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ALKESH DINESH MODY INSTITUTE FOR FINANCIAL & MANAGEMENT STUDIES

SUBJECT Human Resour e Mana!emen"#

TO$IC

In"ro%u "&on "o Human Resour e Mana!emen"#

TY BMS 'A(

SUBMITTED TO $ro)* Aruna Des+,an%e

GROU$ MEMBERS

Names

Ro-- No*

Ra.& B+&n!are

/0

A%&"1a De"+e

23

30

Joe-

Ra+u- Kan%or

42

Ar +ana Kane

45

N&6+&-

70

INTRODUCTION
Organizations traditionally use five inputs namely Men, Method, Money, Machine & Material to achieve organizational objectives. People are considered to be the more vital Resources. Human Resource Management is a ay of management that lin!s

people"related activities to the strategy of a business or organization. HRM is that aspect of total business management human relationship hich deals ith

ithin an organization. HRM is the practices involved in

carrying out the people or human resource aspect of management position including recruiting, training, motivation, etc. HRM is re#uired for business as they$ll as non"business organization. %very organization needs HR. HRM involves application of management functions & principles for ac#uisitioning, organization. developing, maintaining & remunerating employees in hether they are beneficial or harmful to the society

DEFINITION

HRM is planning, organizing, directing & controlling of the procurement, development, compensation, integration, maintenance & separation human resource to the end that individual, organizational & social objective are accomplished.#

HR MANAGER
& human resource manager is a person ho ta!es proper care of all human resource functions and has leadership #ualities to handle crucial matters related to HR in an organization. He belongs to middle level management and ta!es decisions for critical matters as per the situation arises. He should be imbibed ith all leadership #ualities such as #uic! decision"ma!er, smart, intelligent, motivating employees in the organization and monitoring them in order to increase their efficiency and productivity. He plays a dual role by catering to the needs of the employees and at the same time ta!ing into cognizance the overall gro th and development of the organization. He also puts his attention in the cost containment, ma!es optimum utilization of human resources in a smart ay, helps in integration of organizational goals and follo s ho sees to it that violations should not ethical business. He is also, responsible person

be done in any case of legal re#uirements. He should not ta!e any bias decisions and should have holistic approach in order to solve problems. He needs to have enough !no ledge about HR so that no rong decision can be ta!en. He need to have high level of intelligence in order to be an efficient employee.

8ua-&"&es Re9u&re% :1 HR mana!er


'. He should be a problem"solver and should have an influential personality. He should be proactive and should be in a position to solve all the #ueries as per the situations. (. He should have an e)cellent communication s!ill in order to bridge communication gap to solve problems in a systematic and organized manner. *. He should delegate or! as per the s!ills and talents of the employees and deadlines given and also should be in a position to ta!e strategic steps and decisions.

+. He should give his ',,- commitment and give fair treatment to all employees. He should ta!e initiative in all aspects and should be in a position to achieve goals ithin given deadlines. .. He should be a are of his and other employees /0O1 analysis. He should be in a position to handle pressure, frustration and should ta!e effective decision in stressful situations. 2. He should be in a position to analyze the situation, identify !ey issues, establish and evaluate alternative courses of action and produce logical, practical and acceptable solutions. 3. He should be a good mentor.

FEATURES OF HRM

$er.as&.e )or e; HRM is pervasive in nature. 4t is present in all enterprises. 4t permeates all levels of management in an organization.

A "&on or&en"e%; HRM focuses attention on action, rather on record !eeping, ritten procedure or rules. 1he problems of employees at or! are solved through rational policies.

In%&.&%ua--1 or&en"e%; 4t tries to help employees develop their potential fully. 4t encourages them to give their best to the organization. 4t motivates employees through a systematic process of recruitment, selection, training & development coupled ith fair age policies.

$eo,-e or&en"e%; HRM is all about people at

or!, both as individual &

groups. 4t tries to put people on assigned jobs in order to produce good results. 1he resultant gains are used to re ard people & motivate them to ard improvements in productivity.

Fu"ure or&en"e%; %ffective HRM helps an organization meets its goals in the future by providing for competent & ell motivated employees.

De.e-o,men" or&en"e%; HRM intends to develop the full potential of employees.

Con"&nuous )un "&on; &ccording to 1erry, HRM is not a one shot deal. 4t cannot be practiced only one hour each day or one day a importance in every day operations. ee!. 4t re#uires a constant alertness & a areness of human relations & their

4t helps achieve individual, organizational and social objective of a company.

HRM involves team spirit and team or!. 4t is applicable in all levels of management, i.e. top level management, middle level management and lo er level management.

