Rashad Human Resource Management Full 2

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COMPANY PROFILE
Alfa foods ventured into the foods industry sector in 2002 through an entity Aldan kubuz in
kadambuzha. Since then a diversified portfolio of food products been developed and regionally
produced. It is emerging as one of the major food companies in Kerala.The founder Sidhiq
Thayyil and the company is a sole proprietorship. The company mainly is into making of Arabian
food items . The production and packing of companies food products are fully mechanized. The
company ensures the original taste of real Arabian kubuz and other Arab food products.. Alfa food
products are processed under strict hygienic conditions with latest technology maintaining highest
standards. Vision of Alfa foods is “Alfa foods ensure consistent high quality, surpassing the
industry standards in work process and systems that are safe and environment friendly”
(Alfa.com). Their objective is to expand to different places and develop new range of products
categories. They are now handling a different range of products of bread, biscuit, rusk, buns and
ready to eat items. Alfa foods also have 25 distribution agencies for different districts across
Kerala.
HRM
Human Resource Management (HRM) is the policies, practices, and systems that influence
employees’ behavior, attitudes, and performance.(Raymond,2011). Human resource management
(HRM) is concerned with all aspects of how people are employed and managed in organizations.
HRM is the managerial utilization of the efforts, knowledge, capabilities and committed behaviors
which people contribute to an authoritatively coordinated human enterprise as part of an
employment exchange (or more temporary contractual arrangement) to carry out work tasks in a
way which enables the enterprise to continue into the future. (Armstrong, 2014). Human resource
management is the process of acquiring, training, appraising, and compensating employees, and
of attending to their labor relations, health and safety, and fairness concerns (Dessler, 2013).
Human resources are the most important asset of an organization. So the managing of this human
resource also important. In case of HRM, it is supporting the organization for achieving their goals
by developing and applying HR strategies in tune with the organizations strategy. The HR
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MUHAMMED RASHAD. A HUMEN RESOURCE MANAGEMENT 11/O2/2019
department set the work culture of every organization. And the department is responsible for the
best in right places in the organizations. It is really important for achieving business objectives.
They also create a positive relation and environment of mutual trust between management and the
employees.
HARD AND SOFT HR
The hard one emphasizes the quantitative, calculative and business-strategic aspects of managing
human resources in as “rational” a way as for any other economic factor. By contrast, the soft
version traces its roots to the human-relations school; it emphasizes communication, motivation
and leadership. (Armstrong, 2014). In case of a hard HRM, it treats employees as only a resource
of the business like machinery and building. In this type the strong focus is on corporate business
planning. Recruiting and managing the work force is through hiring moving and firing. In a hard
HRM focusing organization, they have a taller structure. Also the employees are given only
minimum wages and the appraisal system is only based on the judgment like good or bad in their
jobs. .The hard HRM will result in staff turnover and absenteeism. In case of soft HRM, the
employees are considered as the main resources and also try to make it as a competitive advantage
of businesses. In this type employees are treated individually and their needs are planed
accordingly. The main focus of soft HRM is on the roles, rewards and motivation etc… of
employees. The soft HRM more suitable for the organizations having democratic leadership style.
The main point of this model is in this employees are treated very nicely and they are always feel
well looked after.. This type organization has strong and regular two way communication.
BEST PRACTISE
This model is based on the assumption that there is a set of best HRM practices that are universal
in the sense that they are best in any situation, and that adopting them will lead to superior
organizational performance. Examples of Best practice methods are employment security,
selective hiring, self-managed teams, high compensation contingent on performance, training to
provide a skilled and motivated workforce, reduction of status differentials sharing information
(amstrong,2014).. Best practices are universal.
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BEST FIT
The best fit model is in line with contingency theory. It emphasizes that HR strategies should be
congruent with the context and circumstances of the organization. ‘Best fit’ can be perceived in
terms of vertical integration or alignment between the organization’s business and HR strategies.
There are three models: life cycle, competitive strategy and strategic configuration. (Armstrong,
2014). In this HRM model it is implementing HRM strategies to integrate with business objectives.
But in this model, the new strategies are implemented according the conditions and nature of the
particular organization. There is no copying what is implemented elsewhere. What is best fit is
adopted. In case of life cycle model, it is concerned with products lifecycle theory. Human
resource management’s effectiveness depends on its fit with the organization’s stage of
development. As the organization grows and develops, human resource management programs,
practices and procedures must change to meet its needs. Mainly there is 4 stages that is start-up,
growth, maturity and decline. So growing from each stage to other complexity increases. So
organizations has to adapt a best fit for each needs in every stages.
In Alfa foods there is no specialized HR manager. The general manager is looking and
coordinating HRM of Alfa foods. In Alfa foods there is total about 200 employees working with
them. This 200 includes manager’s distributors, drivers, UN skilled workers and skilled workers
like accountants and masters and supervisors. 100 workers inside the factory. Most of them are
unskilled workers. The rest are distributers and drivers. The factory works in 4 shift timings. 9am
to 2pm, 2pm to 5pm, 5pm to 9pm and 9pm to 2am. The factory is functioning round the clock.
In case of their HR type they are using the mixed model of hard and soft HR. but mostly it likes to
hard HR. because, most of the workers are unskilled workers. The factory is fully automated. The
migrant workers job is only packing and cleaning. So there is no need of high skill and knowledge.
In this way the company cut costs.
At Alfa foods, there are no avenues for the migrant laborers to communicate their needs and
problems to the higher ups. It is basically hard HR at Alfa foods. And best fit model. The company
only implement only what it considers will reduce costs and improve profits.
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If the company want to grow Alfa foods should appoint a full time HR manager and also take more
employee friendly approach to the work force
WORK FORCE PLANNING
‘Workforce planning is a core process of human resource management that is shaped by the
organizational strategy and ensures the right number of people with the right skills, in the right
place at the right time to deliver short- and long-term organizational objectives (Amstrong,
2014).Workforce (or employment or personnel) planning is the process of deciding what positions
the firm will have to fill, and how to fill them. It embraces all future positions, from maintenance
clerk to CEO. However, most firms call the process of deciding how to fill executive jobs
succession planning (Dessler, 2013). Workforce planning provides a basis for a systematic
approach to assessing the number and type of people needed and, having taken into account
information on the supply of labor and environmental scanning, for the preparation of recruitment,
retention, management succession and talent management plans. Workforce planning is important
because it encourages employers to develop clear and explicit links between their business and HR
plans and to integrate the two more effectively. Understanding how to recruit a more diverse
workforce is important.
An integrated framework which attempts to cover all aspects of workforce planning involves: •
analyzing the external environment and business strategy; • analyzing where we want to be
(forecasting HR requirements); • analyzing where we are we now (defining the current HR
position and projecting this forward); • comparing the two and forming plans to bridge the gap
(Torrington, 2017). First of all we need to analyze the external environment and business strategy,
we need to collect data on social trends; demographics; political legislative and regulatory changes;
industrial and technological changes; and current/new competitors. We need to assess the impact
these will have on our ability to recruit, develop and keep the required employees with appropriate
knowledge, skills, attitudes and behaviors. Planners need to identify the challenges that the
changes pose, and work out how to meet these in order that the organization can achieve its
declared strategies and goals. Next step is forecasting requirements, means, where we want to be.
Managers need to consider with, new tasks? For whom? What competencies needed? (Knowledge,
skills, attitudes, behaviors) Relative importance of team/individual behavior Deleted tasks? How
will managers need to manage?. So by the work force planning we need to get an over view from
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this all. Next step is analyzed the current position and situation of HR, mainly how the organization
is going on now. What is the situations in the organization? This could be understood from the
feedback and inputs from between managers and staff. ..
Turnover figures, absence data, performance data, recruitment and promotion trends and
characteristics of employees may also shed some light on these issues. Data relating to current
formal and informal systems, together with data on the structure of the organization, also need to
be collected, and the effectiveness, efficiency and other implications of these need to be carefully
considered. Most data will be collected from within the organization, but data may also be
collected from significant others, such as customers, who may be part of the environment. Develop
an action plan is the next plan. It is done according with first two process. This step requires working
with different departments and teams to bring your workforce efficiency plan to life. Discuss your
allotted budget with your accounting team or financial analyst. Communicate and market new
positions available to the desired parties. You will need to coordinate with your executive team,
IT staff, and middle management. This is to ensure things keep running smoothly at this point.
Then we need to monitor over implemented plan for understand the strength and weakness of that.
So we can make adjustments to improve the results of our workforce planning project.
JOB ANALYSIS
To achieve high-quality performance, organizations have to understand and match job

