Introduction

Human resources are the set of individuals who make up

the workforce of an organization, business sector, or economy. "Human
capital" is sometimes used synonymously with human resources,
although human capital typically refers to a more narrow view (i.e., the
knowledge the individuals embody and can contribute to an
organization).

The professional discipline and business function that oversees an

organization's human resources is called human resource
management (HRM, or simply HR).
Human Resource Management (HRM) is the function within an
organization that focuses on recruitment of, management of, and
providing direction for the people who work in the organization. HRM
can also be performed by line managers.
HRM is the organizational function that deals with issues related to
people such as compensation, hiring, performance management,
organizationdevelopment, safety, wellness, benefits, employee
motivation, communication, administration, and training.
HRM is also a strategic and comprehensive approach to managing people
and the workplace culture and environment. Effective HRM enables
employees to contribute effectively and productively to the overall
company direction and the accomplishment of the organization's goals
and objectives.
HRM is moving away from traditional personnel, administration, and
transactional roles, which are increasingly outsourced. HRM is now
expected toadd value to the strategic utilization of employees and that
employee programs impact the business in measurable ways. The new
role of HRM involves strategic direction and HRM metrics and
measurements to demonstrate value.
Human resource management (HRM) is the governance of an
organization’s employees. HRM is sometimes referred to simply as
human resources (HR).

A company’s human resources department is responsible for creating,

implementing and/or overseeing policies governing employee behavior
and the behavior of the company toward its employees.

Human resources are the people who work for the organization; human
resource management is really employee management with an emphasis
on those employees as assets of the business. In this context, employees
are sometimes referred to as human capital. As with other business
assets, the goal is to make effective use of employees, reducing risk and
maximizing return on investment.

Areas of HRM oversight include – among many others -- employee

recruitment and retention, exit interviews, motivation, assignment
selection, labour law compliance, performance reviews, training,
professional development, mediation, and change management.

Human resource management (HRM) is an approach to the management

of people, based on four fundamental principles. First, human resources
are the most important assets an organization has and their effective
management is the key to its success. Second, this success is most likely
to be achieved if the personnel policies and procedures of the enterprise
are closely linked with, and make a major contribution to, the
achievement of corporate objectives and strategic plans. Third, the
corporate culture and the values, organizational climate and managerial
behavior that emanate from that culture will exert a major influence on
the achievement of excellence. This culture must, therefore, be managed
which means that organizational values may need to be changed or
reinforced, and that continuous effort, starting from the top, will be
required to get them accepted and acted upon. Finally, HRM is concerned
with integration - getting all the members of the organization involved
and working together with a sense of common purpose.

What is Human Resource Management?

Human Resource Management is the core function of all organizations. It
ensures that companies have the necessary talent required to operate
effectively. It manages the recruitment and selection of new employees as
well as the training and development of new and current employees.
The process ofhiring and developing employees so that they become
more valuable to the organization.Additionally, it establishes and
administers compensation plans and employee benefit programs. Human
Resource Management includes
conducting job analyses, planning personnel needs, recruiting the right pe
ople for the job ,orienting
and training, managing wages and salaries, providing benefits and incenti
ves, evaluating performance, resolving disputes, and communicating with
all employees at all levels. Examples of core qualities of HR management
are extensive knowledge of the industry, leadership,
and effective negotiation skills. Formerly called personnel management

Human Resource Management or HRM is the process of managing

people in a company as well as managing the existing inter-personal
relationships. These two processes are important in the success and
growth of a business.
When viewing HRM from the point of ensuring that structures and
processes are identified and instituted to manage an organizations
personnel, the following elements are included;
staffing is the core component of HRM, staffing is about setting
guidelines and procedures to guide recruiting and placement. The
presence of these staffing procedures will aid in the effective advertising
and reaching out to potential employees. On top of this, the person
interviewing and selecting new staff should be able to identify candidates
who are suitable for the various roles. The interview should be structured
to ensurethe success of the interview process as well as the candidate
selection.
Apart from hiring new employees, staffing also involves the
management of existing employees. It touches on issues like disciplinary
matters, monitoring of leave, absences and health and safety.
Letting employees go is also covered under staffing therefore, an
organization needs a robust system needs to make sure that all these
elements are covered.

