
increased efficiency resulting in financial gains; [and] decreased need for supervision."
Meaningful contributions to business processes are increasingly recognized as within the purview of active human
resource management practices. Of course, human resource managers have always contributed to overall business
processes in certain respectsby disseminating guidelines for and monitoring employee behavior, for instance, or
ensuring that the organization is obeying worker-related regulatory guidelines. Now, increasing numbers of
businesses are incorporating human resource managers into other business processes as well. In the past, human
resource managers were cast in a support role in which their thoughts on cost/benefit justifications and other
operational aspects of the business were rarely solicited. But as Johnston noted, the changing character of business
structures and the marketplace are making it increasingly necessary for business owners and executives to pay
greater attention to the human resource aspects of operation: "Tasks that were once neatly slotted into well-defined
and narrow job descriptions have given way to broad job descriptions or role definitions. In some cases,
completely new work relationships have developed; telecommuting, permanent part-time roles and outsourcing
major non-strategic functions are becoming more frequent." All of these changes, which human resource managers
are heavily involved in, are important factors in shaping business performance.
THE CHANGING FIELD OF HUMAN RESOURCE MANAGEMENT
In recent years, several business trends have had a significant impact on the broad field of HRM. Chief among
them was new technologies. These new technologies, particularly in the areas of electronic communication and
information dissemination and retrieval, have dramatically altered the business landscape. Satellite
communications, computers and networking systems, fax machines, and other devices have all facilitated change
in the ways in which businesses interact with each other and their workers. Telecommuting, for instance, has
become a very popular option for many workers, and HRM professionals have had to develop new guidelines for
this emerging subset of employees.

Changes in organizational structure have also influenced the changing face of human resource management.
Continued erosion in manufacturing industries in the United States and other nations, coupled with the rise in
service industries in those countries, have changed the workplace, as has the decline in union representation in
many industries (these two trends, in fact, are commonly viewed as interrelated). In addition, organizational
philosophies have undergone change. Many companies have scrapped or adjusted their traditional, hierarchical
organizational structures in favor of flatter management structures. HRM experts note that this shift in
responsibility brought with it a need to reassess job descriptions, appraisal systems, and other elements of
personnel management.
A third change factor has been accelerating market globalization. This phenomenon has served to increase
competition for both customers and jobs. The latter development enabled some businesses to demand higher
performances from their employees while holding the line on compensation. Other factors that have changed the
nature of HRM in recent years include new management and operational theories like Total Quality Management
(TQM), rapidly changing demographics, and changes in health insurance and federal and state employment
legislation.
The Role of Human Resource Management in Organizations
It's the people in an organization that carry out many important work activities. Managers and HR professionals
have the important job of organizing people so that they can effectively perform these activities. This requires
viewing people as human assets, not costs to the organization. Looking at people as assets is part of contemporary
human resource management and human capital management.
Role of Human Resource Management
The human resources management team suggests to the management team how to strategically manage people as
business resources. This includes managing recruiting and hiring employees, coordinating employee benefits and
suggesting employee training and development strategies. In this way, HR professionals are consultants, not
workers in an isolated business function; they advise managers on many issues related to employees and how they
help the organization achieve its goals.
Collaboration
At all levels of the organization, managers and HR professionals work together to develop employees' skills. For
example, HR professionals advise managers and supervisors how to assign employees to different roles in the
organization, thereby helping the organization adapt successfully to its environment. In a flexible organization,
employees are shifted around to different business functions based on business priorities and employee
preferences.
Commitment Building