requirements and people. This understanding requires job analysis, the process of getting detailed
information about jobs. Analyzing jobs and understanding what is required to carry out a job
provide essential knowledge for staffing, training, performance appraisal, and many other HR
activities (reymond,2011).The procedure for determining the duties and skill requirements of a job
and the kind of person who should be hired for it. (Dessler,2013).Managers use job analysis
information in recruitment and selection, compensation, training, and performance appraisal. Job
analysis is really important when considering any organization. Through this managers or HR
specialist can analyze what type of people to which position they given. The supervisor or human
resources specialist normally collects one or more of the following types of information via the
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job analysis: Work activities-. First, he or she collects information about the jobs actual work
activities, such as cleaning, selling, teaching, or painting. This list may also include how, why, and
when the worker performs each activity. Human behaviors.-Information about human behaviors
the job requires, like sensing, communicating, lifting weights, or walking long distances.
Machines, tools, equipment, and work aids- Information regarding tools used, materials
processed, knowledge dealt with or applied (such as finance or law), and services rendered (such
as counseling or repairing).Performance standards- Information about the jobs performance
standards (in terms of quantity or quality levels for each job duty, for instance).Job context-
Information about such matters as physical working conditions, work schedule, incentives, and,
for instance, the number of people with whom the employee would normally interact. Human
requirements- Information such as knowledge or skills (education, training, work experience) and
required personal attributes (aptitudes, personality, interests).
JOB DISCRIPTION
A list of the tasks, duties, and responsibilities (TDRs) that a particular job entails (reymond,2011).
A list of a jobs duties, responsibilities, reporting relationships, working conditions, and supervisory
responsibilities one product of a job analysis (Dessler,2013).The most important product of job
analysis is the job description. A job description is a written statement of what the worker actually
does, how he or she does it, and what the jobs working conditions are. You use this information to
write a job specification; this lists the knowledge, abilities and skills required to perform the job
satisfactorily. (Dessler,2013). In case of job specification there is no proper or specific slandered
for job description. But however it contains 1. Job identification 2. Job summary 3.
Responsibilities and duties 4. Authority of incumbent 5. Standards of performance 6. Working
conditions. So job description majorly is a write out created according to job analysis. Job seekers
can get the information about job and the organization that’s providing through this specification.
It act as a notice board between them.
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JOB SPECIFICATION
A list of the knowledge, skills, abilities, and other characteristics (KSAOs) that an individual must
have to perform a particular job (Raymond,2011)The job specification takes the job description
and answers the question, What human traits and experience are required to do this job effectively?
It shows what kind of person to recruit and for what qualities you should test that person. It may
be a section of the job description, or a separate document (Dessler, 2013). In writing job
specifications, it’s important to distinguish between specifications for trained versus untrained
personnel. For trained employees, the process is relatively straight forward, because you’re looking
primarily for traits like experience. For untrained personnel, it’s necessary to identify traits that
might predict success on the job. Most job specifications come from the educated guesses of people
like supervisors, and are based mostly on judgment. Some employers use statistical analyses to
identify predictors or human traits that are related to success on the job.
In case of Alfa foods, the managing director is the final say. And just below the MD is the general
manager. General Manager handles HR of Alfa foods. There is no special HR manager as such.
Below these two posts, there are different managers for different departments. The main functional
departments present in Alfa foods is finance, production, sales, marketing and quality. There is
also 7 product divisions present.. All product divisions have different masters to supervise and for
making of the recipe. These masters are skilled and experienced in their products and recipe. Each
master has an assistant also. Each master handles around 15 to 20 employees under him. They are
unskilled workers. Other skilled workers in this organization are two accountants.
There are turnovers especially in the case of the north Indian laborers. The outstation laborers are
basically migratory type and they don’t stay longer. To tackle this work force planning is needed.
It has to start with job analysis first. Then creation of job specification and job description also
needed. But as far as Alfa food is concerned majority of their workers are unskilled. They don’t
need any qualifications or experience. Because their works are only packing and cleaning. So job
description and job analysis not needed for this category. But for their account, manager, master
and other skilled sections needs correct job specification and job analysis is needed. In case of
accountants, they are considering a degree or master degree in accounts. In case of masters they
look for experienced hands with work experience in the Gulf countries. It’s because the factory is
fully automated. . So it is mandatory that the masters know how the machines work. As most of
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the machines are similar to the one used in the Middle East, the gulf experience is been looked for
these posts.
RECRUITMENT AND SELECTION
Recruitment is the process of finding and engaging the people the organization needs. Selection is
that part of the recruitment process concerned with deciding which applicants or candidates should
be appointed to jobs (Armstrong,(2014). The stages of recruitment and selection are:1 Defining
requirements. 2 Attracting candidates. 3 Sifting applications.4 Interviewing. 5 Testing.6 Assessing
candidates. 7 Obtaining references.8 Checking applications. 9 Offering employment.10 following
up.
RECRUITMENT
The role of human resource recruitment is to build a supply of potential new hires that the
organization can draw on if the need arises. In human resource management, recruiting consists
of any practice or activity carried on by the organization with the primary purpose of identifying
and attracting potential employees (Raymond,2011).
DIFINING REQUIREMENTS
The first step in recruitment is we need to define which the requirements the organization wants
are. Requirements are expressed as ad hoc demands for people because of the creation of new
posts, expansion into new activities or areas, or the need for a replacement. These short-term
demands may put HR under pressure to deliver candidates quickly. The requirements are set out
in the form of role profile and person specification. Role profiles define the overall purpose of the
role. For recruiting purposes, the profile is extended to include information on terms and conditions
(pay, benefits and hours of work); special requirements such as mobility, travelling or unsocial
hours; and learning, development and career opportunities. It is provided in the basis of person
specification. A person specification, also known as a recruitment or job specification, defines the
knowledge, skills and abilities (KSAs) required to carry out the role, the types of behavior expected
from role holders (behavioral competencies) and the education, qualifications, training and
experience needed to acquire the necessary KSAs
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ATRACTING THE CANDIDATES.
First step is to analyze recruitment strength and weakness. The analysis should cover such matters
as the national or local reputation of the organization, pay, employee benefits and working
conditions, the intrinsic interest of the job, security of employment, opportunities for education
and training, career prospects, and the location of the office or plant. Candidates are, in a sense,
selling themselves, but they are also buying what the organization has to offer. If, in the latter
sense, the labor market is a buyer’s market, then the company selling itself to candidates must
study their wants and needs in relation to what it can provide. Next step is to analyze the
requirement to establish what sort of person is needed. First it is necessary to establish what jobs
have to be filled and by when. This information can be analyzed to determine the required
education, qualifications and experience. The next step is to consider where suitable candidates
are likely to come from: within the organization, from other organizations or from education
establishments, and the parts of the country where they can be found. The third step in this process
is identification of potential sources of candidates. It can be done from within the organization or
externally. First consideration is given to internal recruitment and sources.
INTERNAL RECRUITMENT
There are two types of recruitments available. First one is recruiting from inside the organization
and next one is recruitment conducted by externally with different tools and programs. Many
organizations prefer to invite applications from internal candidates before they look to external
labor markets for new staff. There are a lot of advantages and dis advantages for this internal
recruitment. When we considering the advantages of internal recruitment, it is much less expensive
with no need for job advertisements or recruitment agencies. Instead a message can simply be
placed in a company newsletter or posted on its intranet or staff notice boards. Further cost savings
and efficiency gains can be made because internal recruits are typically able to take up new posts
much more quickly than people being brought in. Even if they have to work some notice in their
current positions, they are often able to take on some of their new responsibilities or undergo
relevant training at the same time. The other advantage stems from the fact that internal candidates,
as a rule, are more knowledgeable than new starters coming in from other organizations about what
exactly the job involves. They are also more familiar with the organization’s culture, rules and
geography, and so take less time to settle into their new jobs and to begin working at full capacity.
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Giving preference to internal recruits, particularly for promotions, has the great advantage of
providing existing employees with an incentive to work hard, demonstrate their commitment and
stay with the organization when they might otherwise consider looking for alternative
employment. The practice sends a strong signal from management that existing employees are
valued and that attractive career development opportunities are available to them. Failing to recruit
internally may thus serve to put off good candidates with potential from applying for the more
junior positions in an organization. There are several dis advantage’s also for this type of
recruitment. Employees who apply for jobs and don’t get them may become discontented; telling
them why you rejected them and what remedial actions they might take is crucial. And too often
internal recruiting is a waste of time. Many employers require managers to post job openings and
interview all inside candidates. Yet the manager often knows whom he or she wants to hire.
Requiring him or her to interview a stream of unsuspecting inside candidates can be a waste of
time for everyone. Inbreeding is another potential drawback. When all managers come up through
the ranks, they may have a tendency to maintain the status quo, when a new direction is required.
If these approaches do not work, the sources of candidates are online recruiting, social media,
advertising, recruitment agencies, job centers, consultants, recruitment process outsourcing
providers and direct approaches to educational establishments.
own corporate website, recruitment agencies, employee referral scheme, professional

networking, e.g. LinkedIn, commercial job boards, local newspaper advertisements, specialist
journals, Job Centre Plus, search consultants, links with educational establishments, national
newspaper advertisements, social networking sites
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Source Description Advantages Disadvantages
Online Company websites, job Generally, can reach a wider Generally, may produce too
recruitment boards, social media. range of possible applicants, and many irrelevant or poor
it is quicker and cheaper than applications and it is still
traditional methods of not the first choice of many
advertising. More details of jobs job seekers.
and firms can be supplied on the Websites are expensive
site and CVs can be matched and and still need other media
applications can be submitted to drive traffic to the site.
electronically. Job boards are bad for
Websites can use an ‘passive seekers’.
organization’s brand to attract Social media – employer/
candidates. recruiter has to manage
Job boards are keyword own profile.
searchable. Job details can be
changed and CVs managed
electronically.
Social media are good for reach
– LinkedIn currently has 100
million members worldwide.
Advertising Display or classified Attract ‘passing trade’ – people Soon become irrelevant.
advertisements in who are not actively looking
national or local for a job.
newspapers or
journals.
Recruitment Mainly recruit office Convenient, save time and Can produce unsuitable
agencies and sales staff who are trouble, draw on an established candidates. Pool may be
registered with them. pool of candidates. limited.
Jobcentres Mainly for manual No cost; usually plenty of choice. Limited to relatively routine
workers and clerical jobs.
and sales staff.
Recruitment Advertise, interview Provide expertise and reduce Can be expensive.
consultants and produce a shortlist. workload.
Executive Conduct searches for Can find top-level people who Expensive, limited to top
search senior executives. might not otherwise be jobs.
consultants interested.
Educational Universities, colleges Major source of future talent. Recruitment campaigns can
establishments and schools. be costly.
Recruitment Deliver complete Save time, bring outside Feeling that provider is too
process recruiting process. expertise to bear on recruitment remote to deal with the real
outsourcing problems and free up HR for issues and that there is a
more value-adding activities. danger of losing control.
SELECTION
Selection is the process of choosing which applicant should be appointed to a vacancy. The costs
of poor selection choices can be high and include poor performance, additional training,
demotivation of others, high levels of absence and so on. Sophisticated selection processes thus
form part of a strategic bundle of HR practices which contribute to improved organizational
performance (Torrington, 2017). Through personnel selection, organizations make decisions
about who will or will not be allowed to join the organization. Selection begins with the candidates
identified through recruitment and attempts to reduce their number to the individuals best qualified
to perform the available jobs. At the end of the process, the selected individuals are placed in jobs
with the organization. (Raymond, 2011).
INTERVIEWS
An interview is more than a discussion. An interview is a procedure designed to
Obtain information from a person through oral responses to oral inquiries. Employers use several
interviews at work, such as performance appraisal interviews and exit interviews. A selection
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interview is a selection procedure designed to predict future job performance based on applicant’s
oral responses to oral inquiries (Dessler, 2013).The interview is the most familiar method of
selection. The aim is to elicit information about candidates that will enable a prediction to be made
about how well they will do the job and thus lead to a selection decision. (Armstrong, 2014).
Advantages of interview:-Provide opportunities for interviewers to ask probing questions about