OBJECTI<E OF HRM

So &e"a- O:=e "&.es; to be ethically & socially responsible to the needs & challenges of the society hile minimizing the negative impact of such demands upon the organization.

Or!an&>a"&ona- O:=e "&.es; to recognize the role of HRM in bringing about organizational effectiveness. HRM is only means to assist the organization ith its primary objectives.

Fun "&ona- O:=e "&.es; to maintain department$s contribution & level of services at a level of appropriate to the organization$s needs.

$ersona- O:=e "&.es; 1o assist employees in achieving their personal goals, at least in so far as these goals enhance the individual$s contribution to the organization. 1his is necessary to maintain employee performance & satisfaction for the purpose of maintaining, retaining & motivating the employees in the organization.

FUNCTIONS OF HRM

Mana!er&a- )un "&ons;

$-ann&n!; 1his function deals ith the determination of the future course of actions to achieve desired results. 1he personnel manager is e)pected to determine the personnel programme regarding recruitment, selection & training of employees. 1he personnel manager is e)pected to predict about age trends, labour mar!et conditions, union demands & other personnel benefits etc.

Or!an&>&n!; 1his function is primarily concerned ith proper grouping of personnel activities, assigning of different groups of activities to different individuals & delegation of authority for the achievement of organizational goals & objectives.

D&re "&n!; 1his involves supervising & guiding the personnel. 5irection then consists of motivation & leadership. 1he personnel manager must be an effective leader ho can create inning teams.

Con"ro--&n!; 6ontrolling function of personnel management comprises measuring the employee$s performance, correcting negative deviation & ensuring an efficient accomplishment of plans. 4t ma!es individuals a are of their performance through revie reports, records & personnel audit programmes.

O,era"&ona- )un "&ons;

$ro uremen" people

)un "&on;

1he

first

operative

function

of personnel

management is procurement. 4t is concerned

ith procuring & employing

ho possess necessary s!ill, !no ledge & aptitude. 4t includes

functions li!e7 8ob analysis, Human Resource planning, Recruitment, /election, Placement, induction & orientation.

De.e-o,men" )un "&on; 4t is the process of improving, moulding, changing & developing the s!ills, !no ledge, creative ability, aptitude, attitude, values & commitment based on present & future re#uirements both at individual$s & organization$s level. 4t includes functions li!e7 Tra&n&n!, E?e u"&.e %e.e-o,men", 6areer planning & development, Human Resource development.

Mo"&.a"&on & Com,ensa"&on )un "&on; 4t is a process

hich in unit of

or!

to create optimum level of performance. 1he main purpose of job design is to integrate the needs of employees to suit the re#uirements of an organization. 4t includes functions li!e 8ob design9 0or! scheduling, Motivation, 8ob evaluation, Performance appraisal, 6ompensation administration, 4ncentives & benefits.

Ma&n"enan e )un "&on; 4t aims at protecting & preserving the physical & psychology health of employees through various elfare measures7 Health & /afety, %mployee elfare, /ocial security measure.

In"e!ra"&on )un "&on; 1his tries to integrate the goals of an organization ith employee aspiration through various employee"oriented programmes, li!e redressing grievance promptly, institute proper disciplinary measures, empo ering people to decide things independently, encouraging a participative culture, offering constructive help to trade unions etc. 4t includes :rievance redressal, 5iscipline, 1eams & team or!, 6ollective bargaining, %mployee participation & empo erment, 1rade unions & employees association, industrial relations*

Emer!&n! &ssues; %ffective management of human Resource depends on refining HRM practices to changing conditions. ;et us loo! at other important issues that can motivate people to give their best in a dynamic & ever"changing environment. 4t includes7 personal records, Human Resource audit, Human Resource research, Human Resource accounting, Human Resource information system, stress & counseling.

Ro-e o) Human Resour e Mana!er


1hey perform mainly three different types of roles, strategic. hile meeting the re#uirements of employees and customers, namely administrative, operational and

2(

A%m&n&s"ra"&.e Ro-es;
1he administrative roles of human Resource management include policy formulation and implementation, house!eeping, records maintenance, administration, legal compliance, etc. elfare

i.

$o-& 1 ma6er7 1he human Resource manager helps management in the formation of policies governing talent ac#uisition and retention, age and salary administration, elfare activities, personnel records, or!ing conditions, etc.

He also helps in interpreting personnel policies in an appropriate manner.

ii.

A%m&n&s"ra"&.e e?,er"7 1he administrative role of an HR manager is heavily oriented to processing and record !eeping. Maintaining employee benefit claims, ans ering #ueries regarding leave, transport and medical facilities, submitting re#uired reports to regulatory agencies are e)amples of administrative nature of HR management.

iii.