Another key element of HRM is retention, The training of employees to

enable them to improve their career paths is very important, In some
situations where an employee is undergoing through a difficult time in his
or her life, An effective Human Resource Department (HRD) should
offer suggestions for support and counseling where appropriate.
Remuneration packages and perks that are associate with the package an
employee has been offered also fail under the remit of the HRD. Good
HRM policies ensure that there are structures in place which show the
pay levels for the different positions in an organization.it is important for
the staff to know the career and pay that is available to them.This is
important for both during thetime of employment as well as for their
career progresses over time.
Another key component of HRM is performance management. The
reason for this is that many employers use it to assess career progression
and to determine pay increase. When a good performance management
policy is in place, effective targets can be set and monitored regularly,
these records are crucial when staffing levels need to be reduced or
disciplinary proceedings are instituted.
A Secondary role of HRM is in the management of inter-personal
relationships. This covers staff within departments as well as at an
organizational;It sets pace for how the organization will move forward in
achieving their vision.
As far as this secondary function is concerned, the objectives and
outcomes are designed to help employees and the management grow
employees and ensure that the interactions with the organization are
fulfilling for every member of staff from the bottom up,
The ultimate focus of HRM, Successful implementation ensure that all
employees know their role, career path also feel part of an organization
which is able to manage and reconcile their expectations as well as those
organization and its objectives.

Human Resource
Definition:

 The department or support systems responsible for personnel

sourcing and hiring, applicant tracking, skills development and
tracking, benefits administration and compliance with associated
government regulations

 The company department charged with finding screening recruiting

and training job applicants well as administering employee-benefit
program.

 According to Decenzo and Robbins:-

"Human resource management is a process consisting of four

functions-acquisition, development, motivation and maintenance of
human resources."

 According to Gary Dessler:-

 "Human resource management refers to the policies and
practices one needs to carry out the people or human resource
aspects of management position including recruiting, screening,
training, rewarding and appraising."

 According to G.R. Agrawal:-

"Human resource management is a process concerned with the

management of human energies and competencies for achieving
organizational goals through acquisition, development, utilization
and maintenance of a competent and committed workforce in a
changing environment."

 Human Resource Management has come to be recognized as an

inherent part of management, which is concerned with the human
resources of an organization. Its objectives is the maintenance of
better human relationship the organization by the development,
application and evaluation of policies, procedures and programs
relating to human resources to optimize their contribution towards
the realization of organizational objectives.in other words HRM is
concerned with getting better results with the collaboration of
people. It is integral but distinctive part of management concerned
with people at work and their relationships within the enterprise,
HRM helps in attaining maximum individual development
desirable modelling of human resources as contrasted with physical
resources. It is recruitment,
selection,development,utilization,compensation and motivation of
human resources by the organization
  Functions of HRM
HRM functions (also called processes) are carried out by the HR
managers to fulfill the goals and objectives of the organization; they
perform two sets of functions, namely managerial functions and operative
functions. The managerial functions are the basic functions performed by
the HR managers in their capacity as managers or heads of their own
departments. In fact, all managers, irrespective of their departments,
perform these functions. The operative functions, on the other hand, are
specialized activities performed exclusively by the HR managers, usually
for all the departments. We shall first discuss the managerial functions.

1)Managerial Functions

Functions like planning, organizing, staffing, directing and controlling

constitute the core managerial functions of an organization. The specific
activities performed under each of these functions are explained as
follows:

Planning: It is an effective tool to deal with the future. It involves the

process of predetermining the personnel programs that are necessary to
attain the organizational goals. In this context, accurate forecasting is
vital to the success of any plan. Planning is such a crucial function for an
organization that it is the key to all other managerial functions. The steps
involved in planning are

 Establishing goals and objectives to be achieved

 Developing rules and procedures
 Determining plans and forecasting techniques
 Organizing: Once the plans are formulated, the next step is to organize
the men and material in order to accomplish those plans. Organizing is a
process through which the firm establishes its structure and determines
the authority, responsibility and accountability of each member in
relation to the job. Thus, organizing involves

 Giving each member a specific tasks

 Establishing departments and divisions
 Delegating authority to the members
 Establishing channels of authority and communication
 Creating a system to coordinate the works of the members