the candidate’s experience and to explore the extent to which the candidate’s competencies match
those the organization in more detail, providing some indication of the terms of the psychological
contract. Provide opportunities for candidates to ask questions about the job and to clarify issues
concerning training, career prospects, the organization and terms and conditions of employment.
Enable a face-to-face encounter to take place so that the interviewer can make an assessment of
how the candidate would fit into the organization and what he or she would be like to work with.
Give the candidate the same opportunity to assess the organization, the interviewer and the job.
Dis advantages of interview:-Can lack validity as a means of making sound predictions of
performance, and lack reliability in the sense of measuring the same things for different candidates.
Rely on the skill of the interviewer – many people are poor at interviewing, although most think
that they are good at it. Can lead to biased and subjective judgments by interviewers. These
disadvantages are most common when unstructured interviews are used, but they can be alleviated:
first, by using a structured approach as described below; second, by training interviewers. The use
of other opinions can also help to reduce bias, especially if the same structured approach is adopted
by all the interviewers. Finally, selection tests, especially those measuring intelligence or general
ability, can provide valuable information that supplements the interview. (Armstrong,2014)The
interviews are differentiated in the case of how it is conducted. Mainly there is two samples
structured and unstructured. But we can see more differentiation.
Nondirective interview:-A selection interview in which the interviewer has great discretion in
choosing questions to ask each candidate, in a nondirective interview, the interviewer has great
discretion in choosing questions. The candidate’s reply to one question may suggest other
questions to ask. Nondirective interviews typically include open-ended questions about the
candidate’s strengths, weaknesses, career goals, and work experience. Because these interviews
give the interviewer wide latitude, their reliability is not great, and some interviewers ask questions
that are not valid or even legal. Structured interview:- A selection interview that consists of a
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predetermined set of questions for the interviewer to ask. A structured interview establishes a set
of questions for the interviewer to ask. Ideally, the questions are related to job requirements and
cover relevant knowledge, skills, and experiences. The interviewer is supposed to avoid asking
questions that are not on the list. Although interviewers may object to being restricted, the results
may be more valid and reliable than with a nondirective interview..(Raymond,2011).
TESTING
The use of tests in selection is surrounded by strong feelings for and against. Those in favor of
testing in general point to the unreliability of the interview as a predictor of performance and the
greater potential accuracy and objectivity of test data. Tests can be seen as giving credibility to
selection decisions. Those against them either dislike the objectivity that testing implies or have
difficulty in incorporating test evidence into the rest of the evidence that is collected. Questions
have been raised as to the relevance of the tests to the job applied for and the possibility of unfair
discrimination and bias. Also, some candidates feel that they can improve their prospects by a
good interview performance and that the degree to which they are in control of their own destiny
is being reduced by a dispassionate routine (Torrington, 2017).
Types of test:-Aptitude tests, General intelligence tests, Special aptitude tests, Attainment tests,
Personality tests. Validity: Tests are chosen on the basis that test scores relate to, or correlate with,
subsequent job performance, so that a high test score would predict high job performance and a
low test score would predict low job performance. The use of tests may vary by type of role.
Lockyer and Scholarios (2004), for example, suggest that ability tests and work sample tests have
high predictive validity for manual workers. Reliability: The reliability of a test is the degree to
which the test measures consistently whatever it measures. If a test is highly reliable, then it is
possible to put greater weight on the scores that individuals receive on the test. However, a highly
reliable test is of no value in the employment situation unless it also has high validity
OFFERING EMPLOYMENT
The final stage in the selection procedure is to confirm the offer of employment after satisfactory
references have been obtained, and the applicant has passed the medical examination required for
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pension and life assurance purposes or because a certain standard of physical fitness is required
for the work. The contract of employment should also be prepared at this stage
FOLLOWING UP
It is essential to follow up newly engaged employees to ensure that they have settled in and to
check on how well they are doing. If there are any problems it is much better to identify them at
an early stage rather than allowing them to fester. Following up is also important as a means of
checking on the selection procedure. If by any chance a mistake has been made, it is useful to find
out how it happened so that the procedure can be improved. Misfits can be attributed to a number
of causes; for example: inadequate person specification, poor sourcing of candidates, weak
advertising, poor interviewing techniques, inappropriate or invalidated tests, or prejudice on the
part of the selector
INDUCTION
Induction is the process of receiving and welcoming employees when they first join a company
and giving them the basic information they need to settle down quickly and happily and start work
(Armstrong, 2014). The induction process has lot of aims and purposes. The main aims to conduct
an induction program is:-smooth the preliminary stages when everything is likely to be strange
and unfamiliar to the starter, establish quickly a favorable attitude to the organization in the mind
of new employees so that they are more likely to stay, obtain effective output from the new
employee in the shortest possible time, Reduce the likelihood of the employee leaving quickly,
The first step in induction program is giving information about organization and introduce him to
the organization so the first step is introduction to the organization. Introduction to the
organization:-New starters will be concerned about who they are going to work for (their
immediate manager or team leader), who they are going to work with, what work they are going
to do on their first day and the geographical layout of their place of work (location of entrances,
exits, lavatories, restrooms and the canteen. Induction to the work place:- The team leader should
introduce new starters to their fellow team members. It is best to get one member of the team to
act as a guide or ‘starter’s friend’. There is much to be said for these initial guides being people
who have not been long with the organization. As relative newcomers they are likely to remember
all the small points that were a source of worry to them when they started work, and so help new
employees to settle in quickly. On-the-job induction training: - Most new starters other than
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those on formal training schemes will learn on-the-job, although this may be supplemented with
special off-the-job courses to develop particular skills or knowledge. But on-the-job training can
be haphazard, inefficient and wasteful. A planned, systematic approach is desirable. This can
incorporate an assessment of what the new starter needs to learn, the use of designated and trained
colleagues to act as guides and mentors, and coaching by team leaders or specially appointed and
trained departmental trainers. These on-the-job arrangements can be supplemented by self-
managed learning arrangements, offering access to flexible learning packages or providing advice
on learning opportunities.
In case of Alfa foods there is recruitment, selection and induction. .As.

majority of the workers are unskilled workers working for a small salary, the company don’t do
big recruiting. The migrant workers are coming and job seeking in company through phone call
enquiries and directly walking in. The company doesn’t have any fixed benchmark in selecting
these unskilled workers. They only look for their bio data.. Another way is through references.
MD may refer some ones to the jobs. Then masters and general manager interview them and take
the decision. Internal recruitment also happening there. The present production manager was
promoted through internal recruitment. This acted as a motivation for workers. And it’s an
opportunity to employees for their development. They are also giving the opportunity masters to
go to their new factory openings in Bangalore. Employees mainly masters for their new project
was hired from here. In case of selecting, there are specifications for masters and managers.
Masters should have at least 1 year experience from this type of food industry. They are given real
time testing their task in the test process is to make their recipe in given time. If it goes well they
are selected. Personal Interviews are also conducted. In case of other jobs like accountants and
managers, they need specified qualification for selecting. They are interviewed by MD and General
Manager face to face. If they perform well in interview, they are selected. There is a 1 month
probation period for this Jobs. This is the hiring and recruiting selection process happening in
Alfa foods.
As far as Alfa food is concerned, they need to have a systematic recruitment plan for their future.
They don’t give any advertisement or other methods to attract talent. Workers are coming in by
walking in. The employee turnover is very high. Maximum time an unskilled worker spending
15
there is 1 year. Then they go to another companies. It’s because of the non-scientific method on
their recruiting, selection and hiring processes, this is happening. If they develop good recruitment
and selection plan they can overcome this problem. A job analysis need to be done, with a job
description and specification,. If this is done they then they can advertise for candidates through
different methods. It will give them an opportunity for getting high number of applicants and the
company can select the best among them. They can test it through different methods of interviews.
They can be motivated and make them engaged. This will reduce the high number of turn among
another glaring problem is Alfa foods only give the career development opportunity only to their
skilled workers especially masters. They should provide development chance to their unskilled
workers also. It will make them motivated and it will increase their employee engagement and
efficiency. This will automatically lead to the production efficiency of the company. To achieve
the objectives that is to expand the production efficiency is a must.. The company should also
implement a comprehensive scientific recruiting and selection policies which surely will reduce
turn over and also help to reduce costs.
Conclusion
Alfa foods should build on its strength and minimize its weaknesses. At Alfa foods, the
work force is actually a very vibrant asset. Once the company is able to channelize this vibrancy,
it will be easy to achieve the strategic objectives. The workforce strength of 200 is a great strength.
The network of distributors who drives the sales is a great positive aspect of Alfa foods. The share
option given to the distributors does create a feeling of ownership among the distributors. The
major drawback the company is the lack of focus on the Human resources management front. The
conduct of the company in this aspect needs great deal of improvement. Their organizational
attitude and works need to be more professional. This becoming more important as far as their
objective is concerned. Because, a development focused organization must be updated and
professionalized. If not there is every chance that it becomes a barrier to future growth. A
systematic workforce planning, recruitment, planning and selection is the need of the day. This
will surely increase the productivity eﬃciency of the company as well reduce the employee turn
over to a considerable extend.
16
Lo2
TRAINING
Training consists of an organization’s planned efforts to help employees acquire job-related

