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Sodapdf
Sodapdf
AND HUMAN RESOURCE
MANAGENMENT OF SUN TECHNOLOGY
Internship Work Submitted to Periyar University
In Partial Fulfilment of the Requirementsfor the
Award of the Degree of
BACHELOR OF COMMERCE CA
Submitted By
C. R. KAYALVIZHI.
REG.NO:C21UG140CCA094
Under the Guidance of
MS.G.MAGESWARI,M.com
Assistant Professor
Department of Commerce CA
Shri Sakthikailassh Women's college,
Military Road,
Ammapet,
June/July 2023
1
PERIYAR UNIVERSITY
INTERNSHIP TRAINING REPORT FORMAT:
University examinati
2. C21UG140CCA094
on .
register number
Shri Sakthikailassh W
3. Name of the co
llege omen’s
College.
4. Name of the depart Bachelor of commerce
ment CA.
5. Name of the instituti Mikro sun technolog
on y.
Supervisor under whom the trainin
g Geethaipriyan.M
6.
undertak
en
Title of the Soft skills and human reso
7. training urce management.
8. Conclu Learned about soft skil
sion l and HRM.
Getting know activities per
9 Outcome of the formed in a soft
training
skill and HRM.
Signature of the student
Signature of the guide :
Head of the department :
Principal :
2
DECLARATION
I hereby the internship w
ork entitled “INTERNS
HIP REPORT SOFTS
KILLS AND HUMAN
RESOURCE MANAG
EMENT OF MIKROS
UN TECHNOLOGY”
submitted to the periyar
university in partial fulfil
lment of the requirement
s for the award of the de
gree of UG department
of commerce computer a
pplication is a record of
original internship work
done by me,under the
supervision and guidan
ce of MS.G.MAGES
WARI M.com, Assista
nt Professor , Shri
Sakthikailassh Women’s
College,Military road ,
Ammapet , Salem-03.
Place: Salem
Signature
Date:
3
CERTIFICATE
HEAD OF THE DEP
ARTMENT
4
ACKNOWLEDGEMENT
I am a greatful to our benevolent
management , Shri Sakthikailass
h women’s college, Salem
for permitting me to attend the
fifteen days internship program at
the Swarnapuri Mikrosun
Technology.
I would like to express my sin
cere thanks to DR.S.JAYANT
HI for providing all the
required facilities on completion o
f the internship report.
I would like to express my sincere
thanks to MRS.A.S.RENUGAD
EVI M.com,MBA,M.Phil..
Head of the department and MS.
G.MAGESWARI M.com the int
ernship supervisor for their
inspiring guidelines, valuable sug
gestion, and constant help through
out the internship program.
I take this opportunity to express
my cordial thanks to my departme
nt faculty members for
extending their support in success
full completion of this internship.
Last but not least, I must express
my greatful thanks to my father a
nd mother the help they gave
directly or indirectly in completin
g the internship work successfully
.
C.R.KAYALVIZHI
5
LIST OF CONTENTS
C P
H A
A G
P E
T
E N
R O
Declaration
Certificate
Acknowledgement
List of the content
1 I t
.
7
2 S f
.
8
3 Pr 1
. ofi
le f
or
So
ft s
kil
l a
nd
H
R
M
4 The 1
. oreti 6
cal b
ackg
roun
d of
the s
tudy
5 C n
.
1
9
6
CHAPTER-1
INTRODUCTION
Soft skills are a set of per
sonal attributes, characteri
stics, and qualities that en
able individuals to
effectively interact and w
ork with others. Unlike ha
rd skills, which are specifi
c technical or
specialized skills require
d for a particular job or
field, soft skills are mo
re general and
transferable across vario
us contexts. Soft skills
are often related to emo
tional intelligence,
communication, interpers
onal relationships, and per
sonal traits.
Human resources (HR) is
a crucial function within o
rganizations that focuses
on managing and
developing the human cap
ital of an organization. H
R departments are respons
ible for a variety of
tasks and responsibilities,
including.
Both soft skills and huma
n resource management ar
e vital aspects of any wor
kplace, contributing
to overall productivity, ha
rmony,and growth of the
organization and its empl
oyees . Let me
know if you need more in
formation on any specific
topic.
