HCM Project (Repaired)

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CHAPTER I
INTRODUCTION
1.1. COMPANY PROFILE

For more than a decade Monotech Systems Ltd has been a leading manufacturer and supplier of
high end, high performance and reliable products and solutions for printing and packaging
industry. Our offerings include solutions and equipment for Pre-Press, Digital Printing, Digital
Enhancement, Wide Format Printing, Engineering Systems, Labels & Packaging along with
printing softwares. We are widely known for our expertise in developing, designing, and
introducing incomparable range of printing machinery and allied products to the industry. Each
of the products are designed by incorporating ultra-advanced printing technologies
commensurate with the international standards. Our prolonged industry experience and in-depth
expertise assist us in developing and offering all these products in the cost effective range.
Monotech is committed to being at the forefront of printing and publishing solutions,

promotional & marketing requirements of industry, leveraging sophisticated technology and
supply chain efficiency while delivering versatility, creativity and expertise. With the
outstanding combination of our skilled and experienced professionals and our latest technology
printing solutions, we assure our clients to always showcase our printing expertise and give full
attention to every detail of your requirement.
 Superior quality products

 Extensive industry expertise
 Proven expertise in success execution of small as well as bulk orders
 Truly affordable prices
 Customer friendly services
Important stakeholders:
 200 employees
 3500+ customers
 More than 18 locations
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PRODUCTS
Pre Press, Press & Post Press
 Gravure Cylinder Engraving

 Conventional Ctp Systems
 Thermal Ctp Systems
 Violet Ctp Systems
 FlexoCtp Systems
 Sheetfed Offset Press
 Finishing Systems
 Paper Cutters
Digital Enhancement & Finishing
 Digital Enhancement Presses

 Digital Finishing Systems
 Specialized BOPP Lamination Films
 Process Metallic Color Systems
 Laser Cutting and Engraving
 Laminators
Wide Format and Textile Printing
 Eco Solvent Printers

 Solvent Printers
 Textile Printers
 UV Flatbed Printers
 UV LED Printers
 Latex Printers
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Engineering Systems and 3D Printing
 3D Printing and Scanning

 3D Print Services
 Large Format Printers-B&W
 Large Format Printers-color
 Large Format Scanners
 Multifunction Systems
Inkjet Products and Solutions
 Inkjet Imprinting Systems (Monochrome)

 Slitter Rewinder and Inspection Systems
 Full Color Digital Inkjet Systems
 Inkjet Web Press (Monochrome)
 Personalization Solution for Cards
Brands
 Canon
 3D Systems
 Mimaki
 Scodix
 Basysprint
 Amsky
 Highwater
Labels and Packaging
 Flexo Printing Press

 Intermittent Offset Press
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 CI Letter Press
 Digital Label Press
 Screen Printing
 Label Finishing and Accessories
Software
 CIP3, CIP4, Proofing and Color Management

 Imposition and Anticounterfeit
 Labels, Newspaper & Packaging
 RIP, Workflow & Screening
 VDP, Photolab & Preflighting
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1.2. OBJECTIVES OF THE STUDY
Primary Objectives:
A study the effectiveness of HRD processes towards Modern human capital management
with special reference to Mono Tech systems limited.
Secondary Objectives:
 To study the corporate culture and its effect on modern human capital management in
MTL.
 To understand the employee development in MTL.
 To study the Skills proficiency in MTL.
 To study the Workforce demographics and diversity in MTL.
 To analyze the Workforce productivity on organization development in MTL.
 To identify the interrelationship between the factors and effectiveness of HRD process
towards modern human capital management.
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1.3. SCOPE OF THE STUDY
 The study will help to know the modern human capital management used in the
Monotech systems limited.
 The study helps the company to assess the effectiveness of modern human capital
management in an organization
 This study will help to know the working condition of the employees including safety,
health and welfare aspects.
 It helps to know about modern human capital management.
 This study will help to know the employee’s motivational schemes provided in the
organization.
 This study will help to identify the effectiveness of HRD process towards improving the
modern human capital management in MonoTech System Ltd.
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CHAPTER II
MAIN THEME OF THE PROJECT
2.1. REVIEW OF LITERATURE:
Journal of knowledge Q Emerald management group publishing limited,

ISSN 1367-3270 DOI 10.1108/13673270710752090 Vol. 11 No. 3 2007, pp. 31-
51;
Recall the purpose of this study was to hypothesize and empirically test a model that
explains employee capability and includes HCM practices as a key moderator variable. The
model was based on the convergence of organizational behavior and knowledge-based (i.e., KM
and IC) disciplines. Based on the results of a survey of 14,769 current employees of a major
financial institution in North America, the model was supported and the importance of HCM
moderator was demonstrate.
International Journal of Business and Management Vol. II (4), 2014
Today, innovation depends on intangible assets especially human capital. Moreover,

human capital management responds to the need of creating smart organizations by hiring the
right people, giving them the right knowledge and providing them with ways to share that
knowledge in order to benefit the entire organization (Fide Afiouni, 2009). HCM is important in
enhancing innovativeness of the Research Centers. More specifically, human capital
management depends on its competencies management and knowledge management which have
also an important effect on innovation.
We suggest that the scientific research centers should establish strong programs of
incentives for researchers which can motivate their activities of invention and innovation. So far
as comprehensive training practices are concerned, since the centers understudy are knowledge
based investments, intellectual capital, especially human capital are the major asset of the
centers, these latter should continuously invest on comprehensive training practices like:
seminars, conferences, coaching, counseling and mentoring activities for researchers
development.
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Uluslararası Sosyal Aratırmalar Dergisi The Journal of International Social

Research Volume 2 / 8 Summer 2009 .
This paper explored the current literature on human capital and its impact on firm
performance. The conceptualization of human capitals is closely linked to some fundamentals of
economics and firm performance. The literature reviews show that there are reasonably strong
evidences to show that the infusion of ‘human capital enhancement’ in organizations promotes
innovativeness and greater firm performance. Studies also clearly substantiate the fact that
financial performance is positively impacted through the consideration of human capitals.
In light of this, the understanding of firm performance in relation to human capitals