HR professionals also suggest strategies for increasing employee commitment to the organization. This begins
with using the recruiting process or matching employees with the right positions according to their qualifications.
Once hired, employees must be committed to their jobs and feel challenged throughout the year by their manager.
Building Capacity
An HRM team helps a business develop a competitive advantage, which involves building the capacity of the
company so it can offer a unique set of goods or services to its customers. To build the an effective human
resources, private companies compete with each other in a "war for talent." It's not just about hiring talent; this
game is about keeping people and helping them grow and stay committed over the long term.
An organisation cannot build a good team of working professionals without good Human Resources. The key
functions of the Human Resources Management (HRM) team include recruiting people, training them,
performance appraisals, motivating employees as well as workplace communication, workplace safety, and much
more. The beneficial effects of these functions are discussed here:
Recruitment and Training
This is one of the major responsibilities of the human resource team. The HR managers come up with plans and
strategies for hiring the right kind of people. They design the criteria which is best suited for a specific job
description. Their other tasks related to recruitment include formulating the obligations of an employee and the
scope of tasks assigned to him or her. Based on these two factors, the contract of an employee with the company is
prepared. When needed, they also provide training to the employees according to the requirements of the
organisation. Thus, the staff members get the opportunity to sharpen their existing skills or develop specialised
skills which in turn, will help them to take up some new roles.
Performance Appraisals
HRM encourages the people working in an organisation, to work according to their potential and gives them
suggestions that can help them to bring about improvement in it. The team communicates with the staff
individually from time to time and provides all the necessary information regarding their performances and also
defines their respective roles. This is beneficial as it enables them to form an outline of their anticipated goals in
much clearer terms and thereby, helps them execute the goals with best possible efforts. Performance appraisals,
when taken on a regular basis, motivate the employees.
Maintaining Work Atmosphere
This is a vital aspect of HRM because the performance of an individual in an organisation is largely driven by the
work atmosphere or work culture that prevails at the workplace. A good working condition is one of the benefits
that the employees can expect from an efficient human resource team. A safe, clean and healthy environment can
bring out the best in an employee. A friendly atmosphere gives the staff members job satisfaction as well.
Managing Disputes

In an organisation, there are several issues on which disputes may arise between the employees and the employers.
You can say conflicts are almost inevitable. In such a scenario, it is the human resource department which acts as a
consultant and mediator to sort out those issues in an effective manner. They first hear the grievances of the
employees. Then they come up with suitable solutions to sort them out. In other words, they take timely action and
prevent things from going out of hands.
Developing Public Relations
The responsibility of establishing good public relations lies with the HRM to a great extent. They organise
business meetings, seminars and various official gatherings on behalf of the company in order to build up
relationships with other business sectors. Sometimes, the HR department plays an active role in preparing the
business and marketing plans for the organisation too.
Any organisation, without a proper setup for HRM is bound to suffer from serious problems while managing its
regular activities. For this reason, today, companies must put a lot of effort and energy into setting up a strong and
effective HRM.
Corporate Human Resources Management Department (CHRM)
The Human Resources Management Department is committed to ensuring that the Company attracts,
recruits, develops, retains and sustains a high performing, diverse work force by developing and implementing
progressive human resource management policies and strategies.
The department takes leadership in fostering a positive work environment that places high value on
professional and collaborative work relationships while recognizing the importance of individual contributions. It
encourages and maintains open communication channels within the Company as a reliable resource to managers
and employees who have questions or issues relating to workplace policies and procedures.
Staff Planning and Recruitment Division
Ensure a recruitment and selection of a high quality diverse work force for the Company;
attract and develop young talent by means of the Young Professionals Programme;
Forecast staffing requirements; plan for and coordinate all staffing needs, organizational design and structures.
Provide emerging talent with the opportunity to acquire professional and practical experience through the
internship Programme.
Compensation, Benefits and Compliance
Develop, implement and maintain competitive and equitable compensation and benefits policies and programmes
that enable the Company to attract, recruit, motivate and retain highly qualified people;
responsible for job classification and management of merit-based pay system in line with Companys policy of
reinforcing pay for better performance;

lead in identification and recommendation of competitive pay and rewards systems in line with the current trends
in similar organizations.
Staff Development and Training Division
Design and implement staff development and training plans to ensure that Company staff have the necessary
knowledge, skills and competencies and are continuously being developed for performance excellence in their
current and future responsibilities; lead the Companys performance management system and manage the talent
and succession planning for the organization;ensure career development programs that are relevant to the
Companys strategic objectives.
Employee Health and Welfare
Provide innovative and quality health services, comprehensive medical coverage, wellness and social programs;
promote the personal development, physical and mental wellbeing of staff and improving quality of life;
create flexible, conducive and healthy work environment and assist staff to better manage their health and balance
life needs with their professional careers.