Soft skills are a critical co
mponent of Human Resou
rce Management (HRM) i
n today's dynamic
workplace. These skills, a
lso known as interpersona
l or people skills, encomp
ass a range of
attributes that enable indi
viduals to interact effectiv
ely with others. In the real
m of HRM, soft
skills play a pivotal role i
n talent acquisition, emplo
yee development, and fost
ering a positive
workplace culture.
HR professionals who e
xcel in soft skills are a
dept at communication,
conflict resolution,
empathy, and teamwork.
These abilities are essenti
al for recruiting the right c
andidates, nurturing
employee growth, and ens
uring harmonious relation
s within an organization. I
n essence, soft
skills are the glue that
binds HRM practices, pr
omoting a productive an
d harmonious
work environment.
Soft skills are a fundamen
tal facet of Human Resour
ce Management (HRM), u
nderpinning the
core of effective workfo
rce management. In the
realm of HRM, soft skil
ls refer to the
interpersonal, communic
ation, and emotional int
elligence abilities that e
mployees and HR
professionals alike bring t
o the table. These skills, s
uch as empathy, active list
ening, negotiation,
and conflict resolution, ar
e crucial for building stro
ng relationships among e
mployees, fostering
teamwork, and ensuring a
harmonious workplace en
vironment. The integratio
n of soft skills
within HRM practices is e
ssential for attracting, reta
ining, and developing tale
nt, as they are key
in recruiting individuals
who not only possess th
e requisite technical skil
ls but also the
interpersonal qualities that
contribute to a thriving an
d cohesive organizational
culture.
7
CHAPTER -2
SOFT SKILLS AND HRM
SOFTSKILLS:
Soft skills are non tech
nical abilities that relate to how indiv
iduals interact with
others and handle various situations i
n the workplace. These sills are esse
ntially for effective
communication, teamwork, and pers
onal development. Some common so
ft skills include.
1.COMMUNICATION:
The ability to convey information cle
arly and listen actively.
2.TEAMWORK:
Working collaboratively and coopera
tively with others to achieve commo
n goals.
3.ADAPTABILITY:
Being flexible and open to change in
dynamic environments.
4.PROBLEM SOLVING:
Identifying challenges and finding in
novative solutions.
5.TIME MANAGEMENT:
Efficiently organizing and prioritizi
ng task to met deadlines.
6.EMOTIONAL INTELLIGENC
E :
Understanding and managing emotio
ns, both of oneself and others.
HUMAN RESOURCE MANAGE
MENT:
HRM is the strategic a
pproach to managing an organization
most valuable assets
its human resource. The HRM functi
on encompasses various processes t
o attract, retain,and
develop employees,aligning them wi
th the companys goals.Key aspects i
nclude
8
1.RECRUITMENT AND SELECTION :
Attracting and hiring the right candidates for spec
ific roles.
2.TRAINING AND DEVELOPMENT:
Providing opportunities for employees to enhance
their skills and knowledge.
3. PERFORMANCE MANAGEMENT:
Evaluating and guiding employees performance t
o optimize productivity.
4.COMPENSATION AND BENEFITS :
Designing competitive salary packages and empl
oyee benefits.
5.EMPLOYEE RELATIONS:
Creating a positive work environment and handli
ng employee grievances.
6.COMPLIANCE:
Ensuring adherence to labor laws and regulations.
By combining effective soft skills and
HRM practices, organizations can foster a
positive work culture, improve employee sa
tisfaction,and boost overall productivity.
Developing both aspects is crucial for building
strong teams and achieving long term
success in any business settings. If you have
more specific questions about softskills or
HRM, feel free to ask.
MERITS OF SOSTSKILLS:
Improved communication and collaboration.
Enhanced problem-solving and critical thinki
ng abilities.
Better adaptability and flexibility in diverse s
ituations.
Strengthened leadership and teamwork skills.
Increased emotional intelligence and empath
y.
9
DEMERITS OF SOFTSKILLS:
Difficult to measure and quantify in
evaluations.
Time-consuming to develop and refi
ne.
Overemphasis on soft skills may ne
glect technical expertise.
Can be challenging to assess during
the hiring process.
MERITS OF HRM:
Effective talent acquisition and recr
uitment process.
Streamlined employee training and
development programs.
Better performance management an
d evaluation.