A%.&sor7 1he personnel manager performs his functions by advising, suggesting, counseling and helping the line managers in discharging their responsibilities relating to grievance redressal, conflict resolution, employee selection and training.

iv.

House6ee,er7 1he administrative roles of a personnel manager in managing the sho include recruiting, per"employment testing, reference chec!ing, employee surveys, time !eeping, age and salary administration, benefits and pension administration, ellness programmes maintenance of records, etc.

v.

Counse-or7 1he HR manager discusses various problems of the employees relating to or!, career, their supervisors, colleagues, health, and family, financial, social, etc. and advises them on minimizing and overcoming problems, if any.

vi.

@e-)are o))& er7 HR manager is e)pected to be the

elfare Officer of the company. &s a

elfare Officer he provides and maintains canteens, hospitals, cr<ches, educational institutes, clubs, libraries, conveyance facilities, co"operative credit societies and consumer stores.

vii.

Le!a- onsu-"an"7 HR manager plays a role of grievance handling, settling ;ine and /taff =unctions of disputes, handling disciplinary cases, doing collective bargaining, enabling the process of joint consultation, interpretation and implementation of various labour la s, contacting la yers regarding court cases, filling suits in labour courts, industrial tribunals, civil courts and the li!e.

5(

O,era"&ona- Ro-es;
1hese roles are tactical in nature and include recruiting and developing employees9 coordinating HR activities employees. i. Re ru&"er7 HR managers have to use their e)perience to good effect do n lucrative career paths to ne burden to the company. recruits hile laying ith the actions of managers and supervisors throughout the organization and resolving differences bet een

ithout, increasing the financial

ii.

Tra&nerA %e.e-o,erA mo"&.a"or7 HR managers have to find s!ill deficiencies from time to time, offer meaningful training opportunities, and bring out the talent potential of people through intrinsic and e)trinsic re ards hich are valued by employees.

iii.

Coor%&na"orB L&n6&n! ,&n7 1he HR manager is often deputed to act as a lin!ing pin bet een various divisions of an organization. 1he the ma)imum possible e)tent. hole e)ercise is meant to develop rapport ith divisional heads, using PR and communications s!ills of HR e)ecutives to

iv.

Me%&a"or7 1he HR manager acts as a mediator in case of friction bet een t o employees, groups of employees, superiors and subordinates and employees and management ith the sole objective of maintaining industrial harmony.

v.

Em,-o1ee +am,&on7 4n order to deliver effective results HR managers have to treat their employees as valuable assets. /uch an approach helps to ensure that HR practices and principles are in sync ith the organization$s overall strategy.

*>

S"ra"e!& Ro-es;
&n organization$s success increasingly depends on the !no ledge, s!ills and abilities of its employees, particularly as they help establish a set of core competencies. 1he strategic role of HR management focuses attention on ho to enable ordinary employees to turn out e)traordinary performance, ta!ing care of their ever"changing e)pectations. 1he !ey areas of attention in this era of global competition include7"

i.

C+an!e a!en"7 HR$s role as a change is to replace resistance results and fear of change

ith resolve, planning

ith

ith e)citement about its possibilities. HR helps

and organization identifies the !ey success factors for change and asses the organization$s strengths and ea!nesses regarding each factor.

ii.

S"ra"e!& ,ar"ner7 HR$s role is not just to adapt its activities to the firm$s business strategy, nor certainly to carry out fire"fighting operations li!e compensating employees. 4nstead, it must deliver competent, consumer"oriented 0hile implementing strategies, HR should develop appropriate restructure or! processes smoothly. or! force. ays to

$ESONNEL $HILOSO$HY

& philosophy is a system of thoughts, based on some orderly, logical statements of objectives, principles and policies and general method of approach to the solution of some aspects of problems.

De)&n&"&on o) HRM ,+&-oso,+1;C


?1he fundamental beliefs, ideas, principles vie s had by management respect to organizing and treating individuals at or!@ A R* $* Ca-+oun ith

$ersonne- $o-& &es;

& policy is a plan of action. & predetermined guide established to provide direction in decision ma!ing. &s guides, rather than as hard and fast rules, policies are some hat fle)ible, re#uiring interpretation and judgments in their use. 1hey can e)ert significant influence on ho managers accomplish their jobs. HR policies ensure consistency and uniformity in dealing ith people. 1hough principles and policies are often bundled together in the HRM policy statement of an organization, they are distinctly different. Principle is the fundamental truth established by research, investigation and analysis.