Organization Chart

Topic Analysis
Human Resource Training and Development
Training is a systematic process through which an organizations human resource gain knowledge and develop
skills by instruction and practical activities that result in improved corporate performance.
Training, Development, Education
If one wishes to make a distinction between training and development, it would be that training is directed at
helping employees perform better on their current jobs, whereas development represents a future-oriented
investment in employees.
Many discussions of training emphasize a difference between training and education. Training programs are
considered to be designed to limit possible employee responses to those behaviors preferred by an employer.
Education is considered a means by which the range of possible employee responses is increased rather than
reduced. Education represents a broadening of the individual so that he or she may be prepared to assess a variety
of situations and select the most appropriate response. Although many unskilled, semiskilled, and skilled positions
primarily require training, supervisory and management positions require elements of education. Recently there
has been a blurring of the distinction between training and education. Training programs have sought to broaden
and develop the individual through education. For instance, employees in the service industries may be required to
make independent decisions regarding their work and their relationships with clients. Hence, organizations should
consider elements of both education and training when planning their training programs.
The Training Process

Assess Objectives & Training Needs

An organization must first assess its objectives: what business are we in? What product or service do we wish to
provide to customers? At what level of quality do we wish to provide this product or service? Once an organization
has answered these and similar questions, an assessment of human resource requirements should be undertaken.
Can our human resource provide the skills, knowledge, abilities, and other personal attributes that are necessary?
To the extent that they may lack these attributes, training may be required. The assessment of training needs is
perhaps the most important step in the process. Use a restaurant as an example, table 3-3 shows skills, knowledge,
and attitudes need to be used in planning menus for special occasions.
Select Trainees and Training Goals
After needs have been assessed, trainees must be selected and training goals established. Trainees should be
selected with care, ensuring that they and the organization will benefit from their inclusion in the training program.
The training goals should ensure that the assessed needs will be served.
Select Training methods and Trainers

Once training goals have been established, it is necessary to determine how to conduct the training. This includes
the selection of training techniques and trainers for the program. Additionally, employees ability should be
considered when designing the training program.
Great care must be exercised in choosing effective instructors or trainers. Personal characteristics (such as the
ability to speak well, to write convincingly, to organize the work of others, to be inventive, and to inspire others to
greater achievements) are important factors in the selection f trainers. HR specialists or hired outside consultants
who report to the HR manager or other top managers are also used to perform a needs analysis and to conduct the
training. Although much formal training is performed by professional trainers, often operating supervisors may be
the best trainers technically, especially if the training manager helps them prepare the material. Using operating
managers as trainers overcomes the frequent criticism that training is OK in the classroom, but it wont work on
the shop floor or back on the job.
After that the program is run. That includes selection of content and methods to be used and the actual training
method. In many situations a combination of instructional methods are used.
*

On-the-job training Probably the most widely used method of training is on the job training. It is

estimated that more than 60% of training occurs on the job. The employees are placed in the real work situation
and shown the job and the tricks of the trade by an experienced employee or the supervisor. One approach to
systematic on the job training is the job instruction training (JIT) system developed during World War . In this
system the trainers first train the supervisors, who in turn train the employees.
*

Case method One widespread technique is the case method, which uses a written description of a real

decision-making situation in the organization or a situation that occurred in another organization. Managers are
asked to study the case to identify the problems, analyze the problems for their significance, propose solutions,
choose the best solution, and implement it. More learning takes place if there is interaction between the managers
and the instructor.
*

Role-playing Role playing is a cross between the case method and an attitude development program.