Staffing: Thisfunction deals with the creation and maintenance of

human resources through employment, compensation, benefits, training
and development, and industrial relations measures. It aims to put in
place HR policies in order to deal with wage fixation, working
conditions, and promotional opportunities for prospective employees. The
steps involved in the staff function are

 Determining the type of people to be hired

 Recruiting prospective employees and selecting the best ones from
them
 Compensating the employees
 Training and developing the employees
 Setting performance standards and evaluating the employees’
performance
 Counseling the employees

Directing: Directing is the sum of several activities like communication,

leadership and motivation. Directing, as a function, aims at securing
 willing cooperation from the individuals and the groups to achieve the
predetermined goals. It includes the following activities:

 Getting work done through subordinates

 Ensuring effective two-way communication for the exchange of
information with the subordinates
 Motivating subordinates to strive for better performance
 Maintaining the group morale

Controlling:

Controlling is the process of checking the efficiency of the individuals

and the groups infulfilling the plans and goals through follow-up
measures. It is essential for continuous improvement in the managerial
activities. The processes involved in controlling are

 Establishment of standard performance

 Measurement of actual performance
 Comparison of actual performance with the standard one to find the
deviation
 Initiation of corrective actions, if there are any deviations

2) Operative Functions

Staffing is one of the managerial functions. But this function is normally

performed by the HR managers for all the departments of the firm. In
most organizations, the HR department establishes personnel policies and
coordinates the HR functions of all the departments. This function is also
called the operative function or HRM function. It includes, amongst
others, the processes of hiring, training, compensating, appraising and
retaining employees, and attending to their labour relations, health and
safety, and equality concerns
In most organizations, the personnel or HR department establishes
policies and coordinates functions such as job analysis, personnel
planning, the recruitment and selection of employees, training and
development, performance appraisal, compensation and employee
benefits, labour relations, employee discipline and control, and
occupational health and safety.

We shall now discuss the operative functions of HRM.

Procurement: Procurement refers to a series of activities undertaken by

the HR managers for filling the present and future vacancies of the
organization. The activities include job analysis and designing, HR
planning, recruitment and, finally, the selection of suitable employees.
Here, job analysis refers to both the determination of specific tasks and
responsibilities connected to a job and identifying the skills, knowledge
and abilities required for the job holder. HR planning involves choosing
and placing the right person at the right job and at the right time.
Recruitment involves gathering a pool of applicants from which suitable
employees may be selected. Lastly, selection involves screening, testing,
interviewing and hiring the most suitable employees for the organization.

Development: Development here refers to both employees’ training and

management development. HR managers are responsible for conducting
and supervising training and development programs for employees. The
purpose of a training and development program is to increase the
employees’ competencies in their job by improving their knowledge,
skills and abilities. Training and development is widely accepted as a
method for enhancing the employee skills, increasing the individual and
organizational performance, improving the employee morale, and
achieving the business growth and success.
Compensation: Compensation refers to the determination of the pay
scale and other benefits for the employees. Establishing and maintaining
the pay system of an organization is one of the principal jobs of the HR
managers. They must devise ways to ensure fair and equitable pay rates.
In addition, HR managers should regularly manage the performance
evaluation system of the organization, and continuously design reward
systems such as performance-linked incentive plans and bonus and
flexible work schedules.Maintenance the maintenance function aims at
retaining efficient and experienced employees in the organization. This
calls for creative HR practices. In this regard, HR managers are
responsible for offering a wide range of HR programs covering
occupational safety, health promotion and physical fitness, canteen
facilities, recreation activities, transportation programmes, employee
suggestion schemes, career counseling and growth for creating a positive
work environment.

Integration: It consists mainly of industrial relations and aims at

ensuring good relations between the management and the employees. HR
managers have to implement industrial relations programs that would
ensure ethical and fair treatment in disciplinary action, grievance redress,
and career management processes. They should also counsel the
employee and the management to prevent and, when necessary, resolve
disputes over labor agreements or other labor relation issues.

It is to be understood here that the functions of HRM can vary widely

from one organization to another, depending upon its nature, size, and
objectives. For instance, a smaller organization may follow a shorter
HRM process with a greater emphasis on functions like procurement and
compensation and little or no priority for activities like training and
development and industrial relations maintenance. On the contrary, large
organizations may pursue a longer and more comprehensive HRM
process to meet the requirements of both the management and the
workforce.