Case Study
Mr. &nthony is the 6hief %)ecutive of a medium sized 6hemical 6o. in Hyderabad. He holds a Ph.5. in 6hemistry. Ho ever, he has not been involved in research and development of ne that the products for t o decades. 1hough turnover is or!ing up to their potential. 4t is a ith unnecessary and unproductive not a problem for the company, Mr. &nthony and his senior colleagues noticed or!ers on hourly basis are not that ell"!no n fact that they filled their days activities. Mr. &nthony !ne performance through various incentive plans. One day Mr. &nthony contacted HR Manager and en#uired7 ?0hy their money, the lazy or!ers are not motivatedB 1hey pay them highest in the industry@. 1he or!ing conditions and benefits plans are tied to length of service. %ven or!ers, accordingly, enjoy the benefits in the organization, hich in Personnel Manager replied. ?4 have already informed you a number of times, that

or!ers can be motivated for giving ma)imum

fact, according to the or!ers, should go only to those ho or! hard@. Mr. &nthony then anted the HR Manager to loo! into the problem more

closely and find out a solution to the problems of or!ers on hourly basis.

Cuestions7 '> ;ist the important facts in the case. (> %)plain the motivational problems in this case. *> 4f you ere the Manager, ho ould you motivate the employees so that they

or! betterB

$oss&:-e So-u"&ons;

'> 1he important facts in this case are7 a> 0or!ers appointed on hourly basis are not motivated properly. 1hey are highly paid but do not or! to their full potential. 1hey aste their time in unnecessary and unproductive activities. b> Hourly basis or!ers are not motivated through suitable incentive plans. c> Hourly basis or!ers are dissatisfied as ell as not motivated because7 i> Hard or! and efficiency go unnoticed in the organization. ii> Promotion and benefits plans are tied to the length of service. iii> ;azy or!ers enjoy all benefits in the organization and that too at the cost

of those ho or! hard. iv> 1here is no re ard to hard or! and efficiency in the organization. d> 1his problem relating to or!ers on hourly basis is noticed by the 6hief

%)ecutive Mr. &nthony and his senior colleagues. e> Mr. &nthony discussed the issue ith the HR Manager of the company and

as!ed him to loo! into the problem in depth and suggest solution to the problems relating to or!ers on hourly basis.

(> a> Hard or! and efficiency go unnoticed and unre arded in the organization. b> Promotions and benefits plans are favourable to many years of service Dsenior employees> and not to basis. c> ;azy or!ers get benefits but such benefits are denied to hard or!ing and or!ers or!ers ho have put up or!ing on hourly

efficient or!ers. d> e> Promotion policy Dbased on seniority> is defective. 0or!ers on hourly basis are neglected. 1hey are treated as time measures to motivate such or!ers ere not introduced. asters as

they filled their days ith unnecessary and unproductive activities. /ystematic

*>

&s a HR Manager of the company, 4

ill refer to introduce the follo ing

measures particularly for the motivation of employees or!ing on hourly basis7

a> Provision of security of employment to hourly basis 1his ill give mental peace to hourly basis

or!ers by ma!ing them ill also act as a

permanent employees on certain considerations and also in a planned manner. or!ers and motivating force for them. 1heir attitude to hard or! due to this incentive. ill become positive and fovourable

b>

1he e)isting promotion by seniority systemEmethod promotion on merit basis. &s a result, employees efficiently service. punished as promotions

ill be replaced by or!ers ill be

or!ing hard and also

ill be re arded in the form of promotion and lazy

ill be denied to them inspite of long duration of

c> 1he benefits plans plans

ill not be tiedE lin!ed

ith the length of service. 1he ill ill motivate them to ta!e

ill be made applicable to all

or!ers A old and ne ly appointed. 1his or!ers and

remove injustice to hourly basis initiative and interest in the or!. d> Hard or! and efficiency of all

or!ers

ill be recorded in an impartial

manner. 4t ill be officially form of special increments, cash re ards, etc. 1his ill act as a motivating factor for hourly basis employees li!ely to become permanent in due course.

e>

HR policies or!ers.

ill be adjusted in such a or!ers and there

ay that special benefits

ill be

provided to efficient

ill be indirect punishment to lazy

f>

1he principle of e#ual pay for e#ual

or!

ill be introduced. 1his

ill give

e#ual benefits to all or!ers irrespective of the length of service.

g>

%fforts

ill be made to create fair and favourable ill change the attitude of

or! environment in the ill motivate them

organization. 1his

or!ers and

to or! efficiently for attractive benefitsE re ards.

h>

%fforts

ill be made to remove the feeling of injustice among on hourly basis. ill be removed. &s a result, their approach ill

& feeling of e)ploitation

become positive to ards efficient performance.