should not be regarded as a phenomenon that only adds ‘more zeros’ in a firm’s profits; it is
rather transforming the entire workforce as the most ‘valuable assets’ in order for the
organization to pave ways for greater achievements via innovativeness and creativity. Hence,
companies should therefore, come up with some effective plans especially in investing the
various aspects of human capital as not only does it direct firms to attain greater performance but
also it ensures firms to remain competitive for their long term survival.
White Paper Title September 2013 Author: Oracle HCM Product Marketing
Contributing Authors: Oracle HCM Product Strategy
Oracle HCM Cloud Service powers HR’s contribution to the business. The industry’s
most complete cloud solution enables organizations to simplify managing people and build the
best talent. Organizations can manage growth globally while adapting to local needs through a
global HR foundation and gain actionable insights so they can execute the best talent
management strategies. A simple, user-friendly experience and embedded role-based decision
support transform the system from a transactional to an intelligence-driven application.
Enterprise 2.0 functionality coupled with social networking and mobile capabilities make it
easier than ever for you to work effectively. And seeing into the future? Oracle HCM not only
places information right at your fingertips, it can even help you look ahead and be prepared for
upcoming talent and business changes.
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Human Resources Management & Ergonomics Volume V 2/2011
This article describes the results of the research was focused on monitoring expert
opinions on the nature of human capital and the location of this economic category in economic
theory and management theory. The result of research is proposal for the structure of theoretical
approaches towards understanding the nature of human capital and its place in science. The
article specifically emphasizes the macroeconomic approach and the importance of human
capital in production functions and for the achievement of extensive and intensive economic
growth, too.
There are some accesses to the definition of human capital and approaches to the human
capital according to some economists and economic theory schools. In microeconomic view,
there are two basic approaches. In terms of business economics is human capital considered as
production factor. According to the managerial view human capital is a business resource or
asset which forms part of the market value of the company. The macroeconomic approach sees
human capital as one of the production factors, respectively sources of economic growth. The
research results is a summary of definitions of human capital, proposal of structure of different
approaches to understanding the nature and importance of human capital.
The International Journal of Human Resource Management, Vol. 20, No. 2,
February 2009, 235–251
This paper critically reviews the literature on managing diversity through humanresource
management (HRM). We discuss the major issues and objectives of managing diversity
andexamine the state of human resource diversity management practices in organizations. Our
review shows that inequality and discrimination still widely exist and HRM has focused mainly
on compliance with equal employment opportunity (EEO) and affirmative action (AA)
legislation. Less attention has been paid to valuing, developing and making use of diversity. Our
review reveals limited literature examining how diversity is managed in organizations through
effective human resource management. We develop a framework that presents strategies for HR
diversity management at the strategic, tactical and operational levels. Our review also discusses
the implications for practice and further research.
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IOSRJournal of Business and Management(IOSR-JBM) e-ISSN: 2278-487X,

P-ISSN: 2319-7668. Volume 16, Issue 3. Ver. IV (Feb. 2014), PP 21-31
HRD System should be introduced in the organizations as an integrated system as the

various HRD sub-systems are interlinked. The organizations should pay more attention on the
competency development of the employees Periodic reviews should be made to analyze the
changes taking place in the organization and to take corrective measures. Experimental studies
be undertaken to investigate the effectiveness of various HRD practices. HRIS should be
strengthened to keep up to date information of each employee and to enable the management to
use them for employee development and growth.
International Journal Of Education And Social Science Vol. 1 No. 2;

September 2014 Human Resource Management And Its Importance For
Today’s Organizations
Corporations are undergoing dramatic changes with significant implications for how
human resources are managed and the HR function is best organized and managed. The forces
driving change include the rapid deployment of information technology, globalization of the
economy, and the increasingly competitive dynamic business environments that corporations
face. There is a growing consensus that effective human capital is critical to an organization's
success and that the HR function's focus must be more strategic. An effective Human Resources
Management gives chance employees to contribute effectively and productively to the overall
company direction and the accomplishment of the organization's goals and objectives. In
working life, the most important value is employees. That is why Human Resources
Management is the key factor for success of a business. Being a global world and being a part of
global competitive markets processes force businesses to manage human factor more truly for
every level.
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Contemporary Management Research Pages 237-262, Vol. 4, No. 3,

September 2008
The evidence reveals that the intellectual capital management practices by Differentiation
strategy companies emphasis more on the external knowledge, focus onDeveloping individual
knowledge, use interactive application repository of tacit Knowledge, the knowledge innovation
is through the process of socialization and Internalization, and the knowledge application is to
improve products and services Quality. For cost leadership strategy, the knowledge management
practices focus more on Internal knowledge, emphasis on developing documenting
organizational knowledge, use Integrative application of explicit knowledge, the knowledge
innovation is through the Process of combination and externalization of explicit knowledge, and
the knowledge Application is to improve process efficiency and reduce costs.
Investing on Human Capital - Prof. Ramchandra Mahapatra ASIAN
JOURNAL OF MANAGEMENT RESEARCH ISSN 2229 – 3795
Today's competitive global market environment are focused on management of capital

assets–maximizing utilization and minimizing downtime with a minimum of upkeep and
maintenance.In order to value people, companies must move beyond the concept of human
resources and toward the notion of human capital. The term “resource” implies an available
supply that can be drawn upon when needed. The term “capital,” however, refers to something
that gains or loses value depending on how much is invested in it, and how that investment is
made. If intellectual capital was nurtured and maintained in the same way that mechanical
equipment was maintained and upgraded, then companies would not consider cutting the training
budget, or withholding merit increases when there is a profit shortfall. The asset that thrives is
the one that is fed. Investment in people will pay off like investments in other assets. It’s a long
term strategy. The last thing a company should do for short term gain is asset dumping. Indeed,
that’s the time to get the assets working extra hard. Everyone knows that without good people,
good products cannot be developed, or good services delivered, or good customer relationships
maintained. But when times get tough, people are often viewed as expendable. And sadly, the
lower down the chain a person is the more expendable they become. Treating people as if they
are costs demoralizes and disenfranchises them. A company’s competitive advantage erodes
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whenever investment in people is cut back – when layoffs occur. This takes a predictable toll on
the company’s health and inevitably the bottom line. Hence it is suggested that employers take a
rational view of managing their human capital more effectively by Competitive compensation
offering with flexible compensation fixation for higher than entry level employees
 The right employee training, development and education, at the right time, provides big
payoffs for the employer in increased productivity, knowledge, loyalty, and contribution.
 Create a learning environment.
 Create motivational drivers for employees.
 A forum open enough for clear and honest communication to be established.
 Introduction of variety of regularly changing roles for higher degree of involvement from
employees.
 Investment in people’s general skill development is necessary.
 Providing an environment that minimizes dissatisfaction factors and maximizes satisfiers.
 Creating an attractive future.
HUMAN CAPITAL MANAGEMENT – AN OVERVIEW

.
There is a large and growing body of evidence that demonstrates a positive linkage
between the development of human capital and organizational performance. The emphasis on
human capital in organizations reflects the view that market value depends less on tangible
resources, but rather on intangible ones, particularly human resources. Recruiting and retaining
the best employees, however, is only part of the equation. The organization also has to leverage
the skills and capabilities of its employees by encouraging individual and organizational learning
and creating a supportive environment where knowledge can be created, shared and applied.
Measuring human capital management:
 The percent of employees in stock plans

 Revenue per employee
 Average pay
 Training expenditures and
 Compensation.
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HR practices for developing human capital:
 The development of career ladders and emphasis on trainability and commitment.