knowledge, skills, abilities, and behaviors, with the goal of applying these on the job.(Raymond,
2011). . Training means giving new or current employees the skills that they need to perform their
jobs. This might mean showing new Web designers the intricacies of your site, new salespeople
how to sell your firms product, or new supervisors how to complete the firms weekly payroll. It
might involve simply having the current jobholder explain the job to the new hire, or a multi-week
training process including classroom or Internet classes. (Dessler, 2013). The nature of the modern
business environment makes training more important today than it ever has been. Rapid change,
especially in the area of technology, requires that employees continually learn new skills. An
effective training program actually teaches what it is designed to teach, and it teaches skills and
behaviors that will help the organization achieve its goals. To achieve those goals, HR
professionals approach training through instructional design a process of systematically
developing training to meet specified need 1 assess needs for training, 2 ensure readiness for
training, 3 planning training program (objective, trainers, methods), 4 implementing training
program, 5 evaluate result of training.Methods of training:wide variety of methods is available
for conducting training. Instructor-led classrooms, online self-study, virtual classrooms, and other
methods, including workbooks and videos. These other methods are being phased out at most
companies as more and more training moves to Internet applications. As a result, today most
training programs are taking place in a virtual or face-to-face classroom or using a combination of
instructor-led and technology-based methods.
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On the job training: -On-the-job training (OJT) refers to training methods in which a person
with job experience and skill guides trainees in practicing job skills at the workplace. This type of
training takes various forms, including apprenticeships and internships. An apprenticeship is a
work-study training method that teaches job skills through a combination of structured on-the-job
training and classroom training. An internship is on-the-job learning sponsored by an educational
institution as a component of an academic program. The sponsoring school works with local
employers to place students in positions where they can gain experience related to their area of
study.Simulations:- A simulation is a training method that represents a real-life situation, with
trainees making decisions resulting in outcomes that mirror what would happen on the job.
Simulations enable trainees to see the impact of their decisions in an artificial, risk-free
environment. They are used for teaching production and process skills as well as management and
interpersonal skills. Business Games and Case Studies:-Training programs use business games
and case studies to develop employees’ management skills. A case study is a detailed description
of a situation that trainees study and discuss. Cases are designed to develop higher-order thinking
skills, such as the ability to analyze and evaluate information. They also can be a safe way to
encourage trainees to take appropriate risks, by giving them practice in weighing and acting on
uncertain outcomes. Behavior Modeling:- Research suggests that one of the most effective ways
to teach interpersonal skills is through behavior modeling. 28 This involves training sessions in
which participants observe other people demonstrating the desired behavior, then have
opportunities to practice the behavior themselves. Experiential Programs:- To develop teamwork
and leadership skills, some organizations enroll their employees in a form of training called
experiential programs. In experiential programs, participants learn concepts and then apply them
by simulating the behaviors involved and analyzing the activity, connecting it with real-life
situations. Team Training:- A possible alternative to experiential programs is team training,
which coordinates the performance of individuals who work together to achieve a common goal.
An organization may benefit from providing such training to groups when group members must
share information and group performance depends on the performance of the individual group
members.
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\Evaluation Methods
Evaluation of training should look for transfer of training, or on-the-job use of knowledge, skills,
and behaviors learned in training. Transfer of training requires that employees actually learn the
content of the training program and that the necessary conditions are in place for employees to
apply what they learned. Thus, the assessment can look at whether employees have an opportunity
to perform the skills related to the training. The organization can measure this by asking employees
three questions about specific training-related tasks: 1. Do you perform the task? 2. How many
times do you perform the task? 3. To what extent do you perform difficult and challenging learned
tasks?.. Next step is to apply the evaluation, Applying the Evaluation:- The purpose of evaluating
training is to help with future decisions about the organization’s training programs. Using the
evaluation, the organization may identify a need to modify the training and gain information about
the kinds of changes needed. The organization may decide to expand on successful areas of training
and cut back on training that has not delivered significantly.
Development
The growth or realization of a person’s ability and potential through the provision of learning and
educational experiences. Now days most of the organizations consider development of their
employees in big way. Because this development of the employees do good to the organizations
also. So the efforts are trying to develop their employee’s different ways. They are making a good
environment for their developments.
Difference between training and development
Training and development creating a lot of benefits to organization and employees. It

directly improve the efficiency and productivity of employees. Well trained employees given both
quantity and quality performance. So organization getting less wastage of time. Money and
resources. So that the productivity of the organization increases.
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Meaning Training is the process in which Development is an
employees get an opportunity to educational process
develop skill, competency, and which is concerned with
knowledge as per the job requirements. the overall growth of the
employees
Term Short term Long term
Focus on Present Future
Orientation Job oriented Career oriented
Motivation Trainer Self
Objective To improve the work performance of To prepare employees
the employees for future challenges
Number of individuals Many Only one
Alfa foods are giving training to their workers. Mainly for their unskilled workers who is working
inside the factory. Alfa foods give them a 1 weak on the job training. This is quite enough as the
learning part is only to get used to the machines.. In case of an organization most of the errors and
accidents occurs because of lack of knowledge and skills. Training and development leads to
reduction of errors and accidents. The more trained employee is less chance to make errors. An
Alfa food is giving more concentration in reducing mistakes. Because their processing are all inter
connected. If a slow down or mistakes in packing may cause the entire process to a halt another
benefit of training is talent pool. Creating a pool of cross trained employees helps to bridge gaps
when someone unexpectedly leaves the company or if one of them promotional to another area or
factory. In case of Alfa foods, sometimes the general manager doing the accountant job when the
accountant is on leave. Also some of their unskilled employees also take up the job of their masters
due to their absence. Their current production manager was one of the lower rang employees. Due
to continued learning and development he got well trained in the entire process of production and
now he handling the production manager’s job. Training and development makes the employees
feel more satisfied with their job. So job satisfaction is the result of training. Good training also
can create reduction of turnover and absenteeism. Training sets a confidence in employee’s minds.
So they feel more secure in their workplace. In case of Alfa foods they are giving 1 month
probation period for their skilled workers like accountants managers etc. some are given training
after this probation period and absorbed. . So training can address employee drawbacks.
Systematic training from trained trainers reduce the training period. In case of Alfa foods the
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training is given by the masters of each department. So the trainings are very effective. So learning
time is a reduced to a great deal. Training also creates the team spirit in employees. The masters
in Alfa foods could connect with the new employees and build a team in this training period. Good
training creates optimum resource utilization.
In case of Alfa foods their objective is to become more profit full and expand. They can create
optimum resource utilization through good training. It will bring in great effectiveness in Alfa
foods. In case of Alfa foods, there is no systematic training happening. They don’t getting any
additional or regular training. One of the reason is there is no up gradation or technological
improvement happening. There is no development requirements for the unskilled workers. Only
managers or masters are considered for promotion or transfer to new places. We can see there is
no permanency of unskilled workers in work tenure. They stay only for one year. If Alfa foods
can provide adequate training to unskilled workers there is a good chance that the employee
turnover which happens in very is reduced and lot of time and money could be saved in recruiting
and training new employees.
One of the benefits of systematic well training and development program is to uncover employee
potential. It is means most of the organizations overlook their employee’s hidden talents also.
Training and development program gives a catalytic platform for employees to share their ideas
with management.
In case of Alfa foods, their unskilled workers are from a very different region. So their ideas, food
culture and recipes also be taken into account and the company could actually incorporate it into
their product range. In case of Alfa foods, their unskilled workers are from a very different region.
So their idea and food cultures and mixtures can also be taken into account and the company could
actually incorporate it into their product range. It will also help the company to integrate to their
Business strategy of introducing diverse food products.
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RIWARD
Reward management is concerned with the strategies, policies and practices required to ensure
that the value of people and the contribution they make to achieving organizational, departmental
and team goals is recognized and rewarded. It is about the design, implementation and maintenance
of reward systems that aim to satisfy the needs of both the organization and its stakeholders and to
operate fairly, equitably and consistently. Reward management deals with non-financial rewards
such as recognition, learning and development opportunities and increased job responsibility, as
well as financial rewards. (Armstrong,2014). Reward strategy defines what an organization wants
to do about reward in the next few years and how it intends to do it. It may be a broad-brush affair,
simply indicating the general direction in which it is thought reward management should go.
Strategic reward leads to the design of a reward system. Its major components are financial and
non-financial rewards, which are combined to form a total reward system. Financial rewards
consist of job-based pay, which provides pay related to the value of the job, and person-based pay,
which provides rewards that recognize the individual’s contribution. They also include employee
benefits and pensions and financial recognition schemes. The management of job and person-based
pay involves: ● Pay determination – making decisions on the value of jobs by means of market
pricing and job evaluation. ● Base pay management – developing and operating pay structures that
group jobs into grades, bands or levels in accordance with internal and external relativities and
usually provide for pay progression. ● Contingent pay – planning and managing schemes that
provide for pay progression related to performance, contribution, competence, skill or length of
service. Non-financial rewards focus on the needs people have to varying degrees for recognition,
achievement, personal growth and acceptable working conditions. They include the non-financial
recognition of achievements, the design of fulfilling jobs, giving people the scope to develop their
skills and careers and offering a work environment that provides a high quality of working life and
an appropriate relationship between work and private life (work–life balance). Non-financial
rewards can be extrinsic, such as praise or recognition, or intrinsic, associated with job challenge
and interest and feelings that the work is worthwhile. The concept of total rewards describes an
approach to reward management that emphasizes the need to consider all aspects of the work
22
experience of value to employees, not just a few such as pay and employee benefits. It aims to
blend the financial and non-financial elements of reward into a cohesive whole.
Model of total rewards: Towers Perrin
As a rule managing the tangible components (i.e. the financial ones) is relatively unproblematic
provided basic principles are adhered to and the correct technical decisions are made. While they
enable organizations to secure a degree of competitive advantage in their labor markets, these
tangible parts of a total reward package are readily imitated by competitors. It is much harder, in
practice, to replicate intangible rewards. Over the longer term it is thus in the interests of
organizations to improve the perceived value of the intangible elements, but that is a great deal
harder both to achieve and to evaluate. Moreover, several important intangible rewards are
‘intrinsically’ rather than ‘extrinsically’ motivating, and by definition cannot be directly
provided by managers. These are terms used by psychologists to distinguish between sources of
positive motivation which are external to individuals and given to them by their employer, such as
money or praise and those which are internally generated. An example of intrinsic motivation is
someone putting a great deal of effort into a project at work simply because they find it interesting
or enjoyable. The result may be very considerable satisfaction on the part of the employee
concerned, but this has not resulted directly from any management action. All managers can do is
try to create and sustain a culture in which individual employees can achieve intrinsic motivation
and hence experience work which is rewarding. In designing an effective financial incentive plan,
it’s important to understand the relationship between money and motivation. Abraham Maslow
said that people have a hierarchy of five types of needs and that people are first motivated to satisfy
each lower order need. He said that people have a hierarchy of five types of needs: physiological
(food, water, warmth), security (a secure income, knowing one has a job), social (friendships and
23
camaraderie), self-esteem (respect), and self-actualization (becoming the person you believe you
can become). According to Maslow s prepotency process principle, people are motivated first to
satisfy each lower-order need and then, in sequence, each of the higher-level needs. Frederick
Hertzberg said the best way to motivate someone is to organize the job so that it provides the
feedback and challenge that helps satisfy the person’s higher-level needs. Edward Deci found that
extrinsic rewards may actually detract from a person’s intrinsic motivation. Victor Vrooms
expectancy motivation theory says a person’s motivation depends on expectancy, instrumentality,
and valence. Psychologist B.F.Skinner s behavior modification based approach means changing
behavior through rewards or punishments that are contingent on performance. To cope with
dynamic nature of business, technological changes and competition in the market place, job design
has been indispensable in any organization, two major reasons of it are: 1.To enhance personal
satisfaction people derive from their work, 2.To make the best use of people as a valuable asset of
organization and to help overcome obstacles to their effective performance. Achieving good job
design involves administrative practices that determine what the employee does, for how long,
where, and when as well as giving the employees choice where ever possible. In job design, you
may choose to examine the various tasks of an individual job or the design of a group of jobs.
Approaches to job design include: Job Enlargement: Job enlargement changes the jobs to include
more and/or different tasks. Job enlargement should add interest to the work but may or may not
give employees more responsibility. Job Rotation: Job rotation moves employees from one task
to another. It distributes the group tasks among a number of employees. Job Enrichment: Job
enrichment allows employees to assume more responsibility, accountability, and independence
when learning new tasks or to allow for greater participation and new opportunities. Work Design
(Job Engineering): Work design allows employees to see how the work methods, layout and
handling procedures link together as well as the interaction between people and machines.
In case of Alfa foods they are also need to give more focus on reward management.
Because, today the importance of employee motivations like rewards and recognition becoming
highly important. Now day’s people have lot of choices and opportunities. So the organization
should be more focused on employee motivation and satisfaction. Otherwise they may cause high
employee turnover. When the managers or supervisors appreciate or recognize employee’s effort
through rewards or recognition, it confirms their work is valued. A simple appreciation or reward
goes long way and will not only make your employees feel good. But will actually benefits your
24
business in the process. If the staff are more engaged then the productivity of the organization also
increases. If the efforts of workers likely to be priced and rewarded then it makes employees more
engaged and concentrated for get such reward and recognition. So it will also increases the
organizations productivity. The recognitions and rewards also make employees more satisfied.
They are become more comfort feel security in their jobs. It will decrease employee turnover. A
high staff turnover leads to poor morale that can make others want to look elsewhere. Then the
time required to find and train new workers affect utilization and its fiscal cost is high. So retain
staff also a priority of organizations. The rewards and recognition gives employees a tangible
reason to stay. So the organizations can reduce the cost of hiring and training of new employees.
Rewarding hard work makes workers more loyal with organizations. They will be able to promote
and sell the organizations brand better than who do not loyal, especially the persons outside the
organizations.
In case of Alfa foods they are giving rewards for their best distributers. They are conducting a
annual meeting. In this meeting they are taking decisions about their future and rewarding best
distributers. This meeting contains all distributers with management team. So it is making their
distributors more loyal with Alfa foods. But they are only giving this type of rewards to
distributors. Other workers didn’t getting any type of rewards in this organization. So we can see
that the maximum time the unskilled workers staying is one year. It is because they are not satisfied
with their jobs. It is not good for Alfa foods as one the two main objective is to expand.
The workers are only getting their basic pay in Alfa foods. Two years ago, the company used to
give bonus in some festive seasons. But today it’s all stopped. So there is nothing now to motivate
the workers in their factory to stay longer. Alfa foods is focused now only in make more profit.
They are only considering organizations growth no workers growth. In future it is going to cost
dearly. If they can provide good reward system in their organization, then surely the employee
turnover will decrease. Also they get more loyal workers. In future the loyalty of workers is very
important.
Alfa foods need to have a new reward management strategy. They need to look more into more
of their internal workers especially l unskilled peoples. If they can give some rewards for their
hard works, the workers will be more engaged can achieve more productivity. It will help them
to take more orders and produce fast.
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Performance management
‘Performance management is a continuous process of identifying, measuring and developing the