While at looking human resource management more specifically, we can

find the other four major functions of it. They are respectively :-

1.Acquisition functions: - It begins with planning of man power.

It includes job analysis, recruitment, selection and socialization of

employees.

2. Development functions: - It has four dimensions.

i. Analysing development needs: - It involves human resource

development planning for employees to predetermine future human
resource development needs.

ii. Employee training: It involves skill development and change of

attitude of human resources.

iii. Management development: - It involves knowledge acquisition and

executive’s conceptual ability.

iv. Career development: - It matches the long-term individual and

organizational needs.

3. Utilization functions:- This function ensure willingness of employees

for increasing productivity by doing jobs effectively. It consists of
employing people productively through: motivation, job design
and work scheduling, performance appraisal and compensation
management.
4. Maintenance function:- This function maintains the commitment of
the employee to the organization. It consists of: employee
discipline, labour relations and employee welfare.

OTHER FUNCTIONS OF HRM

1. Human resource or manpower planning.
2. Recruitment, selection and placement of personnel.
3. Training and development of employees.
4. Appraisal for performance of employees.
5 .Taking corrective steps such as transfer from one job to another.
6. Remuneration of employees.
7. Social security and welfare of employees.
8. Setting general and specific management policy for organizational
relationship.
9. Collective bargaining, contract negotiation and grievance handling.
10. Staffing the organization

OBJECTIVES OF HRM
1. To help the organization reach its goals.
2. To ensure effective utilization and maximum development of human
resources.
3. To ensure respect for human beings, to identify and satisfy the needs of
individuals.
4. To achieve and maintain high morale among employees.
5. To provide the organization with well-trained and well-motivated
employees.

SCOPE OF HRM
1.Personnel aspect- This is concerned with manpower
planning,recruitment,selection,placement,transfer,promotion,training and
development, layoff and
retrenchment,remuneration,incentives,productivity etc.
2. Welfare aspect- deals with working conditions and amenities such as
canteens, crèches, rest and lunch rooms, housing, transport, medical
assistance, education, health and safety, recreation facilities, etc.
3.Industrial relations aspect- This covers union-management relations,
joint consultation, collective bargaining, grievance, settlement of disputes
and disciplinary procedures, etc.

NEED FOR HRM

1. The shortage of certain categories of employees and/or variety of skills
despite the problem of unemployment.
2. The rapid changes in technology, marketing, management etc., and the
consequent need for new skills and new categories of employees.
3. The changes in organization design and structure affecting manpower
demand.
4. The demographic changes like the changing profile of the workforce in
terms of age, sex, education etc.
5. The Government policies in respect to reservation, child labor, working
conditions etc.
6. The labor laws affecting the demand for and supply of labor.
7. Pressure from trade unions, politicians, sons of the soil etc.
8. Introduction of lead time in manning the job with most suitable
candidate.

FEATURES OF HRM
1.It is pervasive in nature as it is present in all enterprises.
2. Its focus is on results rather than on rules.
3. It tries to help employees develop their potential fully.
4. It encourages employees to give their best to the organization.
5. It is all about people at work, both as individuals and groups.
6. It tries to put people on assigned jobs in order to produce good results.
7. It helps an organization meet its goals in the future by providing for
competent and well-motivated employees.
8. It tries to build and maintain cordial relations between people working
at various levels in the organization.

MAJOR INFLUENCING FACTORS OF HRM

1. Size of the workforce
2. Rising employee’s expectations.
3. Drastic changes in the technology as well as life-style changes.
4. Composition of workforce, new skills required.
5. Environmental challenges.
6. Downsizing and rightsizing of the organizations.
7. Culture prevailing in the organizations etc.