 A high level of functional flexibility with the abandonment of potentially rigid job
descriptions.
 The reduction of hierarchies and the ending of status differentials.
 A heavy reliance on team structure for structuring work and problem solving.
 Exemplary job design to promote intrinsic satisfaction.
 A policy of no compulsory lay-offs or redundancies.
 New forms of assessment and payment systems and
 A high involvement of employees in the management of quality.
HCM CHANGE MANAGEMENT BEST PRACTICES:
Develop the employee communication plan that explains the problem that the change will solve.
Include in the communication plan an explanation of what is in it for the message receipt.
State the desired outcomes and the timeline.
Modify competency models to reflect employee capabilities required by the change.
Conduct a training needs assessment
Design and implement a training program to bridge knowledge and skill gaps
Collect input through out the change processing focus groups, town hall meeting, surveys, etc.
Set performance goals that reflect the behaviors required to meet change objectives.
Include measures to assess these behaviors changes in performance evaluations.
Modify recognition and rewards and programs to encourage employee to change.

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They state that human capital consists of the next 15 items divided into three groups:
Employees’ Capabilities Employees’ Development Employees’ Behavior

& retention
Employees’ know-how and expertise Employee’s job satisfaction Key employee turnover
Employee’s work related competence Leadership qualities of managers Incentive programme and
compensation scheme
Employee’s creativity and innovativeness Employee’s motivation Employee’s previous job
experiences
Employees’ work- related knowledge Employee’s loyalty Employee’s level of education
and vocational qualification
Employee’s profitability
Employee’s training
Employee recruitment cost
Modern human capital management methods to collect data:

Because of changes in the working environment, a strategic orientation in human capital
management got more important and adjustments needed to be done. Added value in HRM cannot
only be reached on pure monetary and quantitative factors but also on ‘quality of life’, as social and
working a quality. Modern human capital management is characterized by its orientation of
quantitative as well as qualitative, operative as well as strategic and past – as well as future – oriented
perspective (Armutat, 2002).
One instrument could be financial ratios with so called ‘ soft-fact-indicators’ (kiechhofd,

2000, p.26). such qualitative information could be obtained with personnel surveys (wunderer &
Kuhn, 1995). Benchmarking would be another example for a modern human capital management
instrument (wunderer & Kuhn, 1995. It is comparing practiced and planned HR instruments, methods
and concepts with other organizations’ instrument to identify deficits and to show improvement
opportunities.
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A future-but also strategic oriented method is scenario management which is important for the
planning of a personnel department. It helps to react in time to changes in the social, technical of
economical environment , which have direct consequences for the HR planning or HR strategy (fink,
schlake & siebe, 2oo1).
The previously mentioned instruments are in no case new innovations, but they are suited to
be used in HCM. The point human capital management is not so much about the added value of an
HCM-system, which evolves through many different data sources and instructions.
The entire instrument can be used together, such integrated human capital management
models are For example Balanced scorecard, the EFQM model or the EFOM business excellence
model(wunderer & jaitz, 1999). The EFQM-model is a quality management system and the EFQM
excellence model is the improved version of it. The EFQM excellence model is a frame work for
organizational management systems, created by the European foundation for quality management
(EFQM) and developed for helping organizations on their way towards being more competitive
( heery & noon, 2001). These models can be easily used or HRM.
Balanced scorecard is ‘a format for describing activities of an organization through a number

of measures for each of (usually) from perspectives’ (N.-G.olve & sjostrand, 2006). The basic
scorecard includes the financial, customer, internal business (process) and learning and growth
perspective. According to BSC in management literature more important of than in organizations.
The real integration of the different perspectives in the BSC make this concept to an almost ideal
instrument for modern human capital management. since it offers an all-round and differentiated
approach.
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2.2. RESEARCH METHODOLOGY

Research methodology is a way to solve systematically the research problem. It explains
the various steps generally adopted in studying research problems. It is necessary for the
researchers to know not only the research methods/ techniques but also methodology. The
research design in descriptive in nature as the researcher has made attempts to describe
characteristics as it is.
2.3. RESEARCH DESIGN
The research design is which involves a series of rational decision- making choices.
A research design is the blue print specifying every stage of action in the course of the
research. A research design is the arrangement of conditions for collection and analysis of data in
a manner that aims to combine relevance to the research purpose with economy in procedure.
The research design was based on the descriptive study.

It is used to describe characteristics, of a population or phenomenon being studied.the
main objective of descriptive study is to acquire knowledge. The study is undertaken in
organizations to learn about and describe the characteristics of a group of employees.
The methods followed in the descriptive research is
 Observation
 Case study approach
It involves formulating the objectives of the study, defining the population and selecting a
sample, designing the methods of data collection and analysis of data and results.
2.4. SAMPLING DESIGN
“A statistical is a minimum picture or cross section of the entire group or aggregate from
which the sample is taken” – P.V.Young
This is a non-probability sampling in which the interviewers will decide the choice of
sampling units based on their convenience. In most of the situation, the following may be
true.
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 The sampling unit may be distributed sparsely.

 Some respondent will not co-operate in filling the questionnaire.
2.5. DATA COLLECTION
Data required for the study have been obtained from workers. The primary data was
collected from well furnished interview schedule (questionnaire) is given. While deciding about
the method of data collection to be used for the study, the researcher should keep in mind two
types of data.
PRIMARY DATA
Primary data are original observations collected by the researcher or his agents for the
first time for any investigation and used by them in the statistical analysis. The primary source
includes definition of terms and units used. It is essential that the investigator understand the
meaning of units in which data are recorded. The primary source also includes a copy of the
schedule used in data collection together with the prescription of the procedure used in selecting
the sample and the size of the sample.
Methods of collecting primary data:
 Direct personal interview

 Questionnaire
SECONDARY DATA
Secondary data means data that are already available that is, they refer to the data, which
have already have collected and analyzed by someone else. When the researchers utilize
secondary data, then they have to look into various sources from where they can obtain the.
Methods of collecting secondary data are books, journals, newspaper, magazine, internet, reports
and publications of various associations connected with industries.
The secondary data, on the other hand, are those which have already been collected by
someone else which have already been passed through the statistical process.
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 Primary data was collected with the help of questionnaire. The questionnaire contains 23
questions.
 Secondary data and employees the history, team building and its impact on production
was collected from various records of the MonoTech System Ltd.
2.6. QUESTIONNAIRE CONSTRUCTION
A questionnaire consists of a number of questions printed or typed in a definite order on a

form or set of forms. The respondents have to answer the questions on their own.
There are two types of questionnaire are used such as open ended questionnaire and
closed ended questionnaire.
 In the closed ended questionnaire, the responses are already indicated and the
respondents have to only indicate the choice.
 In the questionnaire they have two types open- ended and closed questions, In the closed-
ended questions they are polytomous and dichotomous questions are used.
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2.7. SAMPLE SIZE
CALCULATION
Sample size = ______N______