Enhanced employee engagement an
d motivation.
Compliance with labor laws and reg
ulations.
Improved conflict resolution and em
ployee relations.
DEMERITS OF HRM:
High administrative costs and paper
work.
Potential for bias in decision-
making processes.
Rigidity in handling unique employ
ee situations.
Difficulty in quantifying the impact
of HRM on business outcomes.
LIMITATIONS OF HRM:
Resistance to Change:
Employees or management
may resist HRM initiatives, hindering
their
effectiveness.
Time and Resource Constraints:
Implementing HRM practices can be tim
e-consuming and require significant
resources.
10
Legal and Regulatory Compliance:
Keeping up with constantly changing labor
laws and regulations can be
challenging.
Lack of Objectivity:
HRM decisions may be influen
ced by subjective factors, leading to
potential bases.
Inflexibility:
Standardized HRM policies may
not cater to the unique needs of every
employee or organization.
Measurement Challenges:
Quantifying the direct impact of HRM practice
s on business outcomes can
be difficult.
LIMITATIONS OF SOFTSKILLS:
Subjectivity in Assessment:
Evaluating soft skills can be subjective and
vary from one person to
another.
Cultural Differences:
Soft skills might be interpreted
differently across cultures, leading to
misunderstandings.
Difficult to Teach:
Developing soft skills often req
uires experiential learning, making it
challenging to train individuals effectively.
Limited Impact without Technical Skills
:
Soft skills alone may not be enough for success
if technical expertise is
lacking.
11
Time Constraints:
Developing and refining soft
skills can take time and consi
stent effort.
Overemphasis:
Overemphasizing soft skills
may overlook the importance
of technical
qualifications in certain roles.
Recruitment and Select
ion:
HRM professi
onals look for candidates n
ot only based on technical
qualifications but also on thei
r soft skills like communicati
on, teamwork, and leadership
abilities. Soft skills are often
crucial in determining wheth
er an individual will fit well
within the organization's cult
ure.
Training and Developm
ent:
HRM is res
ponsible for organizing tr
aining programs to enhan
ce
employees' skills. Soft skills t
raining is often a part of this,
as it helps employees become
more effective in their role
s, such as improving custo
mer service through better
communication skills.
Performance Managem
ent:
Soft skills like
time management, problem-
solving, and conflict resoluti
on
are essential for effective job
performance. HRM is involv
ed in setting performance
standards, and they often eval
uate employees based on bot
h technical and soft skill
criteria.
Employee Engagement
and Satisfaction:
HRM efforts, i
ncluding benefits and workpl
ace policies, impact employe
e
job satisfaction. Soft skills lik
e empathy and interpersonal
skills can make a significant
difference in employee moral
e and engagement.
12
CHAPTER -3
PROFILE FOR SOFT SKILLS AND HRM
{ Your Name}
{Your Title/Designation}
{Your Contact Information}
OBJECTIVE:
A dedicated and results driven professiona
l with a passion for fostering a positive
work environment and maximizhing employee potentia
l.
Seeking a position in Human Resource M
anagement where I can utilize my strong
interpersonal skills and expertise in talent acquisition,e
mployee development,and organizational
effectiveness.
KEYS SKILLS AND COMPETENCIES:
1.EFFECTIVE COMUNICATION:
Proficient in verbal and written comm
unication,adept at active listening,and
skilled in conveying complex information in a clear an
d concise manner.
2.TEAM BUILDING:
Proven ability to foster collaboration
and build cohensive teams through
coaching , conflict resolution , and, team building exer
cise.
3.TALENT ACQUISITION:
Experience in sourcing,screening, and
interviewing candidates to identify top
talent and ensure the right fit for organizational needs.
4.EMPLOYEE RELATIONS:
Demonstrated success in promotin
g a positive work culture, resolving
conflicts, and addressing employee concern with empat
hy and professionalism.
13
5.PERFORMANCE MANAGEMENT:
Competent in designing an
d implementing performance appraisal system t
o
drive employee growth and organizational succ
ess.
6.TRAINING AND DEVELOPMENT :
Proficient in conducting
training sessions and workshops to enhance
employees skills, boost productivity.
7.HR POLICY AND COMPLIANCE:
Knowledgeable about emplo
yment laws, regulations, and HR best practices
to ensure compliance and mitigate legal risks.