performance of individuals and teams and aligning performance with the strategic goals of the
organization.’ Its five elements are agreement, measurement, feedback, positive reinforcement and
dialogue.(Armstrong,2014). Performance management is the process through which managers
ensure that employees ‘activities and outputs contribute to the organization’s goals
(Raymond,2011). Performance management is a means of getting better results by providing the
means for individuals to perform well within an agreed framework of planned goals, standards and
competency requirements.
Performance management cycle,
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Organizations have developed a wide variety of methods for measuring performance. Some
methods rank each employee to compare employees’ performance. Other methods break down the
evaluation into ratings of individual attributes, behaviors, or results. Many organizations use a
measurement system that includes a variety of the preceding measures, as in the case of applying
total quality management to performance management. The first step is making comparison. The
performance appraisal method may require the rater to compare one individual’s performance with
that of others. This method involves some form of ranking, in which some employees are best,
some are average, and others are worst. The usual techniques for making comparisons are simple
ranking, forced distribution, and paired comparison. Next method is rating. Instead of
focusing on arranging a group of employees from best to worst, performance measurement can
look at each employee’s performance relative to a uniform set of standards. The measurement may
evaluate employees in terms of attributes (characteristics or traits) believed desirable. The most
widely used method for rating attributes is the graphic rating scale. Graphic rating scale means
the Method of performance measurement that lists traits and provides a rating scale for each trait;
the employer uses the scale to indicate the extent to which an employee displays each trait. One
way to overcome the drawbacks of rating attributes is to measure employees’ behavior. To rate
behaviors, the organization begins by defining which behaviors are associated with success on the
job. Which kinds of employee behavior help the organization achieve its goals? The appraisal form
asks the manager to rate an employee in terms of each of the identified behaviors. One way to rate
behaviors is with the critical-incident method. That is the Method of performance measurement
based on managers’ records of specific examples of the employee acting in ways that are either
effective or ineffective. Next we do measure the result of different methods. Performance
management, if carried out properly, can reward people by recognition through feedback, the
provision of opportunities to achieve, the scope to develop skills, and guidance on career paths.
All these are non-financial rewards that can encourage job and organizational engagement and
make a longer-lasting and more powerful impact than financial rewards such as
performancerelated pay. So feedback consisting an important role in performance management.
The major method is 360-degree feedback. Also known as multisource feedback, 360-degree is
assessed and feedback is given by a number of people who may include their manager,
subordinates, colleagues and customers. Assessments take the form of ratings against various
performance dimensions. The term ‘360-degree feedback’ is sometimes used loosely to describe
27
upward feedback where this is given by subordinates to their managers. This is the most common
approach and is more properly described as 180-degree feedback. Feedback may be presented
direct to individuals, or to their managers, or both. Monitoring and measurement of
performance is the longest phase in the performance management cycle. During this phase the
manager/ evaluator is supposed to keep an eye on the performance related to the set targets and
constantly monitor it in order to be able to keep it on the right track. The whole monitoring and
measurement process is consisted of the following elements. Setting KPIs-setting up monitoring
& measurement system- collecting and recording data- data analysis-use of information’s for
improvement and adjustment.
There is lot of payment schemes also. Rewards schemes may include extrinsic and intrinsic
rewards. Extrinsic rewards are items such as financial payments and working conditions that the
employee receives as part of the job. Intrinsic rewards relate to satisfaction that is derived from
actually performing the job such as personal fulfilment, and a sense of contributing something to
society. Base pay:- Base pay, or basic pay, is the minimum amount that an employee receives for
working for an organization. Basic pay may be supplemented by other types of remuneration.
Basic pay is likely to address the lower levels of Maslow’s hierarchy of

needs.Performancerelated pay:- Performance-related pay is a generic term for reward systems
where payments are made based on the performance, either of the individual (individual
performance-related pay) or a team of employees (group performance-related schemes. The
rationale for performance-related pay is that it motivates employees to work harder, and rewards
those who make a greater contribution to the organization’s goals. This should lead to efficiency
savings. Individual performance-related pay schemes are where the employee receives either a
bonus, or an increase in base pay on meeting previously agreed objectives or based on assessment
by their manager, or both. Group-related performance-related schemes are similar to
individual, in that rewards are paid based on the achievement of targets. However the targets are
set for a group of employees, such as a particular department, or branch of a company, rather than
for an individual. Since the rewards apply to a group, they are likely to be based on a pre-
determined quantitative formula, rather than on assessment of staff. Knowledge contingent pay:
- Knowledge contingent pay is where an employee will receive a pay rise or a bonus, or both, for
work-related learning. Commissions are a form of remuneration normally used for sales staff. The
28
staff may receive a low basic pay, but will then receive commission, based on a percentage of the
amount of their sales. The advantages of commission are that they should motivate sales staff to
achieve higher sales, as their rewards depend on it, and they mean that the large part of the
salesman’s salary becomes variable. Profit-related pay: - Profit-related pay is a type of group
performance-related pay scheme where a part of the employee’s remuneration is linked to the
profits of the organization. If the company’s profits hit a pre-determined threshold, a bonus will
be paid to all members of the scheme. Typically the bonus will be a percentage of the basic pay.
Pension schemes used to be a popular form of reward. Under such schemes, the employee pays a
pension to former employees based on their final salary, and the number of years that the employee
worked for the organization. A typical example is that the former employee receives 1/60ths of
their final salary for every year of service. Benefits in kind (or indirect pay) are paid to employees
in addition to their base salary and performance-related pay. Benefits in kind include items such
as health insurance and meal vouchers. They are usually provided to more junior staff in order to
provide additional incentives at a lower cost. They are often used as a form of recognition, so the
employee of the month for example will be given a benefit rather than a cash payment.
Now day’s performance management is a highly important matter. It means