1 + N (e)2
N = population size
e = precision rate
N = 200
E = 5%
sample size = 200_____

1 + 200 (5%)2
= 200
1.5
= 133.33
≈ 134
From the calculation with population of 200 employees we round up the sample size as 134 for
the research to be effective.
Area of the study:

The study was conducted at the Mono Tech System Limited in T.Nagar, Chennai.
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2.8. STATISTICAL TOOLS APPLIED:
To analyze the data and inner the results, the statistical tools and used for this study are;
 Simple percentage analysis

 Weighted average
 Chi-square analysis
SIMPLE PERCENTAGE ANALYSIS
Simple percentage analysis is used for analysis of the data that is collected for research
work, simple percentage are often used in data presentation for the simplify, numbers, through
the use of percentages, the data are reduced in standard form with base equal to which it
facilitates the relative comparisons.
No . of respondent
Percentage of the respondent =
Total respondents
× 100
WEIGHTED AVERAGE METHOD
The terms weight stands for the relative importance of the different items. The formula
for computing weighted average is
Weighted average= ∑ Wi Xi / N
Where,
Xi = represents the variable values

Wi =represents the weights attached to the variable values
CHI-SQUARE ANALYSIS
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Chi-square is an important non-parametric test and such no rigid assumptions are necessary
in respect if the type of population. We require only the degrees of freedom for using the test. As
non-parametric test chi-square can be used.
 As a test of goodness of fit.

 As attest of independent.
Goodness of fit:
Ho – the given data follows the assumed distribution
H1 – the given data do not follow the assumed distribution
STEP – 1: Find the parameters of the observed frequencies.
STEP – 2: Make a graphical plot of the observed frequencies on the shape of the curve, the
nearest distribution which can better explain the data.
STEP – 3: Find the expected frequencies for different values of the random variables using the
theoretical distribution of the data by substituting the parameters.
STEP – 4: Compute the value of the chi- square using,
X2 = (Oi – Ei)2 / E
Oi – observed frequency
Ei – expected frequency
STEP – 5: Find the table value of the chi- square with the applicable degrees of freedom and at
the given significant level placed at the right tail of the chi- square distribution.
STEP – 6: If the calculated chi- square value is less than the tabulated chi- square value, it falls
in the acceptance region. Hence accept H0 otherwise reject H1. If not vice- versa.
2.9. LIMITATIONS OF THE STUDY

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 Scope of the study is restricted to the mono Tech system limited in T.Nagar, Chennai..
 The personal bias of the respondents may affect the result of the study.
 The data given by the respondents may not be accurate and reliable.
 The findings are substantially based on the information given by the respondents.
CHAPTER III
DISCUSSIONS, RESULTS AND CONCLUSION

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3.1. ANALYSIS AND INTERPRETATION

Table No: 3.1.1
Table Name: Organization have a vision/mission and core values statement.
Statistical Tool Used: Percentage Analysis
SI.NO Level of Attitude No. of Respondents No. of Respondents

in %
1 Yes 72 53.73
2 No 62 46.26
Total 134 100
Chart No: 3.1.1
No. of Respondents in Percentage %

53.73
No . of Respondents
54
46.26
52
50
48
46
44
42
Yes No
Level of Attitude
Inference: The above table shows that 53.73% of the respondents are agreed with their
organization have a vision/mission and core value statement are good, and 46.26% to a no.
Table No: 3.1.2
Table Name: People understand and follow core values

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SI NO Level of Attitude No. of Respondents No. of Respondents

in %
1 Yes 68 50.74
2 No 66 49.25
Total 134 100
Chart no: 3.1.2
50.74
No. of respondents in percentage %
51
no. of respondents
50.5
49.25
50
49.5
49
48.5
Yes No
level of atitude
Inference: The above table shows that 50.74% of the respondents are agreed with their people
generally understand and follow your core values and 49.25% are no.
Table No: 3.1.3

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Table Name: Core values build on character and integrity as a foundation for organizational
values
SI.NO Level of attitude No. of respondents No. respondents in %
1 Yes 80 59.70
2 no 54 40.29
total 134 100
Chart no: 3.1.3
59.7 No.respondents in percentage %
40.29
No . of Respondents
60
50
40
30
20
10
0
yes no
level of attitude
Inference: The above table shows that 50.74% of the respondents are agreed with their, core
values build on Character and Integrity as a foundation for organizational values and 49.25% are
no.
Table No: 3.1.4

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Table Name: A person’s character and behavior impact the culture of your organization.
SI.NO Level of Attitude No. of Respondents No. Respondents in %
1 Significantly 94 70.14
2 Insignificantly 26 19.40
3 Hard to assess and measure 14 10.45
Total 134 100
Chart no: 3.1.4
No. Respondents in Percentage %

70.14
No. of Respondents
80
70
60
50 19.4
10.45
40
30
20
10
0
Significantly Insignificantly Hard to assess and
measure
Level of Atitude
Inference: The above table shows that 70.14% of the respondents are agreed that they are
significantly with the respect a person’s character and behavior impact the culture of your
organization 19.4% are 10.45 hard to assess and measure.
Table No: 3.1.5

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Table Name: Business pressures you are experiencing to build a high performance team
SI NO Level of attitude No. of respondents No. of respondents in %
1 Supply shortage 74 55.22

2 Performance shortage 56 41.79
3 Leadership team 4 2.98
shortage
Total 134 100
Chart no: 3.1.5

55.22
No. Of respondents
41.79
60
50
40
30 2.98
20
10
0
Supply shortage Performance Leadership team
shortage shortage
Level of attitude
Inference: The above table shows that 55.22% of the respondents are supply shortage with their,
Business pressures you are experiencing to build a high performance team and 41.79% are
performance shortage, and 2.98 are leadership team shortage.
Table No: 3.1.6

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Table Name: Character-driven leadership training to the development of your managers and
supervisors
SI .NO Level of attitude No. Of respondents No. Of respondents in %
1 no – do not desire any 85 63.43

2 no – have not found such a 43 32.08
training program
3 Yes – using a third-party 4 2.98
program
4 Yes – developed our own 2 1.49
Total 134 100
Chart no: 3.1.6