Each person is assigned a role in a situation (such as a case) and asked to play the role and to react to other
players role playing. The success of this method depends on the ability of the players to play the assigned roles
believably. If done well, role playing can help a manager become more aware of and more sensitive to the feelings
of others. Although role playing is a cross between the two, comparison of the general forms of role playing and
the case method suggests a few differences between them.
*

In-Basket Technique Another method used to develop managerial decision-making abilities is the in-

basket technique. The participant is given materials (typically memos or descriptions of things to do) that include
typical items from a specific managers mails, and a telephone list. Important and pressing matters, such as
complaints by customers and a demand for a report from a supervisor, are mixed in with routine business matters,
such as a request to speak at a dinner or a decision on the date of the company picnic four weeks hence. The
trainee is analyzed and critique on the number of decisions made on the time allotted, the quality of the decisions,

and the priorities chosen for making them. In order to generate interest, the in-basket materials must be realistic,
job-related, and not impossible to make decision on.
*

Management Games management games describe the operating characteristics of a company, industry,

or enterprise. These descriptions take the form of equations that are manipulated after decisions have been made.
Management games emphasize development of problem solving skills. There are so many kinds of management
games, such as computerized management game procedure, Looking Glass, Simmons Simulator, Financial
Services Industry.
*

Behavior Modeling A development approach for improving interpersonal skills is behavior modeling,

which is also called interaction management or imitating models. The key to behavior modeling is learning
through observation or imagination. Thus modeling is a vicarious process that emphasizes observation. There
are 4 steps in the process: 1. Modeling of effective behavior often by use of films. 2. Role playing. 3. Social
reinforcement trainees and trainers praise effective role playing. 4. Transfer of training to the job.
*

Outdoor Oriented Programs Cases, games, modeling, and role playing, are still popular, but an

increasingly popular form of development is outdoor or real-life, action-oriented programs. Leadership, teamwork,
and risk-taking are top-priority items in the outdoor oriented programs.
Evaluation
At the same time, the means to evaluate the program must be established. The means selected for evaluation must
be sensitive to the type of training conducted, the training techniques used, the training program goals and the
initial training needs.
Cost-benefit analysis generally is more feasible for training and development than for many other HRM functions.
Cost are relatively easy to compute: they equal direct costs of training (trainer, materials, and lost productivity, if
training is some on company time) plus indirect costs (a fair share of the administrative overhead of the HR
department).
The evaluation should be made by comparing the results (the benefits) with the objectives of the training and
development program that were set in the assessment phase. It is easier to evaluate the results of some programs
(for example, typing) than others. The criteria used to evaluate training depend on the objectives of the program
and who sets the criteria: management, trainers, or the trainees.
Criteria for Evaluation
There are three types of criteria for evaluating training: internal, external, and participants reaction. Internal
criteria are directly associated with the content of the program ---- for example, whether the employee learned the
facts of guidelines covered in the program. External criteria are related mire to the ultimate purpose of the program
---- for example, improving the effectiveness of the employee. Possibly external criteria include job performance
rating, the degree of learning transferred from training and development sessions to on-the-job situations, and

increases in sales volume or decreases in turnover. Participants reaction, or how the subjects feel about the
benefits of a specific training or development experience, is commonly used as an internal criterion.
6.3 Management Development
Organizations and their environments are dynamic and constantly changing. New technologies are developed,
competitors enter and leave markets, inflation increases, and productivity fluctuates. These are the kinds of
changes that managers face. It is an area of study directed toward using behavioral science knowledge to deal with
problems of change.
Management development should be planned, since it requires systematic diagnosis, development of a program,
and the mobilization of resources. It involves either the entire system or an entire unit. It must have topmanagement commitment if it is to be a success.
Figure 6-2 lists a variety of development approaches that are available to managers. There is no one best approach.
The crucial point to consider is what the diagnosis shows.