analyzing the performance of workers in an organization and set up plans for their betterment and
development. Also performance management helps in driving the workers with organizational
objective and goals for achieving their vision. In Alfa foods there is performance management
program in a limited way. An annual meeting is conducted by management for distributors for
reviewing their business and discussing new plans. But this is not enough for a proper performance
management system. The main aspects of performance management are goal setting and revising.
So aligning the entire workforce with higher arching business goals sets clear priorities and
directions, which ensure individuals, can feel ownership in the business through individual
objectives. In case of Alfa foods especially the masters in each department are highly important.
The management needs to develop plans for their master’s development and betterment. If the
masters get the chance to improve they can create new product mix and Alfa foods can take it to
the future growth. Through performance management company can deepen employee engagement
by creating a culture of shared accountability for career growth and development
(technologyadvicecom, 2018). By the performance management organizations can identify which
29
ones are weak and develop the plans for bridging the gap. So that the productivity and efficiency
of organization is increased. Reward programs can be developed linking to performance. Alfa
foods should give more focus on these types of scientific HR practices into their businesses. It
will help Alfa foods to build a perfect and effective work culture and environment
Conclusion
Alfa foods should orient itself to be a a good place to work with and to realize it strategic
objective ,the company should look more into the welfare of the ordinary workers ,the unskilled
workers and make them connected to the company for a longer stay and reduce the huge turnover
in this segment. The company needs to put in place a systematic training and development. This
has to be done to all without any partiality. The employees will feel that they have future in the
organization and it will automatically increase their loyalty and commitment. The promotion of
an ordinary worker to that of a production manager shows company recognizes talent and
adequately rewards. . More such promotions should happen. A robust Performance management
and a rewarding scheme based performance has to be designed. . The company is growing at a
remarkable pace and if there is more focus on its human resources, the sky is the limit for Alfa
foods
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L03
Employee relation
Employee relations are concerned with managing and maintaining the employment relationship,
taking into account the implications of the notion of the psychological contract. This means dealing
with employees either collectively through their trade unions or individually; handling
employment practices, terms and conditions of employment and issues arising from employment;
and providing employees with a voice and communicating with employees. The objectives of
employee relations policies may include maintaining good relations with employees and their
unions, developing a cooperative and constructive employee relations climate, the effective
management of the work process, the control of labor costs, and the development of an engaged
and committed workforce. Employee relations strategies set out how employee relations policy
aims are to be achieved. The intentions expressed by employee relations strategies may direct the
organization towards any of the following: ● altering the forms of recognition, including single
union recognition, or de-recognition. ● Changes in the form and content of procedural agreements.
● New bargaining structures, including decentralization or single-table bargaining (ie bringing all
the unions in an organization together as a single bargaining unit). ● The achievement of increased
levels of commitment through involvement or participation. ●Deliberately bypassing trade union
representatives to communicate directly with employees. ● increasing the extent to which
management controls operations in such areas as flexibility. ● developing a ‘partnership’ with
trade unions, recognizing that employees are stakeholders and that it is to the advantage of both
parties to work together. ● Generally improving the employee relations climate, to produce more
harmonious and cooperative relationships. A positive employment relationship is one in which
management and employees are interdependent and both benefit from this interdependency, and
where there is mutual trust. Dimensions of the employment relationship is
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(Armstrong,2014)
Generally and simply it is known historically and industrial relations, is concerned with the
contractual, emotional, physical, and practical relationship between employee and employer. E
employee relations also refers the efforts which the organizations taking to manage employer and
employee relationship. If a company has positive employee relationship then there is we can see
that the employee engagement, productivity of the organizations, motivation and moral are high.
So this is the benefits we can create with good employee relationship. The first way to get good
employee relation is the good communication with employees. In case of Alfa foods the general
manager and masters supervise all other workers. The masters and general manager directs the
workers with company objectives and targets. There is no barrier between management and other
workers. So the workers can simply and easily communicate with manager and director. The
management gives access to the workers , the choice for directly communicating with them. Alfa
foods should create good employee relationship with the process like recognition and constant feed
backs. They can give recognition through different methods like public appraisal and individual
appreciation. It will reinforce the workers attitude positively. In Alfa foods the focus is only on
recognizing the distributors who are mainly concerned on increasing the sales. .
Alfa foods should convene the meetings of the distributors and also include more recognition
programmes for distributors. This will surely boost sales and expand the customer base. . Alfa
foods also should design recognition and personal rewarding schemes for the internal workers
also .This will also reduce the employees turnover in this sector .
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Employee engagement
Kahn (1990: 894) defined employee engagement as ‘the harnessing of organization members’
selves to their work roles; in engagement, people employ and express themselves physically,
cognitively, and emotionally during role performances’.( armstrong,2014). Engagement is ‘an
individual’s purpose and focused energy, evident to others in the display of personal initiative,
adaptability, effort and persistence directed towards organizational goals’ Macey et al (2009:
7).(armstrong,2014). The term ‘employee engagement’ has become very widely used in recent
years. This is because ‘engagement’ seems to capture concepts that other commonly used terms
such as ‘motivation’, ‘satisfaction’ and ‘commitment’ do not quite manage to so well. Credit for
inventing the term ‘employee engagement’ is often given to the American psychologist W.A. Kahn
(1990) who conceived of its being made up of two distinct elements: • emotional engagement: a
situation in which employees have strong emotional ties to their managers, feel their opinions
count and feel that their managers have an interest in their development; • cognitive engagement:
a situation in which employees know what is expected of them, understand their purpose or
mission, are given opportunities to excel and grow, and are given information about how to
improve their progress. (Torrington,2017). 1 There is greater variation in terms of the level of
employee engagement between different business units within the same organisation than there is
between organisations. This is significant because it implies that the variability in levels is not
related to the type of industry or characteristics of employees – it is in most cases due to the quality
of management. 2 Impressive correlations were found to exist between relative levels of employee
engagement in a business unit and the success of business units. Business units with the highest
rates of employee engagement are twice as successful as those with the lowest when measured
against indicators such as productivity, customer responses and profitability. 3 A particularly
strong relationship was found between levels of employee involvement and retention, that is, rates
of labor turnover. The size of the dataset allows separate analysis of high-turnover industries and
low-turnover industries. In high-turnover business units (above 60% turnover rate), labor turnover
was, on average, 29% lower in units which scored in the upper quartile for employee engagement
than in the lower one. The variation, however, ranged between 14 and 51 percentage points. In low
turnover units the average difference was 10% (ranging from 4 to 19 percentage points) between
upper and lower quartiles.
33
Now day’s employee engagement is very crucial for organizations. Because it can
provide and also it needs for to deliver a superior performance and gain a competitive advantage.
Engaged employees make extra efforts and learn more and faster, and are more creative. It
encourages and increases the productivity and profitability of organization, customer satisfaction
and personal retention.
In case of Alfa foods, the general manager and masters directly deal with workers. The rise of an
ordinary worker to the level of the production manager over the years is typical illustration ,how
employees engagement can bring results. Alfa foods should orient all other employess in this way.
The results will be fantastic for Alfa foods
Flexible organization
The aim is to provide for greater operational flexibility, improve the use of employees’ skills and
capacities, increase productivity and reduce employment costs. Flexible working means
reconsidering traditional employment patterns. This could include operational flexibility,
multiskilling, the use of subcontracting and outsourcing, or introducing working arrangements
such as flexible hours, job sharing and homeworking. Operational flexibility refers to flexibility in
the ways in which work is carried out. The term is sometimes extended to include financial
flexibility. The three forms of operational flexibility are: ● Functional flexibility so that employees
can be redeployed quickly and smoothly between activities and tasks. It may require multiskilling
– workers who possess and can apply a number of skills, for example, both mechanical and
electrical engineering, or multitasking – workers who carry out a number of different tasks in a
work team. ● Structural flexibility in a ‘flexible firm’ where the core of permanent employees is
supplemented by a peripheral group of part-time employees, employees on short- or fixed-term
contracts or subcontracted workers, as described by Doeringer and Priore (1971) and Atkinson
(1984). ● Numerical flexibility, which is associated with structural flexibility and means that the
number of employees can be quickly and easily increased or decreased in line with even short-
term changes in the level of demand for labor. Financial flexibility provides for pay levels to reflect
the state of supply and demand in the external labor market and also means the use of flexible pay
systems that facilitate either functional or numerical flexibility.
Alfa foods, practice a great deal of flexibility. Functional flexibility and organizational
flexibility. Flexibility gives a lot of benefits to employees and organizations. An organizational
34
flexibility gives their employees more a greater sense of control and wellbeing. It will be increase
the employee engagement. So the organizations productivity also increases. The rigid work
environment makes employees unhappy and disengaged in their rules. So it can be create high
employee turnover also. With a flexible environment we can overcome the problems with this
case. Flexibility create more moral in employees also because employees who are able to balance
work life commitments tent to be more positive towards their job and experience greater job
satisfaction. it also produce a healthier workforce. Because, with flexible organization we can
reduce the problem with absenteeism and also improves mental wellbeing resulting in a more
robust workforce.
In Alfa foods, sometimes the general manager does the accounting job when any accountant is
absent. This is because of the flexibility the company is practicing . A GM can even do accounting
is remarkable.. A perfect multiskilling and job sharing. Inside the factory atmosphere, when the
masters are takes leaves, the ordinary worker take up the master’s role. There is a great deal of
flexibility It is indicating that the Alfa foods is more flexible. It is helping them to keep their
productivity and efficiency.
Employment law
Employment laws are a broad term that covers all aspects of employment legislation . Employment
law exists to regulate the relationship between businesses and their employees. By complying
with relevant legislation, both employers and their staff members can ensure that their hiring
processes, dismissal processes, and their workplace as a whole, are fair for every individual.
Employment law also helps us combat discrimination, and effectively promote equality at work.
In case of India, here also a lot of legal constraints organizations need to face. In India the most
important law which regulates all aspects relating to a company is the companies act, 1956. This
act contains a lot of things like provisions relating to formation of a company. Power and
responsibility of managers and directors. Maintenance and auditing of company and etc… the
Indian contract act, 1872 is another legislation which regulates all the transactions of a company.
There are more than a hundred labor laws in India. The industrial disputes act, 1947 is the major
law dealing with industrial relations. Strike and lockouts are regulated by the act. The act lat down
certain circumstances in which they are prohibited. This act also provides for the compensation of
workmen in case of lay off or retrenchment. Next one is the trade union act, 1926. There are
35
several laws dealing with remuneration- payment, deduction and related issues. Minimum wages
act, 1948 is the major one in this category. The objective of this act is to provide minimum wages
to the workers employed. It also laydown provisions for overtime wages. There penalties under
this act too for non-compliance of the provision by the employer. Employee state insurance Act,
1948 and employee compensation act, 1923 are the laws which are dealing with social security
of the employees. The Employees' State Insurance Act, 1948 (the ESI Act) is a social welfare
legislation enacted with the objective of providing certain benefits to employees in case of
sickness, maternity and employment injury. In terms of the provisions of the ESI Act, the eligible
employees will receive medical relief, cash benefits, maternity benefits, pension to dependents of
deceased workers and compensation for fatal or other injuries and diseases. The Payment of
Bonus Act, 1965 (the "Bonus Act") provides for the payment of bonus to persons employed in
certain establishments in India either on the basis of profits or on the basis of production or
productivity and is applicable to every establishment in which 20 or more persons are employed
and to all employees drawing a remuneration of less than Rs 10,000. Those employees who have
worked for less than thirty days are not eligible to receive bonus under the Bonus Act. Child
Labour (Prohibition & Regulation) Act, 1986and Sexual Harassment at Workplace
(Prohibition, Prevention and Redressal) Act, 2013are the laws dealing with prohibition of social
evils. The Constitution of India incorporates provisions to secure labour protection to children. It
expressly prohibits the employment of a child below the age of 14 years in work in any factory or
mine or engagement in any other hazardous employment. The sexual harassment act provide
protection against sexual harassment of women at workplace and prevention and redressed of
complaints of sexual harassment and for matters connected therewith.(ipleadersin,2018).
Trade unions
At many hospitals, cost control involves asking fewer workers to do more. Nurses and other
workers are expected to handle more patients, perform more tasks, and work more hours. Often,
health professionals are troubled by these changes. They worry that they will burn out and that
patient care will suffer. Or they worry that their employer will control costs by laying them off or
refusing pay increases. These sort of changes and pressures have led workers in all industries and
businesses to join labor unions. The major trade unions present in India are 1 the Indian national
trade union congress (INTUC), The AH India trade union congress (AITUC), 3 The baratiya
36
mazdoor sangh (BMS), 4 The hind mazdoor sangh (HMS), 5 The united trade union congress
(UTUC), 6 The center of Indian trade unions (CITU). There is several Objectives and Need of
Trade Union.1. Wages and salaries -Wages and salaries and the most important subjects of Trade
Unions. In the organized industry, wages and benefits are determined through processes such as
collective bargaining, wage boards, conciliation, and adjudication. Working of all these processes
deserves systematic inquiry. Union power and objective facts hopefully influence the wage scene
through these forums.2. Working conditions - Another major objective of the Trade Unions is to
insure the safety of workers. While working every worker must be provided with basic facilities
like. Drinking water, minimum working hours, paid holidays, social security, safety equipment’s,
lights and others. 3. Personal policies - Any personal policy of the employer with respect to
promotion, transfer and training may be challenge by Trade Unions if arbitrary. 4. Discipline-
Trade Unions also protect the workers from arbitrary discipline action taken by management
against any worker. No worker should be victimized by management in the form of arbitrary
transfer or suspension. 5. Welfare- Trade Union also works for the welfare of the workers. This
includes welfare of the family members or children of the worker. 6. Collective bargaining &
negotiations alone workers feel weak. Trade Union provides him a platform to join others and
collectively bargain by collective power.
As far as Alfa foods is concerned, there is a need to give more attention on employment laws.
More than 200 workers is no small affair. Alfa foods no wide range of employment laws is in
place.. Only the minimum wages act is followed and also the basic security setups like fire and
safety stipulated by the government is followed. There is no bonus and insurance coverage. Only
once, two years back did they give only festive bonuses. After that they stopped doing it. There is
no presence of trade unions. As the majority of the workers are unskilled and migratory in nature,
the trade unions are yet to make inroads.
Conclusion
The company has a bright future ahead. The company already has a good network of motivated
committed network of distributors who drive the sales. Alfa foods could actually build on these
positive things to achieve one of their strategic objectives that are to expand business.
37
The major drawback the company faces the lack of focus on the Human resources management
front. The conduct of the company in this aspect needs great deal of improvement. It has to be
done in a more professional way. The general manager of such a big company handling HR
activities shows, how the company prioritize human resource tasks
There are good things happening at the company like the annual meeting for the distributors and
easy access for the workers to communicate to the top management. There is a fair amount of
flexibility like the interchange of work, when somebody is on leave.
The promotion of a ordinary worker to that of a production manager shows company recognizes
talent and adequately rewarded.
Alfa foods to be a great company, a good place to work with and to realize it strategic objective
,the company should look more into the welfare of the ordinary workers ,the unskilled workers
and make them connected to the company for a longer stay and reduce the huge turnover in this
segment.
Alfa foods should also implement a more effective and motivating reward system with one for
personal improvement, personal recognition and long term development of the employees as a
whole .
38
Task 2
39
Introduction
Alfa foods is a sole proprietorship business establishment at Marakkara, Malappuram, . The
growth of the company really fast. The company was started by Mr. SiddeeqeThayyil in 2013. 200
employees are now working with the company. There is an immediate need of a HR manager. As
the company want to structure the whole company activity in an effective way, the company have
decided to appoint a HR manager. . The employee turnover as of now is very high in the company.
Especially the unskilled workers. Also there is not having any systematic employee management
processes. There is an urgent need to handle things in a systematic and professional way adopting
modern management techniques. A good experienced HR person can improve their productivity
and employee performance.
Getting the right persons to the right places is very crucial about employee hiring.
Otherwise the entire process becomes a big waste of time and money. So one have to choose a
systematic and professional way of hiring processes. First and for most is to do a job analysis. So
that the requirements are understood.. The Job analysis is making a job description and job
specification Job description include basic job related tasks. The purpose of this description is to
collect job related data in order to advertise for a particular job. It gives a clear view of what kind
of candidates is required for the post. The kind of tasks the job will entail at Alfa foods in this
description. The job description is all about the job. Next step is to prepare a job specification. It
is all about the person we want to hire. It is a written statement which is including the educational
qualifications, specific qualities, level of experience, physical, technical,, and communicational
skills, and other skills also, values and ethics. A job specification is helping the candidates to
identify which they are applicable for this job. It will also help me the types of requirements need
to having the person. It also gives the responsibilities and skills to the candidates. Job description
and specification are integral part of job analysis. Through this the best advertisement can be made
for the candidates. So the next step is to create two advertisements, one is for social media and
other one for print Media’s like newspapers. So the maximum number of talented people is
attracted to apply. Once the applications are received, the eligible candidates who meet our criteria
will be called for interview. The company plans to conduct a structured interview with a panel
interviewing the candidates. The interview questions will on the HR skills, Aptitude, Situation
handling and a test questions on basic attitudes.
40
Job description
41
Job description
Human resource manager
Brief description
The position of human resource manager consist of planning, directing, and coordinating, human
resource management activities of Alfa foods to maximize the strategic use of human resources
and channelize it to company’s growth.. The job functions & responsibility is supporting a staff
of 200, The HR manager will primarily focus on employee development, recruiting and
performance management.
Tasks
Consulting: You will coach managers and staff, problem solving, providing guidance and
supporting their efforts.
Analysis: You will manage our performance initiatives and our employee review process.
Talent and acquisition: You will device effective recruiting strategies to hire 5 to 10 people this
year
Employee relations: You will be a sounding board of staff and seen as an honest broker with an
open door policy
Management: You will report to the managing director of HR and strategies, work closely with
the payroll and benefits specialist, and supervise the manager of first impressions
Working conditions
Better working condition with fully air-conditioned office near production unit. Salary range is up
to 80,000 with perks and privileges. A six day week is worked. Statutory holiday plus one month
holiday per year.
42
Job specification
43
Job specification
Department: Human resources
Job title: Human resource management
Experience
Two years of progressively more responsible positions in human resources, -Preferably in a similar
industry in Kerala.
Experience supervising and managing a different range of workers
Education
Bachelor degree in human resources, business, or a related field required, Master’s degree in
business or human resource management or a related field is required
Competencies Applicant should be able to demonstrate:--
Working with others
Regularly shares information of values with colleagues, Shows commitment to delivering on key
agreements made to colleagues
Communication
Interact and communicate effectively with internal and external workers, Ensures information’s is
communicated to all the appropriate peoples
Planning and analysis
Schedule activities according to deadline and importance, Agrees new time scales when faced with
competing activities
Developing & applying expertise
Takes advantage of opportunities to develop an area of expertise, Takes learning from previous
experience and apply them appropriately
Accountability
Ensures timely delivery of outputs within defined cost quality standard parameter
Adapting and innovating
Adapt personal style to meet the needs of others, welcome and adapt new ideas and or approaches
44
Advertisement for (electronic media)
45
Alfa foods
Kerala’s leading Arabian bakes
WE ARE HIRING
HR manager
We are looking for a passionate HR generalist, who will be