8.PROBLEM SOLVING:
Strong analytical and critical t
hinking skills to identify HR challenges and
develop effective solutions.
PROFESSIONAL EXPERIENCE:
{Company Name}
{Your Title/Position}
{Dates of employement}
Oversaw recruitment and selection processe
s, resulting in a 20% decrese in time-to-hire and
increased employee retention.
Implemented a comprehensive employee tr
aining program, leading to a 15% improvement
in employee performance and job satisfaction.
Successfully mediated workplace disputes,
fostering a harmonious work environment and
reducing conflict-related turnover by 25%.
{Company Name}
{Your Position}
{Date of Employement}
14
Led HR initiatives to enhance employee engagement, resulting in a 30% increase in
employee satisfaction survey scores.
Developed and implemented HR policies and procedures to ensure compliance with labor
laws and industry standards.
Conducted performance evaluations and provided constructive feedback to support employee
growth and development.
EDUCATION:
{Bachelor’s/ Master’s Degree} in [Human Resource Management/Relevant
Field][University Name] | [Year Of Graduation].
CERTIFICATIONS:
[Certification Name] | [Issuing organization]| [year].
REFERNCE:
Available upon request.
NOTE:
This profile is just an example. Feel free to customize it based on your special
experience,skills,and achievements in HRM and soft skills. Always ensure accuracy and honesty
when presenting your qualification to potential employers.
15
CHAPTER-4
THEORITICAL BACKGROUND OF THE STUDY
SOFT SKILLS:
Soft skills, also known as interpersonal skills or peopl
e skills, refer to a set of personal
attributes and abilities that enable individuals to interact effectiv
ely with others. These skills are
essential in both personal and professional settings and play a cr
ucial role in fostering positive
relationships and achieving success in various fields.
THEORITICAL FRAMEWORK:
The concept of soft skills has its roots in psychol
ogy and sociology. Some key
theoretical perspectives that contribute to our understanding of s
oft skills include.
SOCIAL LEARNING THEORY:
Developed by Albert Bandura, this theory empha
sizes the role of observational
learning and modeling in acquiring social skills. It suggests that
individuals can learn and
develop soft skills by observing others and imitating their behavi
ors.
EMOTIONAL INTELLIGENCE:
Proposed by psychologists Peter Salovey and Jo
hn Mayer, and popularized by
Daniel Goleman, emotional intelligence refers to the ability
to recognize, understand, and
manage one's own emotions as well as the emotions of others. It
is a crucial component of soft
skills as it influences how individuals handle social interactions
and build relationships.
COMMUNICATION THEORIES:
Various communication theories, such as those
by Shannon and Weaver or Paul
Watzlawick, emphasize the importance of effective communicat
ion in interpersonal interactions.
Soft skills encompass communication skills like active listening,
empathy, and clear expression
of ideas.
PERSONALITY THEORY:
The study of personality, including theo
ries like the Big Five Personality
Traits (OCEAN model), contributes to our understanding of
how individual traits and
characteristics influence interpersonal behavior. Soft skills often
align with certain personality
traits, but they can also be developed and improved over time.
16
HUMAN RESOURCE MANAGEMENT (HRM):
HRM is the strategic approach to managi
ng an organization's workforce to
ensure they contribute effectively to the achievement of the
organization's goals and objectives.
It involves various functions, policies, and practices related
to recruitment, training, performance
management, employee relations, and more.
THEORITICAL FRAMEWORK:
The field of HRM draws from several th
eoretical perspectives to guide its
practices and understand the complexities of managing
human resources. Some of these
theoretical foundations include:
A. SYSTEM THEORY:
HRM views an organization as a dyna
mic system, and employees are
essential components of that system. Systems theory helps
HR professionals understand the
interconnectedness of various HR functions and how chang
es in one area can impact the
entire organization.
B. MOTIVATION THEORIES:
HRM utilizes motivational theories, such
as Maslow's Hierarchy of Needs,
Herzberg's Two-Factor Theory, and Expectancy The
ory, to comprehend employee
motivation and design strategies to enhance job satisfaction
and performance.
C. ORGANISATIONAL BEHAVIOUR:
This field explores how individuals
and groups behave within an
organization. HRM incorporates organizational behavior
concepts to address issues like
teamwork, communication, and organizational culture.