HRM of COCA-COLA COMPANY

INTRODUCTION
Founded in 1886, the coca-cola compan i! the "o#ld$! leadin% manufactu#e#, ma#&ete#, and di!t#i'uto# of nonalcoholic 'e(e#a%e concent#ate! and ! #up!) *he compan $! co#po#ate head+ua#te#! a#e in Atlanta, "ith local ope#ation! in o(e# ,-- count#ie! a#ound the "o#ld) *he Coca-Cola Compan i! the .1 compan "ithin the non-alcoholic 'e(e#a%e! indu!t# ) *he ha(e a ,- ea# !tandin% of 'ein% the leade# and in(e!to#! &no" that the Coca-Cola Compan ha! an e/t#ao#dina# #eputation fo# ma/imi0in% !ha#eholde# (alue) A challen%e that the Coca-Cola Compan i! facin% i! the !t#u%%le "ith thei# %lo'al competito#! in the fact that thei# HR p#actice! a#e %#eate# and le!! than co&e) 1f co&e "ant! to mo#e #eputation in the "o#ld the mu!t p#oduce mo#e incenti(e! fo# emplo ee! f#om "hich the mo#e done "o#& ha#d and p#oduce %ood +ualit ) *hei# ne" mana%ement team need! to "o#& on implementin% cohe!i(e %oal! 'et"een the t"o to #each the Coca-Cola Compan $! lon%-te#m %#o"th potential)

MANAGEMENT OF COCA-COLA IN GUJRANWALA (Situated in Pa istan!


DEPARTMENTALI"ATION# 2 Hu$an Res%u&'e and inte&nati%na( &e(ati%n de)a&t$ent*
+ Resea&', and De-e(%)$ent de)a&t$ent*

+ A''%unt de)a&t$ent* + En.inee&in. de)a&t$ent* + P&%du'ti%n de)a&t$ent* + /ua(ity C%nt&%( de)a&t$ent* + Ma& etin. de)a&t$ent* + Sa(e de)a&t$ent* + F(eet de)a&t$ent* Dist&i0uti%n de)a&t$ent* F%((%1in. a&e t,e in2%&$ati%n a0%ut t,e $ana.e$ent %2 Gu3&an1a(a )(ant# *he facto# i! cont#ol ' the 3OM 43u!ine!! ope#ational mana%e#5 and unde# him ei%ht 6epa#tment! a#e "o#&in%) 7(e# 6epa#tment i! led ' a depa#tment Mana%e#) *he 6epa#tment! of account i! lead ' the mana%e# account and unde# him a!!i!t mana%e# "o#&! "ho cont#ol the othe# emplo ee! of the depa#tment unde# him) 6epa#tment of p#oduction and en%inee#in% i! lead ' the P#od) 8 7n%) Mana%e#) 9nde# him "o#& Mechanical 7n%inee#!, Mechanical :upe#(i!o# and A!!i!tant P#oduction) ;ualit cont#ol depa#tment lead ' the mana%e# +ualit cont#ol) 9nde# him "o#&in% the chief chemi!t "ho!e #e!pon!i'ilit i! to %i(e the +ualit p#oduct to the cu!tome#) :ale 8 ma#&etin% depa#tment i! pla in% the impo#tant pa#t in the %#o"in% ma#&et !ha#e in the count# ) *hat depa#tment led ' the :ale 8 ma#&etin% mana%e# that depa#tment i! fu#the# di(ided in the !ale and ma#&etin% !ection) *he ma#&etin% depa#tment i! lead ' the ma#&etin% mana%e# and the !ale !ection ' !ale mana%e#) :ale men "o#& unde# the !ale mana%e#) *#an!po#t (ehicle of the compan the head of the depa#tment i! Fleet mana%e# and unde# him "o#& the a!!i!tant fleet mana%e# "ho mana%e! the cont#ol o(e# the t#an!po#tation of the compan ) *he di!t#i'ution of the coca-cola a#ound the <u=#an"ala #e%ion i! the #e!pon!i'ilit of di!t#i'ution depa#tment, "hich i! lead ' the di!t#i'ution Mana%e#) A!!i!tant di!t#i'ution mana%e# "o#& unde# him to full fill thei# dutie!)