partnering with the business to maximize team performance and
operational efficiency, and who have diversified experience in
learning & organizational development, talent acquisition,
performance management and HR operations.
Requirements: 2 year experience in the HR business partner role
Educational Qualification: MBA
Apply now @aldan.com
ALFA FOODS marakkara malappuramDist Kerala India
46
Advertisement for (printed media)
47
Alfa foods
Now hiring
Join the team
We are looking for passionate individual
To join our team
HR manager
APPLICANT SHOULD HAVE:
Master degree in business
2 year experience
Job function & responsibility: consulting, analysis,
talent acquisition, employee relation, management
Contact us
7559006006,
7559008008
aldan@gmail.com
48
Covering letters from applicants
49
Covering letter from first applicant
Mohamed Nashid.k
Karat House
Cheravannur, valavannur (PO)
Zip code: 676551
Telephone: 956277383 | nashidk1@gmail.com
Human Resource Manager

Alfa foods
ALFA FOODS Marakkara, Malappuram DT, Kerala, India
Tel: 0494 2617777
Sir,
I am pleased to know that your organization is hiring a production supervisor. This
opportunity has come at the right time as I have just started searching for a new job . Please go through
my job application so that you can get an insight into my qualifications and also decide whether it
matches the job criteria.
I am working as a Human resource manager Paragon restaurant for past three years. During the job, I
received awards for my outstanding performance in best behavior for employees. I have gathered
adequate knowledge through consistent learning even as I worked.
Needless to say, I have learnt many more things at work apart from the routine production process.
Leadership, communication skills and an ability to work efficiently under the most stressed situations are
some of my traits that help me to prove my worth and be a resourceful employee for the organization.
Although I have attached my resume and credentials for your reference you can always contact me if you
require any explanation on this information or any other information related to my social background. I
hope that you will revert at the earliest.
Sincerely yours,
Mohamed Nashid.k
50
Covering letter from the second applicant
Mohamed shihab VT
Valavanuur, Kalapakanchery, Kerala, India
Mohdshihab67732gmail.com
8113816773
Hiring Manager
Alfa foods
Dear Mr Rashad,
Iam excited to apply for the HR Manager post at your company. After reviewing your job description,
it’s clear that you’re looking for a candidate that is extremely familiar with the responsibilities associated
with the role, and can perform them confidently. Given these requirements, I am certain that I have the
necessary skills to successfully do the job adeptly and perform above expectations.
I am an adaptable professional who has been consistently praised as quality-oriented by my co-workers

and management. Over the course of my 4-year career, I’ve developed a skill set directly relevant to
then HR Manager Role you are hiring for, including employee / labour relations, payroll, and team
leadership / motivation. Overall, I have consistently demonstrated leadership, communication, and
creative thinking abilities in every aspect of my HR Manager role at Alfa foods, and I invite you to review
my detailed achievements in the attached resume.
I look forward to elaborating on how my specific skills and abilities will benefit your organization. Please
contact me at (811) 381-6773 or via email at mohdshihab6773@gmail.com to arrange for a convenient
meeting time.
Thank you for your consideration, and I look forward to hearing from you soon.
Sincerely,
Mohamed shihab VT
51
CV from the applicants
52
CV from the second applicant
Mohamed Shihab VT
Human resource manager
Vazahamthodi♦Valavanoor north ♦Valavanoor (P O) ♦ 676665
Tel: +91 8113816773 ♦ Email:mohdshihab6773@gmail.com
CAREER OBJECTIVE
Excellent with the coordination and people skills, help train new recruits to work with existing
employees to
Help solve disputes or provide additional workplace. We take responsibilities of submitting proper
payroll paperwork. Coordinating benefit program such as retirement plans and health insurance
with employees, and maintaining the record keeping of the office. A well-written resume objective
should convey that you are experienced and comfortable with these tasks, and it should be worded in
a way that grabs the attention
of the employer.
KEY SKILLS AND COMPETENCIES
PROFESSIONAL ABILITIES
• Communication skill
• Analytical and critical thinking
• Relationship-Building
• Leadership
PERSONAL ABILITIES
• Employee Relations
• On boarding
53
• Performance management
• Scheduling
• Customer service
• Workers compensation
• Technological aptitude
CAREER HISTORY
HR Manager
BBQ Nation 2018
Assistant HR Manger
BBQ Nation 2017
ACADEMIC QUALIFICATIONS
SCHOOL / COLLEGE NAME