D. STRATEGIC MANAGEMENT:
HRM aligns its practices with the ove
rall business strategy of the
organization. Strategic management theories help HR profe
ssionals integrate HR practices to
support the organization's long-term goals and competitive
advantage.
E. LEGAL AND ETHICAL FRAMEWORK:
HRM operates within legal and ethical bound
aries. Understanding employment
laws and ethical considerations is vital in ensuring fair and
just treatment of employees and
maintaining compliance.
17
F.Human Capital Theory:
This framework s
uggests that investing in soft skills
development enhances
an individual's human capital, ma
king them more valuable to an org
anization. HRM should
focus on identifying, nurturing,
and utilizing these skills in the
workforce to improve
productivity and competitiveness.
G.Resource-Based View (RBV):
According to R
BV, a firm's competitive advantag
e arises from its unique
resources and capabilities. Soft sk
ills, when properly managed and i
ntegrated into HRM
strategies, can become a valuable
resource that sets an organization
apart from competitors.
H.Social Exchange Theory:
Soft skills play a
crucial role in building positive re
lationships between
employees and between employee
s and management. This theory po
sits that individuals
engage in cooperative behaviors
when they expect reciprocity. HR
M can leverage soft skills
to foster positive workplace relati
onships, leading to greater commi
tment and performance.
I.Competency-Based Theory:
HRM often utiliz
es competency frameworks to ide
ntify, assess, and develop
soft skills. This theory emphasizes
defining and measuring specific c
ompetencies related to
soft skills and aligning them with
job requirements and organization
al goals.
J.Transformational Leadership
Theory:
In HRM, leader
s who possess strong soft skills
, such as emotional
intelligence and effective com
munication, can inspire and
motivate employees.
Transformational leaders can cr
eate a positive work environme
nt that encourages the
development of soft skills among
employees.
K.Psychological Contract Theo
ry:
Soft skills are c
losely linked to the psychologic
al contract between
employees and their organizations
. HRM should manage this contra
ct effectively by fostering
trust and ensuring that soft skills d
evelopment is part of the employ
ment relationship.
These theoretical frameworks p
rovide a foundation for underst
anding the importance
of soft skills in HRM and guide
the development of strategies to
recruit, train, and
retain employees with these val
uable skills.
18
CHAPTER-5
CONCLUSION
In co
nclusion, soft skills are
a vital aspect of Huma
n Resource Manageme
nt
(HRM) that significant
ly impacts an organizat
ion's success. These no
n-technical abilities, su
ch as
communication, adapt
ability, emotional inte
lligence, and problem
-solving, are critical f
or
building strong, cohesi
ve teams, improving e
mployee engagement,
and fostering a positive
work
environment. HRM pr
ofessionals should prio
ritize the development
and recognition of soft
skills
among employees, as t
hey contribute to effect
ive leadership, conflict
resolution, and overall
employee satisfaction.
By nurturing these skil
ls, HRM can create a
more resilient, producti
ve,
and harmonious workp
lace, driving long-term
success for the organiz
ation.
Soft sk
ills play a crucial role i
n Human Resource Ma
nagement (HRM). The
se
interpersonal skills, su
ch as communication,
empathy, teamwork, an
d leadership, are essent
ial
for creating a positive
work environment, fost
ering strong relationshi
ps between employees
and
management, and enha
ncing overall productiv
ity and efficiency withi
n an organization. HR
M
professionals who emp
hasize and nurture soft
skills in the workplace
can contribute significa
ntly
to employee satisfactio
n, motivation, and rete
ntion. Ultimately, the i
ntegration of soft skills
in
HRM practices leads t
o a more harmonious a
nd successful work cul
ture, benefiting both th
e
employees and the org
anization as a whole.
In con
clusion, the integration
of Human Resource M
anagement (HRM) pra
ctices
and the development o
f soft skills are essentia
l for fostering a produc
tive and harmonious
workplace environmen
t. HRM ensures the rec
ruitment, training, and
retention of talented
individuals, while soft
skills like communicati
on, teamwork, and ada
ptability enhance empl
oyee
performance and job sa
tisfaction. Together, th
ey contribute to organi
zational success and
employee well-being,
making them vital com
ponents of modern wor
kforce management.
19