Human #ecou#!e and inte#national affai# depa#tment ta&e cont#ol o(e# the e/te#nal en(i#onment of the compan and help the in the %#o"th of the compan ) *hat 6epa#tment i! lead ' the Mana.e& H*R*I*R* othe# e/ecuti(e "o#& unde# hi! !upe#(i!ion) *he R86 6epa#tment pla ! the mo!t impo#tant #ole in the de(elopment and the %#o"th of the compan ) *hi! 6epa#tment i! lead ' the Mana%e# R86 and A!!i!tant Man%e# "o#& unde# him)

*he total num'e# of emplo ee! in the coca-cola <u=#an"ala Compan i! 456*

C%$)any 'u(tu&e
*he facto#!, "hich mu!t 'e hi%hli%hted in thi! #e%a#d, a#e a! follo"!> :pecial t#ainin% i! %i(en to emplo ee!? ne" emplo ee! al!o a#e placed "ith old one! to lea#n "o#& and the (alue! p#e(alent in the compan , *"o cup! tea a#e f#ee fo# e(e# emplo ee dail thi! #ep#e!ent! the ho!pita'le natu#e of the compan , *hi! facto# &eep! the emplo ee! moti(ated a! the a#e ta&en "ell ca#e thi! fact i! clea# ' the ph !ical action! too& ' the compan , *he compan "o#&in% en(i#onment i! #eall a %ood 'lend of A!ian and "e!te#n (alue!)

M%ti-ati%ns 2%& e$)(%yees


Wa.es#Coca-cola i! p#o(idin% !ma#t "a%e! to it! emplo ee!, "hich a#e competiti(e and #eall !ati!f it! emplo ee!) A! alon% "ith the "a%e! the a#e p#o(ided "ith a lot of facilitie! and amenitie!) 1n '#ief !t#uctu#e of "a%e! can 'e de!c#i'ed li&e thi! @7(ue '%((a& "o#&e#! a#e offe#ed "a%e! alon% "ith commi!!ion, !ale! man a#e offe#ed "a%e! plu! commi!!ion pu#!uin% ce#tain c#ite#ia, W,ite '%((a& "o#&e#! "ho a#e the office#! and the e/ecuti(e! d#a" a hand!ome amount of !ala# "hich i! #eall competiti(eA) Sta22in. and t&ainin.# *he Coca-Cola Compan ha! al"a ! 'elie(ed that education i! a po"e#ful fo#ce in imp#o(in% the +ualit of life and c#eatin% oppo#tunit fo# people and thei# familie! a#ound the "o#ld) *he Coca-Cola Compan i! committed to helpin% people ma&e thei# d#eam! come t#ue) All o(e# the "o#ld, the a#e in(ol(ed in inno(ati(e p#o%#am! that %i(e ha#d-"o#&in%, &no"led%e-hun%# !tudent! 'oo&!, !upplie!, place! to !tud and !chola#!hip!) F#om outh in 3#a0il to fi#!t %ene#ation !chola#!, educational p#o%#am! in local communitie! a#e thei# p#io#it ) Annua( Lea-es#Coca-cola inte#national ha! diffe#ent lea(e! !t#uctu#e! in diffe#ent #e%ion! and count#ie! of the "o#ld "he#e the ha(e thei# compan )

Desi.nati%n :upe#(i!o# A'o(e then :upe#(i!o# 3elo" !upe#(i!o#

A((%1ed (ea-es ,6 lea(e! pe# annum ,6 lea(e! pe# annum ,B lea(e! pe# annum

*he a'o(e ta'le !ho"! !impl ho" the lea(e! !t#uctu#e allo"! fo# the lea(e! and ho" "ell the emplo ee! a#e a"a#ded "ith facilit of %ettin% thei# o"n pe#!onal time to mana%e thei# o"n p#o'lem!) *he!e lea(e! a#e autho#i0ed fo# the emplo ee! and the!e include the "ith pa lea(e!) *hi! facilit i! #eall %#eat "hich &eep! the emplo ee! moti(ated and th#illed a'out thei# "o#&) Ti$e Mana.e$ent 2%& W%& #*ime mana%ement i! the &e to %#o" in thi! fa!t and fu#iou! centu# of %#o"th and de(elopment, !o the#efo#e Coca-cola i! doin% at thei# 'e!t fo# thi! pi(otal facto# of mana%in% time) *o co(e# thi! !e%ment of mana%ement the ha(e di(ided the "o#& in to !hift!) Fo# thi! pu#po!e phenomenon of di(i!ion of la'o# i! cont#i'utin% fo# it! functionin%) 1n <u=#an"ala Coca-Cola compan ha! di(ided the !hift! fo# the "o#& in the follo"in% manne#> *he a#e mana%in% the "o#&in% time in two shifts) *he can include !ome e/t#a !hift if the#e i! demand 'ut no#mall the#e a#e t"o !hift!, "hich a#e e/plained in the follo"in%> 2 8 a)m) to B p)m) 4all depa#tment! othe# then technical depa#tment!5, 2 B p)m) to 1, p)m) 4*echnical depa#tment5) *he!e a#e the !hift! in "hich the "o#& in the facto# i! mo!tl conducted) Medi'a( Fa'i(ities#Medical facilitie! a#e of p#ime impo#tance in an o#%ani0ation a! the health of emplo ee! i! in the 'enefit of the compan a! "ell a! it$! the !ocial #e!pon!i'ilit of the compan to p#o(ide nice and health "o#& en(i#onment to it! emplo ee!, *he!e facilitie! a#e !uch facilitie! "hich can include fi#!t aid t#eatment!, eme#%enc handlin% p#o'lem!, !ic&ne!!, and othe# di!ea!e! "hich a#e fatal fo# a pe#!on) *he Coca-Cola Compan i! p#o(idin% Medical facilitie! to all it! emplo ee!) *he!e t#eatment! a#e p#o(ided to emplo ee! a! pe# thei# de!i%nation!) *he medical facilitie! a#e al!o p#o(ided to !upe#(i!o#! a! "ell a! the office#! in the compan ) E$)(%yees t,ei& Asset# -