FUTURISTIC VISION OF HRM

1. There should be a properly defined policy in the organization that
should give its focus on professional aspect and merit based selection.
2. In every decision-making process there should be given proper
weightage to the aspect that employees are involved wherever possible. It
will ultimately lead to sense of team spirit, team-work and inter-team
collaboration.
3. Opportunity and comprehensive framework should be provided for full
expression of employee’s talents and manifest potentialities.
4. Networking skills of the organization should be developed internally
and externally as well as horizontally and vertically.
5. For performance of employees of the emphasis should be given 360
degree feedback which is based on the review by superiors, peers,
subordinates as well as self-review.
6. 360 Degree feedback will further lead to increase focus on customer
services, creating of highly involved workforce, deceasedhierarchies,
avoiding discrimination and biases and identifying performance
threshold.
7.More emphasis should be given to Total Quality Management .TQM
will cover all employees at all levels; it will conform to customers’ needs
and expectation; it will ensure effective utilization of resources and will
lead towards continuous improvement in all spheres and activities of the
organization.
8. There should be focus on job rotation so that vision and knowledge of
the employees are increased for future job prospects.
9. For proper utilization of manpower in the organization.
10. The career of the employees should be planned in such a way that
individualizing process and socializing process come together for fusion
process and career planning should constitute the part of human resource
planning.
 CHANGE MANAGEMENT

Introduction

The wind of change has been blowing through most public and private
enterprises in the past years.

Many enterprises have seen how changed conditions have led to cost
reductions and, in many cases, dismissals. For others, changes have led to
restructuring and new forms of cooperation – for example through
strategic alliances, merges and acquisitions. Finally, a number of
enterprises have decided to focus on the norms and culture of the
organization in addition to more tangible changes.

This scenario has typically been dominated by headlines such as

commercialization, customer focus, performance culture, flexibility and
cost efficiency. Besides the differences in the domain, which is subject to
change, the change management applied to realize new agendas is also
very multi-faceted. The change management approaches, which are
practiced, are partly rooted in various company traditions, partly in
theoretical models, which in many ways are very different and in direct
contrast to each other.

Management theory and practice within change management arise from

three schools or -isms. This article describes the three isms, their potential
and limitations.
DEFINITION OF CHANGE MANAGEMENT:

Webster's Ninth New Collegiate Dictionary: "Change" is:

 To make different in some particular

 To make radically different
 To give a different position, course, or direction to
 To replace with another
 To make a shift from one to another
 To exchange for an equivalent sum or comparable item
 To undergo a modification of
 To undergo transformation, transition or substitution
 SYN: alter, vary, modify
 "Manage" is defined as:
 To handle or direct with a degree of skill or address
 To treat with care
 to exercise executive, administrative and supervisory direction of

A CHANGE MANAGEMENT SYSTEM IS:

1. Is a structured process that will cause proposed changes to be reviewed

for technical and business readiness in a consistent manner that can be
relaxed or tightened to adjust to business needs and experiences.

2. Could involve a database to help staff make better decisions about

future changes based on historical data such as success or failure of
similar changes.
3. Is a structured process that will communicate the status and existence
of changes to all affected parties.

4. Could yield an inventory system that indicates what and when actions
were taken that affected status of key resources, as an aid in problem
determination or resource management.

Change is usually always good. It brings fresh ideas to the table and
opens up new doors for employees. But, change can also be bad if a
strategy is either not put in place or effective. Learn about the advantages
and disadvantages of change management methodology here.

 Advantages

1) Change is necessary in all organizations. But, the way change is

initiated can vary. It can be forced upon companies by outside forces or
just come from a realization that the company may be falling behind the
times. In this way, change management can be quite beneficial to an
organization. For more information on change management, read
Defining Change Management.

2)Change allows companies to better compete with their rivals and

develop new skills or products that will bring in a higher profit. What
makes change management methodology advantageous to most
organizations is that it allows change management teams or managers to
effectively deal with any proposed new direction.

3)Change management also helps individuals realize why the change was
necessary so that they will embrace it and move forward. Change can be
good for an employee since it will bring them the opportunity to try
something new and gain new skills.With the open communication and
discussions that change management methodology promotes, individuals
(employees, stakeholders and customers) will have a greater stake in the
outcome since they have helped implement the plan. People generally do
not put up resistance to things that they have suggested.

 Disadvantages

1)There are, however, some disadvantages to the change management

methodology that has more to do with not properly following its
processes. If resistance from employees is not effectively dealt with
through communication, it can derail any project.

2)Not understanding the culture of your company can allow the rumor
mill leaders to circulate incorrect or corrupting information about the
change. Also, stakeholders and customers need to be kept informed and
brought in on the change. If not, they make also resist the change, and
clients may choose to go through another company.