Higher secondary / science 78%
UNIVERSITY NAME
BBA / B SCHOOL INTERNATIONAL Merit 20

14
MBA / CHESTER Merit
54
CV from the first applicant
Mohamed Nashid.k
Karat house
Cheravannur, valavannur (PO)
9562772383
Nashidk1@gmail.com
Objective
Maintain and enhance Human resources productivity in a company, developing strong manpower,
identifying talent and deploying professional development programs in order to achieve organizational
goals and fulfill employee’s needs.
Education
· Major: MBA from B school international, kottakkal
· Minor: XII from MSM HSS kallingalparamba
Skills & Abilities

MANAGEMENT
· Able to build and lead creative teams that develop pioneering products.
COMMUNICATION
· Strong interpersonal communication skill.
· Excellent in presenting and communicating complex ideas clearly.
LEADERSHIP
· Communicating goals so everyone understands them and their role in achieving them.
· Motivating and inspiring everyone to do their best work.
Experience
I HAVE 3 YEAR EXPERIENCE IN HR FROM PARAGON RESTAURANT.
55
Acknowledgement letters for the applicants
56
Acknowledgment letter for the first applicant
SidheeqThayyil
Managing director
Alfa foods
Marakkara, Malappuram, Kerala, India
Pin: 676551
Date: 30 February 2019
Nashid
Varambanala, Kerala, India

7559006006
Nashid@123gmail.com
Dear Nashid,
This letter is to let you know that we have received your application. we appreciate your interest
in our company as new human resource manager post for which you applied. We expect to
schedule interviews in the next couple of weeks. If you are selected for an interview, you can
expect a phone call from our staff shortly.
Thank you, again, for your interest in your company, we do appreciate the time that you invested
in this application.
Regards,
Sidheeqthayyil
57
Acknowledgment letter for the second applicant
SidheeqThayyil
Managing director
Alfa foods
Marakkara, Malappuram, Kerala, India
Pin: 676551
Date: 30 February 2019
Shihab
Kadungathukund, Kerala, India

9645848690
shihab@123gmail.com
Dear Mr Shihab,
This letter is to let you know that we have received your application. we appreciate your interest
in our company as new human resource manager post for which you applied. We expect to
schedule interviews in the next couple of weeks. If you are selected for an interview, you can
expect a phone call from our staff shortly.
Thank you, again, for your interest in your company, we do appreciate the time that you invested
in this application.
Regards,
Sidheeqthayyil
58
Interview questions
We have conducted a panel interview with the candidates who were selected from applications.
The interview questions to be asked to the candidates
Questions asked to the candidates
Skill and knowledge testing questions
● Tell me about yourself in brief
● What are your strength and weakness
● What is your management style?
● As an HR manger, how will you drive results?
● What would you like least about the word of human resource?
● Describe an ideal workplace for you?
● As an HR person, what is your view on job eliminations?
● Tell me about a time when you didn’t follow policy or had to deviate from policy.
● What question you ask me if you were the interviewer?
● What trends will shape human resource departments over the next five years?
Aptitude test
A father said to his son, I was as old as you are at the present at the time of your birth. If the father’s
age is 38 years now, the son’s age five years back was:
A. 14 years
B. 19 years
C. 33 years
D. 39 years
Behavioral questions
● Have you ever experienced conflicts within your team? How did you handle them?
● Give an example of a goal you didn’t meet and how you handled it.
● Did you ever postponed making a decision? Why?
● Tell me about how you work effectively under pressure.
● Give an example of an occasion when you used logic to solve a problem.
● Give an example of a goal and how you achieved it.
● How do you handle a challenge?
● Describe a time when you struggled to build a relationship with someone important. How
did you eventually overcome that?
● Tell me about a time you were dissatisfied in your work. What could have been done to
make it better?
59
Job offer letter
Alfa foods
Marakkara
Malappuram dist., Kerala, India
February 4 2019
Dear Muhammad Nashid,

Welcome to ALFA FOODS
We are really pleased to inform you that you are selected for the managing post in the human
resource department. You should report to our general manager and will be responsible for doing
the duties and regulations in this enterprise which we had discussed with you. You can report on
5th march 2019. Wish you all the best.
Regards
General Manager
60
Candidate scoring sheet
Position: HR manager
Candidate name: Muhammad Nashid k
CATEGORY 1 2 3 4 5
(POOR) (GOOD)
APPLICABLE EDUCATION ***
APPLICABLE WORK EXPERIENCE ***
COMMUNICATION SKILLS ***
SUPERVISORY SKILLS EXPERIENCE ***
APTITUDE ***
PROBLEM SOLVING AND DICISION ***
MAKING
INISIATIVE&DRIVE ***
LEADERSHIP ***
INTERVEIW APPEARANCE ***
OVER ALL SCORE 2 12 12 5
Total score: 31
Candidate’s name: shihab

CATEGORY 1 2 3 4 5
(POOR) (GOOD)
APPLICABLE EDUCATION ***
APPLICABLE WORK EXPERIENCE ***
COMMUNICATION SKILLS ***
SUPERVISORY SKILLS EXPERIENCE ***
APTITUDE ***
61
PROBLEM SOLVING AND DICISION ***
MAKING
INISIATIVE&DRIVE ***
LEADERSHIP ***
INTERVEIW APPEARANCE ***
OVER ALL SCORE 12 8 15
Total score: 35
Evaluation
The job analysis we did helped us to very well in the recruiting and selection
process. It helped us to make the exact specifications. The social media advertisement was
through the popular social media platforms like instagram and Facebook etc. For the print media,
we selected the Hindu newspaper nationally and Malayala Manorama locally. We good good
response from both the sources. Sifting of applications was done and the interview letter was sent
to the candidates. On the interview day we checked the credentials first and went on with the
interview. .
The interview was done in a non-partial manner with the same

questions to all. Our homework on interview questions helped us very good. Both the candidates
we interviewed was very good. But Mr Shihab performed better. . He was well dressed and
pleasing. He conducted himself in a very professional way. H had good experience from his former
organization which is one of India’s well known restaurant group BBQ nations. As our work force
is very diverse with people from all over India, we thought Mr Shihab is good for our post. Mr
Nashid too has good experience. But his company Paragon restaurants is a Kerala based one. . In
case of Mr Shihab, he will also be useful to us for future development and growth to to other
parts of the country . His experiences and engagement in different regions will help us . All this
factors made us to select Mr Shihab for the post
62
My CV
63
64
My covering letter
65
Cover letter
Sir,
Please accept this letter and my resume for post of Chief Chef Post you advertised in The
Hindu newspaper. I am really excited to grab the opportunity in your organizations as chief chef
post since I am highly qualified for it. I have a good experience in chief chef post in white
restaurant for 2 years.
I am well aware about the responsibility in the organization and I will definitely engage in all
the activities happening around the organization and will work for a sustainable growth as a part
of your business.
I can make a good relationship with employees and customers and am looking forward for the
opportunity to exhibit my leadership and cocking skills as a productive important asset of an
organization. I am really motivated, committed and easy going person who is very much willing
to show excellent performance in every future endeavors and proceedings through a good
response and direction from your side. I have attached my curriculum vitae along with this letter.
Yours sincerely
Kalpakancheri Muhammad Rashad
7 Dec 2017 sign
66
BIBLIOGRAPHY
BOOK REFERENCE:
 Armstrong, M and Taylor, S. (2014) Armstrong’s handbook of human resource

management 13th Edition. Daryaganj, kogan page limited.
 Dessler, G. (2013) human resource management 13th Edition. New Jersey. Pearson
education, Inc.
 Raymond, A, John, R, Gerhart, B. and Patrick, M. (2011) Fundamentals of Human
resource management. 4th Edition. New yourk: McGraw-Hill Irvin
 Torrington, D, Hall, l, Atkinson, C and Taylor, S. (2017) human resource management
10th Edition. Edinburgh gate: Pearson education limited.
WEBSITE REFERENCE:
 Aldan (2018) ABOUT ALDAN [online] available from: http://www.aldan.co/ .

 I pleaders (2019) ipleaders [online] available from: https://ipleaders.in/home .
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HARD AND SOFT HR

WORK FORCE PLANNING

To achieve high-quality performance, organizations have to understand and match job

RECRUITMENT AND SELECTION

own corporate website, recruitment agencies, employee referral scheme, professional

An interview is more than a discussion. An interview is a procedure designed to

Advantages of interview:-Provide opportunities for interviewers to ask probing questions about

In case of Alfa foods there is recruitment, selection and induction. .As.

Training consists of an organization’s planned efforts to help employees acquire job-related

Difference between training and development

Training and development creating a lot of benefits to organization and employees. It

Model of total rewards: Towers Perrin

‘Performance management is a continuous process of identifying, measuring and developing the

Performance management cycle,

Basic pay is likely to address the lower levels of Maslow’s hierarchy of

Now day’s performance management is a highly important matter. It means

We are looking for a passionate HR generalist, who will be

ALFA FOODS marakkara malappuramDist Kerala India

Cheravannur, valavannur (PO)

Zip code: 676551

Telephone: 956277383 | nashidk1@gmail.com

Human Resource Manager

I am an adaptable professional who has been consistently praised as quality-oriented by my co-workers

Tel: +91 8113816773 ♦ Email:mohdshihab6773@gmail.com

KEY SKILLS AND COMPETENCIES

SCHOOL / COLLEGE NAME

BBA / B SCHOOL INTERNATIONAL Merit 20

MBA / CHESTER Merit

Cheravannur, valavannur (PO)

Skills & Abilities

Varambanala, Kerala, India

Kadungathukund, Kerala, India

Dear Muhammad Nashid,

Candidate’s name: shihab

The interview was done in a non-partial manner with the same

 Armstrong, M and Taylor, S. (2014) Armstrong’s handbook of human resource

 Aldan (2018) ABOUT ALDAN [online] available from: http://www.aldan.co/ .

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