*he hea#t and !oul of thei# ente#p#i!e ha! al"a ! 'een thei# people) O(e# the pa!t centu# , Coca-Cola people ha(e led thei# !ucce!!e! ' li(in% and "o#&in% "ith a con!i!tent !et of (alue!) Chile the "o#ld and thei# 'u!ine!! "ill continue to chan%e #apidl , #e!pectin% the!e (alue! "ill continue to 'e e!!ential to thei# lon%-te#m !ucce!!) A! the ha(e e/panded o(e# the decade!, thei# compan ha! 'enefited f#om the (a#iou! cultu#al in!i%ht! and pe#!pecti(e! of the !ocietie! in "hich the do 'u!ine!!) Much of thei# futu#e !ucce!! "ill depend on thei# a'ilit to de(elop a "o#ld"ide team that i! #ich in it! di(e#!it of thin&in%, pe#!pecti(e!, 'ac&%#ound! and cultu#e) *he a#e dete#mined to ha(e a di(e#!e cultu#e, f#om top to 'ottom that 'enefit f#om the pe#!pecti(e! of each indi(idual) E$)(%yee F%&u$s# *he 'elie(e that a !en!e of communit enhance! thei# a'ilit to att#act, #etain, and de(elop di(e#!e talent and idea! a! a !ou#ce of competiti(e 'u!ine!! ad(anta%e)

Ment%&in. P&%.&a$s# *he Coca-Cola Compan i! c#eatin% a ! !tem of mento#in% p#o%#am! that include, one-on-one mento#in%, %#oup mento#in% and mento#in% !elf-!tud tool!) Cu##entl , Coca-Cola No#th Ame#ica and *he Minute Maid Compan ha(e oneon-one mento#in% p#o%#am! de!i%ned to fo!te# p#ofe!!ional %#o"th and de(elopment) *he!e p#o%#am! p#omote t#u!tin% #elation!hip! fo# net"o#&in%, coachin%, ca#ee# coun!elin% and life le!!on!) *he 'enefit! of mento#in% al!o !t#en%then thei# compan ) Mento#in% inc#ea!e! the flo" of info#mation ac#o!! o#%ani0ational line! and encou#a%e! di(e#!e thin&in% and c#o!!-functional lea#nin%)

HRM 1it,in C%'a C%(a C%$)any


Human Re!ou#ce Mana%ement i! an e!!ential pa#t fo# an o#%ani0ation) Mo#eo(e#, de(elopment of thi! depa#tment i! the fi#!t !tep, the %#ound on "hich the futu#e of the compan depend!) coca cola HR depa#tment i! al!o conductin% all the p#actice! of HRM li&e Job analysis and design of work, recruitment and selection, training and development, performance appraisals, compensation, employee relationships, staff welfare and medical policies and !ome othe# thin%! li&e that)

8! J%0 ana(ysis and desi.nin.#


Do' anal !i! i! the p#ocedu#e fo# dete#minin% the dutie! and !&ill #e+ui#ement! of a =o' and the &ind of pe#!on "ho !hould 'e hi#e fo# it) Do' anal !i! con!i!t! of t"o p#oduct! one i! =o' de!c#iption and !econd =o' !pecification) J%0 des'&i)ti%n> a li!t of =o' dutie!, #e!pon!i'ilitie!, #epo#tin% #elation!hip, "o#&in% condition!, and !upe#(i!o# #e!pon!i'ilitie!- one p#oduct of a =o') J%0 s)e'i2i'ati%n> a li!t of a =o'$! human #e+ui#ement! that i! #e+ui!ite! education, !&ill!, pe#!onalit , and !o on-othe# p#oduct of a =o' anal !i!) Coca cola compan HR depa#tment chec& it! o"n =o' de!c#iption and =o' anal !i! in "hich the %et the info#mation a'out emplo ee! "o#& acti(itie!, human 'eha(io#, pe#fo#mance !tanda#d, =o' conte/t and human #e+ui#ement! and al!o othe# info#mation #elated to thi! conduct) HR depa#tment of coca cola u!ed thi! info#mation fo# Rec#uitin%, !election, compen!ation, pe#fo#mance app#ai!al, t#ainin%, and emplo ee$! #elation!hip)