3)A bad change management plan can also negatively affect an

organization. Change management is just that managing change. And,
without a plan to deal with every step of the change (before, during and
after), the strategy could fail at any point in time, possibly bringing down
the entire company.

4)While change can be risky, the benefits far outweigh the potential
pitfalls. Change allows organizations to progress and stay on top of their
industry in an uncertain market.

5)To learn more about change management approaches, read Approaches

to Change Management.
  Change Management Objectives

Leadership is change leadership. Stay-the-same leadership doesn't exist.

Organizational change management is the leadership of large changes at
the organizational level. The primary objective of organizational change
management is to execute strategy. That's easier to say than do. The
following objectives (goals) are how organizations deliver change.

1. Establish a Culture of Innovation -If your culture is in the habit of

resisting change — every change will be difficult. Establishing a culture
that's creative and accepting of change is a high priority objective for
every change management practice.

2. Establish Principles for Change -Change management principles are

the lifeblood of your innovation culture. They set expectations to
everyone in your organization — we aggressively innovate and change.

3. Develop Innovative Strategies-Change management is a strategy game.

Develop and implement strong culture, communication and performance
management strategies.

4. Establish Best Practices for Innovation-Develop best practices for

tactical change management.

5. Develop Change Leaders-Change is a leadership activity at every level

of your organization. Develop your leaders of change.

6. Empower Agents of Change-Delegate sufficient authority to leaders of

change and support them.

7. Identify Change Accountability & Responsibility-Set clear

expectations for change accountability & responsibilities.
8. Align Employee Objectives to Change-Plan to measure all employees
according to change objectives. Set performance expectations with every
employee and invite commitment.

9. Communicate & Socialize Change-Communication & socialization of

change is critical to reducing resistance to change.

10. Address Concerns and Improve Change-Socialize change with a

genuine intention to improve it. Address employee concerns and act on
valuable feedback.

11. Apply Knowledge to Change-Knowledge underpins all change.

Ensure that knowledge is leveraged and improved.

12. Train Employees to Prepare Them For Change-Training reduces

change execution problems and improves acceptance of change.

13. Achieve Employee Participation in Change-It's not enough to give

employees objectives to support change. Change management seeks
employee engagement. Deploy strategies to energize your organization
around change.

14. Create a Sense of Urgency for Change-Build empathy in your people

for the change. Communicate to ensure employees are aware of the
external forces (e.g. competition) that make change an urgent need.

15. Maintain Change Momentum-Too often changes start on a high note

and then lose momentum. Keep employees informed and engaged on a
daily basis.

16. Recognize & Celebrate Change Milestones-Celebrate small victories

to maintain change velocity.
17. Manage Performance-Change management actively aligns with
performance management.

18. Reward Agents of Change-Establish incentives for the agents of

change early on. Reward results.

19. Gain Acceptance of Change-Launch the change and gain acceptance.

20. Learn from Change-Use your failures and successes to build

organizational knowledge.

21. Measure Change Results-Measure the business results of change.

22. Sustain Change-Change is a long term, sustainable strategy. Avoid

destroying the future with a change today.

 Benefits of Change Management

 Change is a planned and managed process. The benefits of the

change are known before implementation and serve as motivators
and assessment of progress
 The organization can respond faster to customer demands
 Helps to align existing resources within the organization
 Change management allows the organization to assess the overall
impact of a change
 Change can be implemented without negatively effecting the day
to day running of business
 Organizational effectiveness and efficiency is maintained or even
improved by acknowledging the concerns of staff
 The time needed to implement change is reduced
 The possibility of unsuccessful change is reduced
 Employee performance increases when staff feel supported and
understand the change process
 Increased customer service and effective service to clients from
confident and knowledgeable employees
 Change management provides a way to anticipate challenges and
respond to these efficiently
 An effective change management process lowers the risk
associated with change
 Managed costs of change: change management helps to contain
costs associated with the change
 Increased return on investment (ROI)
 Creates an opportunity for the development of "best practices",
leadership development, and team development

If change is EFFECTIVELY managed

 Employees have a solid understanding of why change is

happening.
 Employees engage in both the solution and the change.
 Training is used to build knowledge and skills after employees
have made the personal decision to support the change.
 Resistance is identified and dealt with early in the process.
 Senior leaders demonstrate their own commitment and the
organization’s commitment to the change.
 Change is supported.
 A coalition of support among senior leaders and managers creates
momentum throughout the organization.
 Probability of meeting project objectives is increased.