63.43
70
No . of Respondents
60
50 32.08
40
30 2.98 1.49
20
10
0
Level of Attitude
Inference: The above table shows that 63.43% of the respondents are no – do not desire any
with their, Character-driven leadership training to the development of your managers and
supervisors and 32.08% no – have not found such a training program, 2.98%Yes – using a third-
party program and 1.49 are Yes – developed our own.
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Table No: 3.1.7
Table Name: Hinders performance and productivity for leaders
SI NO Lack of planning Wi Xi WiXi
1 Excellent 5 52 260
2 Very good 4 44 176
3 Good 3 20 60
4 Fair 2 18 36
5 Poor 1 0 0
Total 134 532
Statistical Tool Used: weighted average
Weighted average = ∑wi xi /N
Changing of priorities = 532/134
SI NO Lack of leadership Wi Xi WiXi

skills
3 Good 3 10 30
4 Fair 2 9 18
5 Poor 1 0 0
Total 134 552
=3.97
=4.11
Si no Poor Xi Wi WiXi
30
communication
3 Good 3 39 117
4 Fair 2 0 0
5 Poor 1 0 0
Total 134 536
=4.00
Si no Changing of Wi Xi Wixi
priorities
1 Excellent 5 0 0
2 Very Good 4 0 0
3 Good 3 0 0
4 Fair 2 0 0
5 Poor 1 0 0
Total 134 134
=1.00
31
Sino Team conflicts Wi Xi Wixi
3 Good 3 25 75
4 Fair 2 18 36
5 Poor 1 7 7
Total 134 490
=3.65
RANKING TABLE FOR WEIGHTED AVERAGE

32
Hindrance Factors Weighted average Rank
Lack of leadership skills 4.11 1
Poor communication 4.00 2

Lack of planning 3.97 3
Team conflicts 3.65 4
Lack of priorities 1.00 5
Chart no: 3.1.7
Weighted average
4.11 4 3.97
4.5 3.65
4
No . of Respondents
3.5
3
2.5
2 1
1.5
1
0.5
0
ill
s
tio
n
ni
ng cts ies
sk ica n n fli orit
h ip un p la co p ri
rs m of am of
ade om ck Te ck
le rc La La
of oo
ck P
La
Level of Attitude
Inference: The above table shows that the lack of leadership skills ranks first when compared
with other facilities. Then the second is the poor communication, third is the lack of planning and
then comes the team conflicts and lack of priorities.
Table No: 3.1.8

33
Table Name: Organization have a formal performance review plan
Si.no Level of attitude No. of respondents No. respondents in %
1 Yes 90 67.16
2 No 44 32.83
Total 134 100
Chart no: 3.1.8
No.respondents in percentage %
67.16
No . of Respondents
70
32.83
60
50
40
30
20
10
0
Yes No
Level of Respondents
Inference: The above table shows that 67.22% of the respondents are very important with their
organization have a formable performance review plan to evaluate leaders, managers,
supervisors on an annual basis and 32.83% are no.
Table No: 3.1.9

34
Table Name: Tools and processes to continuously grow and develop talent within the company
Si.no Level of attitude No. of respondents No. Respondents in%
1 Yes 56 41. 79
2 No 78 58.2
Total 134 100
Chart no: 3.1.9
No.Respondents in%
58.2
41.79
60
50
No. of respondents
40
30
20
10
0
Yes No
Level of attitude
Inference: The above table shows that 58.20% of the intentional company-wide pro-active
strategy involving assessment tools and processes to continuously grow and develop talent
within the company and 41.79% are no.
Table No: 3.1.10

35
Table Name: Reliable method of quantifying candidates
1 Satisfied 82 61.19
2 Highly satisfied 52 38.80
3 Dissatisfied 0 0
Total 134 100
Chart no: 3.1.10

61.19
70
No. of Respondents
60 38.8
50
40
30 0
20
10
0
Satisfied Highly satisfied Dissatisfied
Level of Attitude
Inference: The above table shows that 61.19% of the respondents are agreed that they are highly
satisfied with the respect each reliable method of quantifying candidates(internal/external) with a
greater degree are38.80%satisfied.
Table No: 3.1.11
Table Name: Current employee possesses the right character and behavior attributes.
36
Si.no Level of Attitude No. of Respondents No. Respondents in %
1 To a greater 98 73.13
2 To a certain extent 36 26.86
3 To a little extent 0 0
Total 134 100
Chart no: 3.1.11
No.respondents in percentage %
73.13
No. of Respondents
80
70
60 26.86
50
40 0
30
20
10
0
To a greater To a certain extent To a little extent
Level of Attitude
Inference: The above table shows that 73.13% of the respondents are agreed that their reliable
method to determine whether a current employee possesses the right character and behavior
attributes are good and greater extent,26.86% to a certain extent.
Table No: 3.1.12
Table Name: Successful performance in a given position

37
Si.no Level of attitude No. of Respondents No. Respondents in %
1 Yes 77 57.46
2 No 57 42.53
Total 134 100
Chart no: 3.1.12

57.46
42.53
60
No. of Respondents
50
40
30
20
10
0
Yes No
Level of Attitude
successful performance in a given position based on position level business outcomes and
objectives and 42.53% are no.
Table No: 3.1.13
Table Name: Average tenure of people in organization in the last five years
38
Si no Level of attitude No.of respondents No. of Respondents in%
1 Increased 23 17.16
2 Decreased 94 70.14
3 Remained same 17 12.68
total 100
Chart no: 3.1.13
70.14
80
70
No . of respondents
60
50
40 17.16
12.68
30
20
10
0
Increased Decreased Remained same
Level of Attitude
increase average tenure of people in organization in the last five years, 17.16% decreased and
12.68% are same .
Table No: 3.1.14
Table Name: Ratio of managerial to non-managerial staff in the last five years
39
SI. No Level of attitude No.of respondents No. of respondents in%
Total 134 100
Chart no: 3.1.14
47.01 No.of Respondents in Percentage %

50
45
No . of respondents
29.85
40
35 23.13
30
25
20
15
10
5
0
Level of Attitude
Inference: The above table shows that 47.01% of the respondents are agreed that they areratio of
managerial to non-managerial staff in the last five years, 29.85%satisfied and 23.13% are
dissatisfied.
Table No: 3.1.15
Table Name: Ratio of customer-facing or revenue-generating staff

40
Si no Level of attitude No.of respondents No. of respondents in%

Total 134 100
Chart no: 3.1.15
No.of Respondents in Percentage %

76.86
80
No . of respondents
70
60
50
40 17.16
30 5.97
20
10
0
Level of Attitude
Inference: The above table shows that 76.86% of the respondents are increased that they are
ratio of managerial to non-managerial staff in the last five years, 17.16% decreased and 5.97%
are remain the same.
Table No: 3.1.16
Table Name: Part-time, temporary, or contract employees exist across your organization
41
1 Yes 69 51.49
2 No 65 48.50
Total 134 100
Chart no: 3.1.16

51.49
No. of Respondents
51.5
51
50.5 48.5
50
49.5
49
48.5
48
47.5
47
Yes No
Level of Attitude
part-time, temporary, or contract employees exist across your organization and 48.50 % are no
Table No: 3.1.17
Table Name: Relative performance against competitors

42
Si no Level of attitude No. of Respondents No. of Respondents in %
1 Highly satisfied 87 64.92

3 Netural 21 15.67
4 Dissatisfied 0 0
5 Highly dissatisfied 0 0
Total 134 100
Chart no: 3.1.17
No.of Respondents in Percentage %