4! P(annin. and F%&e'astin.#


*he p#oce!! of decidin% "hat po!ition! the fi#m "ill ha(e to fill and ho" to fill them, Coca cola HR depa#tment in(ol(e! in compan !t#ate%ic plannin% and the al!o ma&e !ufficient plannin% fo# hi#in% ne" emplo ee! in the futu#e) *he fo#eca!t fo# the e/pected emplo ee! need! in the o#%ani0ation) *he fo#eca!t of emplo ee! on the chan%e technolo% and inc#ea!in% in p#oducti(it ) Afte# plannin% the !end thi! #epo#t to the head office fo# app#o(al) 1f the %et app#o(al f#om the head office then the !ta#t #ec#uitment p#oce!!)

5! Re'&uit$ent )&%'ess#
*hei# #ec#uitment p#oce!! i! "ell e!ta'li!hed fi#!t of all the %i(e ad! in ne"! pape#!, compan "e'!ite, in!titution! etc) Once the #ecei(e an application fo#m, f#om candidate! "ith #e+ui#ed document!) 1nte#nal #ec#uitment 7/te#nal #ec#uitment

9! Se(e'ti%n )&%'ess#
*he !election p#oce!! "ill (a# dependin% on the po!ition ou$#e appl in% fo#, a! one p#oce!! can$t fit all the diffe#ent #ole! the ha(e he#e at CC7) Ho"e(e#, in mo!t ca!e! a com'ination of an of the follo"in% tool! "ill 'e u!ed> 1nte#(ie" <#oup e/e#ci!e! P#e!entation! P! chomet#ic te!t! Role pla !E:ituational 7/e#ci!e!

:! T&ainin. )&%'ess %2 e$)(%yees#


*#ainin% p#oce!! i! e!!ential pa#t of e(e# emplo ee "ithout t#ainin%? emplo ee cannot come to no" the p#ocedu#e of "o#&, #ule! and #e%ulation! of fi#m, !ometime! "hen ne" technolo% i! int#oduced it i! al!o #e!pon!i'ilit of a fi#m to t#ain it! emplo ee!) Afte# #ec#uitin% the f#e!h emplo ee the t#ain them fo# th#ee month! and al!o pa them !ala#ie! afte# th#ee month! the 'ecome pa#t of a fi#m)

*he al!o %i(e t#ainin% to al#ead e/i!t emplo ee it depend upon condition fo# e/ample if ne" technolo% i! int#oduced fi#!t of all the %i(e full t#ainin% to them a'out ne" technolo% then the allo" them to !ta#t thei# =o')

6! Pe&2%&$an'e a))&aisa(#
Coca cola pe#fo#mance app#ai!al i! annuall HR man%e# Ca+a# Mahmood !aid that the app#ai!e the emplo ee due to thei# pe#fo#mance a'out %oal! of the o#%ani0ation, the !et the %oal! !ta#ted the ea# and tell! the emplo ee! a'out the %oal if the emplo ee! achie(e thi! %oal the app#ai!e the emplo ee!) Ste)s in a))&aisin. )e&2%&$an'e# *he pe#fo#mance app#ai!al p#oce!! contain! th#ee !tep!? 6efine the =o' App#ai!e the pe#fo#mance P#o(ide feed'ac& De2ine t,e 3%0; Mean! ma&in% !u#e that ou and ou# !u'o#dinate a%#ee on hi! o# he# dutie! and =o' !tanda#d) A))&aise )e&2%&$an'e; Mean! compa#in% ou# !u'o#dinate$! actual pe#fo#mance to the !tanda#d! that ha(e 'een !et) P&%-ide 2eed0a' ; Mean! di!cu!! the !u'o#dinate pe#fo#mance and p#o%#e!!, and ma&e plan! fo# an de(elopment #e+ui#ed)

<! C%$)ensati%n and 0ene2its#


HR depa#tment mana%e !a ! that emplo ee! a#e thei# a!!et!, the#e fo# the a#e ca#eful a'out thei# health and 'enefit!) They give following compensation and benefits> 3a!ic !ala# 3onu! Medical facilit Pic& and d#op <#atuit fund

:ocial !ecu#it
=!

Sa2ety P%(i'y#