64.92
70
60
No . of Respondent
50
40
30 19.4
15.67
20
0 0
10
0
Highly satisfied Satisfied Netural Dissatisfied Highly dissatisfied
Level of Attitude
satisfied with the respect each relative performance against competitors, 19.4%satisfied and
15.67% are netural.
Table No: 3.1.18
Table Name: Revenue per employee is it higher than your competitors

43
Si no Level of attitude No. of respondents No. of Respondents in %
1 Highly satisfied 0 0
3 Neutral 7 5.22
4 Dissatisfied 99 73.89
5 Highly dissatisfied 0 0
Total 134 100
Chart no: 3.1.18
No. of Respondents in %
73.89
80
70
No. of respondents
60
50
40 20.89
30
0 5.22 0
20
10
0
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied
Level of attitude
dissatisfied satisfied with the respect each revenue per employee is it higher than your
competitors 20.89satisfied and5.22 % are netural.
Table No: 3.1.19
Table Name: Average time to full productivity for new hires

44
Si no Level of attitude No. of respondents No. of Respondents in%
1 Strongly agree 83 61.94

2 Agree 35 26.11
3 Netural 16 11.94
4 Disagree 0 0
5 Highly disagree 0 0
Total 134 100
Chart no: 3.1.19

61.94
70
No. of Respondents
60
50
40 26.11
30
11.94
20 0 0
10
0
Strongly Agree Netural Disagree Highly
agree disagree
Level of Attitude
agree with the respect each average time to full productivity for new hires, 26.11%agree and
11.94 % are netural.
Table No: 3.1.20
Table Name: R&D activities to develop the organization

45
Si no Level of attitude No. of respondents No. of respondents in%
1 To a greater extent 76 56.71

2 To a certain extent 14 10.44
3 Netural 32 23.88
4 To a little extent 12 8.95
5 Not to all 0 0
Total 134 100
Chart no: 3.1.20

56.71
60
No. of Respondents
50
40 23.88
30
10.44 8.95
20 0
10
0
t t l t all
ten ten u ra ten o
x ex et x tt
ere n N lee o
ea
t tai itt N
gr er al
a ac To
To To Level of Attitude
Inference: The above table shows that 56.71% of the respondents are agreed that their R&D
activities to develop the organization and greater extent,23.8 8% to netural and 10.44 to a certain
extent are 8.95 to a little extent.
CHI-SQUARE ANALYSIS
Table no: 3.1.21
Table name: Relationship between HRD process increase organization development

46
HRD process
Strongly Agre Strongly
Employee Neutral Disagree Total
agree e disagree
satisfaction
Highly satisfied 45 15 12 0 0 72
Satisfied 15 12 8 0 0 31
Neutral 10 9 8 2 0 29
Dissatisfied 0 1 0 1 0 2
Highly dissatisfied 0 0 0 0 0 0
Total 66 37 28 3 0 134
Employee’s
Satisfaction
Strongly
Strongly Agree Agree Neutral Disagree
Organization Disagree
effectiveness
Highly satisfied 35.46 19.88 15.04 1.61 0
Satisfied 15.26 8.55 6.47 0.69 0
Neutral 14.28 8.00 6.05 0.64 0
Dissatisfied 0.98 0.55 0.41 0.04 0
Highly dissatisfied 0 0 0 0 0
Null Hypothesis (H0):

There is no significant relationship between the employee satisfaction and the HRD
process increase organization development.
Alternate Hypothesis (H1):

47
There is significant relationship between the employee satisfaction and the HRD process
increase in organization development.
Chi square test:

The formula for chi square test given by,
Chi square = ( Oi - Ei )2/E
Chi square table
Table: 3.1.22
SI.NO Oi Ei (Oi-Ei)2/E
1 45 35.46 2.56
2 15 19.88 1.19
3 12 15.64 0.61
4 0 1.61 1.61
5 0 0 0
6 11 15.26 1.18
7 12 8.55 1.39
8 8 6.47 0.36
9 0 0.69 0.69
10 0 0 0
11 10 14.28 1.28
12 9 8.00 0.12
13 8 6.05 0.62
14 2 0.64 2.89
15 0 0 0
16 0 0.98 0.98
17 1 0.35 1.26
18 0 0.41 0.41
19 1 0.04 23.04
20 0 0 0
48
21 0 0 0
22 0 0 0
23 0 0 0
24 0 0 0
25 0 0 0
Total 40.19
Calculated value = 40.19
Tabulated value = 26.298
Degree of freedom = (5-1)*(5-1)
=4*4
=16
At 5% level of significance
Calculated value > Tabulated Value
i.e. 40.19 > 26.29
Therefore, we accept alternate hypothesis, Hi.
This implies that there is significant relationship between HRD process in the company
and employee’s satisfaction level.
Chi Square Analysis
Table no: 3.1.23
Table name: Relationship between employee’s satisfaction level and effectiveness of HRD
process and modern human capital management.
Statistical tool used: chi square

49
Employee’s
satisfaction
Strongly Strongly
Agree Neutral Disagree Total
organization Agree Disagree
effectiveness
Strongly agree 36 18 16 0 0 70
Agree 20 10 2 0 0 32
Neutral 10 8 10 2 0 30
Disagree 0 1 0 1 0 2
Strongly disagree 0 0 0 0 0 0
Total 66 37 28 3 0 134
Employee’s
satisfaction
Strongly
Strongly Agree Agree Neutral Disagree
organization Disagree
effectiveness
Strongly agree 34.47 19.32 14.62 1.56 0
Agree 15.76 8.83 6.68 0.71 0
Neutral 14.77 8.28 6.26 0.67 0
Disagree 0.98 0.55 0.41 0.04 0
Strongly disagree 0 0 0 0 0
Null Hypothesis (H0):
There is no significant relationship between employee’s satisfaction level and

effectiveness of HRD process and the modern human capital management.
Alternate Hypothesis (H1):
There is significant relationship between employee’s satisfaction level and effectiveness

of HRD process and the modern human capital management.
50
Chi square test:
The formula for chi square test given by,
Chi square = ( Oi - Ei )2/E
Chi square table
Table: 3.1.24
SI.NO Oi Ei (Oi-Ei)2/E
1 36 34.47 0.06
2 18 19.32 0.09
3 16 14.62 0.13
4 0 1.56 3.79
5 0 0 0
6 20 15.76 1.14
7 10 8.28 0.15
8 2 6.68 3.27
9 0 0.71 0.71
10 0 0 0
11 10 14.77 1.54
12 8 8.28 9.46
13 10 6.26 2.23
14 2 0.67 2.64
15 0 0 0
16 0 0.98 0.98
17 1 0.55 0.3
18 0 0.41 0.41
19 1 0.04 23.04
20 0 0 0
21 0 0 0
22 0 0 0
23 0 0 0
51
24 0 0 0
25 0 0 0
Total 49.94
Calculated value = 49.94
Tabulated value = 26.296
Degree of freedom = (5-1)*(5-1)
=4*4
=16
At 5% level of significance
Calculated value > Tabulated Value
i.e. 49.19 > 26.29
Therefore, we accept alternate hypothesis, H1
This implies that there is significant relationship between employee’s satisfaction level in
the company and effectiveness of HRD process and the modern human capital management.
3.2 FINDINGS FROM THE STUDY
 53.73% of the respondents are agreed with their organization have a vision/mission and
core statement are good.
 50.74% of the respondents are agreed with their people understand and follow your core
values.
 59.70% of the respondents are agreed with their, core values build on Character and
Integrity as a foundation for organizational values.
52
 70.14% of the respondents are agreed that they are significantly with the respect a
person’s character and behavior impact the culture of your organization.
 55.22% of the respondents are supply shortage with their, Business pressures you are
experiencing to build a high performance team.
 63.43% of the respondents are no – do not desire any with their, Character-driven
leadership training to the development of your managers and supervisors.
 Lack of leadership skills ranks first when compared with other facilities.
 67.22% of the respondents are very important with their organization have a formable
performance review plan.
 58.20% of the intentional tools and processes to continuously grow and develop talent
within the company.
 61.19% of the respondents are agreed that they are highly satisfied with the respect each
reliable method of quantifying.
 73.13% of the respondents are agreed that their reliable method to determine whether a
current employee possesses the right character and behavior attributes.
 57.46% of the respondents are very important with their successful performance is given
a position.
 70.14% of the respondents are agreed that they are increase average tenure of people in
organization in the last five years
 47.01% of the respondents are agreed that they are ratio of managerial to non-managerial
staff in the last five years.
 76.86% of the respondents are increased that they are ratio of managerial to non-
managerial staff in the last five years.
 51.49% of the respondents are very important with their, part-time, temporary, or contract
employees exist across your organization.
 64.92% of the respondents are agreed that they are highly satisfied with the respect each
relative performance against competitors.
 73.89% of the respondents are agreed that they are dissatisfied with the respect each
revenue per employee is it higher than your competitors.
 61.94% of the respondents are agreed that they are highly agree with the respect each
average time to full productivity for new hires.
53
 56.71% of the respondents are agreed that their R&D activities to develop the
organization and greater extent
 This is significant relationship between HRD process increase and organization
development.
 This is significant relationship between employee satisfaction level in the company and
effectiveness of HRD process and modern human capital management.
3.3. SUGGESTIONS AND RECOMMENDATIONS

The findings of this study reveal various interesting aspects of the HRD process towards modern
human capital management adopted to the company. Based on the data and the findings the
followings are suggested for the benefit of both the organization and employees:
Corporate Culture:
To succeed in today’s turbulent and changing business climate organizations realize the
foundation of their corporate culture is critical if the fundamental objectives are to enhance
54
profits, manage costs effectively, mitigate risks, to align and maximize human capital assets to
enable optimal performance and productivity. Human capital alignment “compatibility”,
principles of integrity, honesty, self-control and fairness are qualities that need to be inculcated
in the foundation of an organization’s culture and must guide managerial decisions.
Ethical leadership at all levels of an organization produce harvests of trust and
confidence. Building and sustaining a successful culture requires people, processes and guiding
principles to make different corporate cultures and businesses successful.
Employee Development :
In order to sustain and build productivity and performance in a challenging business
economic climate and to achieve future growth opportunities, successful organizations realize
that it is critical to develop their people beyond basic job skills. Cutting edge companies simply
know from experience that they must have a sustainable strategy to assess and develop the
character competencies and behavioral traits of their leaders as well as the general employee
population.
Skill proficiency:
From the analysis made from the data, it is found that skill proficiency is lacking for the
employees. So the skill proficiency has to be improved. Various training programs such as
conducting games are to be organized to improve skill proficiency.
Leadership skills:
The leadership skills for the managers has to be improved further. To improve the leadership
skills, the following are to be implemented.
 Conduct training to improve communication skills.
 Maintain a positive attitude in an organization.
 Training programs for enhancing decision making skills are to be arranged.
 Sensitivity training are to be provided.
55
Workforce productivity:
Increasing productivity is one of the most critical goals in business unfortunately, it’s an
activity seldom accepted HR professionals as a legitimate mandate. While most HR
professionals acknowledge that their job entails establishing policy, procedures and programs
and governing people management, few attempt to connect such elements to increasing
employee output (volume, speed, and quality) per each dollar spent on labor costs (or as an easier
to measure alternative revenue per employee).
From the analysis made, it is known that the workers are dissatisfied with the revenue per
employee given to them against the competitors. Hence the management has to take steps to
increase the revenue per employee.
3.4. CONCLUSION
The HRD process towards modern human capital management has become the essential
for every organization in the competitive, globalization and liberalization. HRD process must be
developed by every organization to achieve the targeted goals of the employees and organization.
Employees are the valuable assets of any organization. The present study is an attempt contribute
to a better understanding of the HRD process prevailing in hardware and manufacturing
organization.
56
The factors like corporate culture, employee development, skills proficiency, workforce
productivity contribute towards HRD.
The study shows the relationship that exists between the effectiveness of HRD process
and human capital management and suggestions are made to focus on the improvement of HRD
processes and its role in better human capital management.
CHAPTER IV
QUESTIONNARIE
A STUDY ON EFFECTIVENESS OF HRD PROCESS TOWARDS

MODERN HUMAN CAPITAL MANAGEMENT WITH SPECIAL
REFERENCE TO MONOTECH SYSTEM PVT LIMITED IN T.NAGAR,
CHENNAI.
57
Respected Sir/Madam,
I am JAYAPRIYA.S. I am doing my MBA final yea in Adhiparasakthi Engineering College and

I am doing my final year project in monotech system limited. I request you to spend your
valuable time to fill up the following questionnaire.
QUESTIONARIES
DEMOGRAPHIC VARIABLES:
Name: emp no:
Department: Designation:
Age:
(a) less than 25 (b) 24 – 35 (c)35 – 45 (d) 45 & above.
Your experience in this organization:
(a) 1 – 2 years (b) 2 – 3 years (c) 4 – 5 years (d) above 5 years.
Qualification:
(a) Up to 10th std (b) 10th – 12th (c) diploma/degree (d) p.g.
Salary range:
(a) Up to 5000 (b) 5000 – 10,000 (c) 10,000 – 15,000 (d) above 15,000.
Corporate Culture
1. Does your organization have a vision/mission and core values statement?
a) Yes
b) No
2. Do your people generally understand and follow your core values?

58
a) Yes
b) No
3. Do your core values build on “Character and Integrity” as a foundation for

organizational values?
a) Yes
b) No
4. To what degree does a person’s character and behavior impact the culture of
your organization and the financial bottom-line?
a) Significantly
b) Insignificantly
c) Hard to assess and measure
Employee Development
5. What are some of the business pressures you are experiencing in an effort to
build a high performance team? (check all that apply)
a) Supply shortage (quantity)

b) Performance shortage (quality)
c) Leadership team support
59
6. Are you incorporating any kind of character-driven leadership training into the
development of your Managers and Supervisors?
a) No – do not desire any

b) No – have not found such a training program
c) Yes – using a third-party program
d) Yes – developed our own
7. What hinders performance and productivity for Leaders? (rank 1-high through5-
low)
Hinderance factors Excellent Very good Good Fair Poor
Lack of planning
Lack of leadership skills
Team conflicts
Poor communication
Lack of priorities
8. Does your organization have a formable performance review plan to evaluate

leaders, managers, supervisors on an annual basis concerning the following areas?
A)Yes B) NO
Skills proficiency
9. Does your organization have an intentional company-wide pro-active strategy

involving assessment tools and processes to continuously grow and develop talent
within the company?
a) Yes
b) No
60
10. Does your organization have a reliable method of quantifying candidates

(internal/external) with a greater degree of fit to the job position competency
model, of who are most likely to succeed in the organization?
a) Yes, very satisfied

b) Yes, but need to refine and improve
c) No, not at this time
11. Are you using a reliable method to determine whether a current

employee possesses the right character and behavior attributes to be a
good candidate for any other position in your company?
a) Yes, post and interview for internal jobs

b) Yes, have pre-established training tracks
c) No, do not have a formable process
12. Would it be beneficial to have an internal process that helps quantify the
character and behavior competencies associated with successful performance in a
given position based on position level business outcomes and objectives?
a) Yes
b) No
c) Need to learn more
Workforce demographics and diversity

13. What is the average tenure of people in your organization? In the last five
years?
a) Increased
b) decreased
c) Remained same
14. What is your ratio of managerial to non-managerial staff in the last five years?
61
a) Increase
b) Decreased
c) Remained the same
15. What is the ratio of customer-facing or revenue-generating staff to back-office
staff ?
a) Increased
b) decreased
c) Remained the same
16. How many part-time, temporary, or contract employees exist across your
organization?
a) Yes
b) No
Workforce productivity
17. What is your relative performance against competitors’?
a) High satisfied
b) Satisfied
c) Netural
d) Dissatisfied
e) Highly dissatisfied
62
18. What is your revenue per employee? Is it higher than your competitors?
a) High satisfied
b) Satisfied
c) Netural
d) Dissatisfied
e) Highly dissatisfied
19. What is the average time to full productivity for new hires? How does this
compare to median tenure within our organization?
a) Strongly agree
b) Agree
c) Netural
d) Disagree
e) strongly disagree
20. R&D activities to develop the organization

a) To a greater extent
b) To a certain extent
c) Netural
d) To a little extent
e) Not to all
Relationship between the factors and the effectiveness of HRD process

towards modern human capital management:
26) Are you satisfied with existing HRD process of your organization?
(a) Highly satisfied

(b) Satisfied
(c) Netural
(d) Dissatisfied
63
(e) Highly dissatisfied.
27) Do you agree that the HRD process increase organization development?
a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
28) Do you agree that the effectiveness of HRD process to improve the modern
human capital?
a) To a greater extent
b) To certain extent
c) Neutral
d) To little extent
e) Not at all.
REFERENCES
WEBSITES:
 www.researchgate.net
 www.iises.net
 www.ipublishing.co.in
 www.sosyalarastimalar.com
64
 www2.deloitte.com
 www.icpak.com
JOURNAL:
 Asian journal of management research online open access publishing platform for
management research- human capital management.
 International journal of business and management the impact of human capital
management on the innovativeness of research center-university of biskra-algeria.
 The journal of international social research human capital development and its impact on
firm performance -maran marimuthu.
 Emerald group publishing limited, journal of knowledge management the moderating role
of human capital management practices on employee capabilities.

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1.1. COMPANY PROFILE

Monotech is committed to being at the forefront of printing and publishing solutions,

 Superior quality products

Pre Press, Press & Post Press

 Gravure Cylinder Engraving

Digital Enhancement & Finishing

 Digital Enhancement Presses

Wide Format and Textile Printing

 Eco Solvent Printers

Engineering Systems and 3D Printing

 3D Printing and Scanning

Inkjet Products and Solutions

 Inkjet Imprinting Systems (Monochrome)

Labels and Packaging

 Flexo Printing Press

 CIP3, CIP4, Proofing and Color Management

1.2. OBJECTIVES OF THE STUDY

1.3. SCOPE OF THE STUDY

MAIN THEME OF THE PROJECT

2.1. REVIEW OF LITERATURE:

Journal of knowledge Q Emerald management group publishing limited,

International Journal of Business and Management Vol. II (4), 2014

Today, innovation depends on intangible assets especially human capital. Moreover,

Uluslararası Sosyal Aratırmalar Dergisi The Journal of International Social

In light of this, the understanding of firm performance in relation to human capitals

Human Resources Management & Ergonomics Volume V 2/2011

IOSRJournal of Business and Management(IOSR-JBM) e-ISSN: 2278-487X,

HRD System should be introduced in the organizations as an integrated system as the

International Journal Of Education And Social Science Vol. 1 No. 2;

Contemporary Management Research Pages 237-262, Vol. 4, No. 3,

Today's competitive global market environment are focused on management of capital

HUMAN CAPITAL MANAGEMENT – AN OVERVIEW

 The percent of employees in stock plans

HR practices for developing human capital:

 The development of career ladders and emphasis on trainability and commitment.

HCM CHANGE MANAGEMENT BEST PRACTICES:

State the desired outcomes and the timeline.

Modify competency models to reflect employee capabilities required by the change.

Conduct a training needs assessment

Include measures to assess these behaviors changes in performance evaluations.

Modify recognition and rewards and programs to encourage employee to change.

Employees’ Capabilities Employees’ Development Employees’ Behavior

Modern human capital management methods to collect data:

One instrument could be financial ratios with so called ‘ soft-fact-indicators’ (kiechhofd,

Balanced scorecard is ‘a format for describing activities of an organization through a number

2.2. RESEARCH METHODOLOGY

The research design was based on the descriptive study.

 The sampling unit may be distributed sparsely.

2.5. DATA COLLECTION

Methods of collecting primary data:

 Direct personal interview

2.6. QUESTIONNAIRE CONSTRUCTION

A questionnaire consists of a number of questions printed or typed in a definite order on a

2.7. SAMPLE SIZE

Sample size = ______N______

sample size = 200_____

Area of the study:

2.8. STATISTICAL TOOLS APPLIED:

 Simple percentage analysis

SIMPLE PERCENTAGE ANALYSIS

WEIGHTED AVERAGE METHOD

Xi = represents the variable values

Sample size = N