If change is NOT Managed

 Productivity declines as people become more consumed with the

change being introduced.
 Passive resistance grows.
 Active resistance emerges and sabotages the change.
 Employees become disinterested in the current state and the future
state.
 People are left to wonder why the change is happening.
 Employees revert back to the ‘old ways’ to avoid implementing the
‘new ways’.
 Changes are not fully implemented.
 Changes are cancelled due to lack of support.
 Many types of risk are created – risk to the project, to the
organization, to the employees involved and to the individuals
supporting the change.
 The Change Management Process
 The Change Management process is a sequence of steps or
activities that encompass a group of systems and tools for
managing change. These systems and tools are needed to manage
any organizational change effort in order for those involved to
make a smooth transition from their current environment to what is
 desired or needed. Change management’s goal is to minimize
change impacts on those involved and to avoid distractions and
resistance.
 The various steps involved in any successful Change Management
process include the following:
 Prepare the environment and those involved in the change
 Implement and manage the change
 Collect feedback, reinforce the change as it is occurring, and adapt
the change process as needed
 Establishing and instituting the above steps creates a ‘clear path’ to
proper resource implementation and new job responsibility
integration by:
 Ensuring Executive and Management sponsorship/support and
employee motivation
 Preparing individuals to become successful / effective and for
management to effectively coach and facilitate in an environment
conducive to the success of the change
 Identifying change Sponsors and employee readiness and possible
resistance
 Successful employee transition from their current environment to a
desired environment – weather implementing new processes, jobs,
or job responsibilities/functions is what Change Management is all
about.

 Objectives of Change Management

 The main benefits of proper change management are:

 The number of potential incidents and problems associated with
each change is reduced.
 If the change has a negative impact on the IT structure, the process
of returning to a stable configuration is relatively quick and simple.
 The number of back-outs needed is reduced.
 Changes are better received and the tendency to resist change is
reduced.
 The true costs associated with the change are evaluated and it is
therefore easier to assess the true return on the investment.
 The CMDB is kept properly up-to-date. This is essential if all other
IT processes are to be managed correctly.
 Standard change procedures are developed allowing rapid updates
to non-critical systems.
 Implementing an appropriate change management policy can also
run into serious difficulties:
 The various departments concerned must accept the authority of
Change Management over issues relating to the change,
independently from whether the change is made to solve a
problem, improve a service or adapt the system to legal
requirements.
 Established procedures are not followed, and in particular, the
information on CIs is not updated properly in the CMDB.
 The people responsible for Change Management lack an in-depth
knowledge of the organization's activities, services, needs and IT
structure, making them unable to perform their tasks adequately.
 Change management personnel do not have the right software tools
to monitor and document the process properly.
 There is insufficient commitment on the part of top management to
implement the associated processes rigorously.
 Excessively restrictive procedures are adopted, getting in the way
of improvements, or alternatively, the change process is trivialized,
resulting in insufficient stability for quality of service to be
ensured.
 Research Design

 Meaning of Research design - 16

A Research design is the program – 14 that guides the investigation in the

process of collection , analyzing , interpreting observation . It provides a
systematic plan of procedure for the researcher to follow.

Robert Ross : “Research is essentially an investigation a recording an

analysis of evidence for the purpose of gaining knowledge.

2.1 Statement of the problem: The purpose of this project report is to

identify the impact of change required in the organization. the paper
allows the researcher to know the aspects of change needed in the
organization .

For the study employee feedback will be collected with the help of
questionnaire and statistical analysis of the collected data the research
will lead to its findings which will help to reduce the defects in the
future.

2.2 Objectives of study – 16

 To understand the changes happened in the organization.

 To understand the organization structure or hierarchy of the
company.
 To understand the working of the various departments.
  To enable us to gain an insight into the corporate world.
 To understand the various responsibilities and duties carried out by
each department.
2.3 Scope of Study – 16
This study is aimed at seeking information about change in management .
This study has been planned and performed in a systematic way by
design and structure questionnaire to meet the objectives . The study also
covers the opinion of the employees of Guru enterprises towards change
in management adopted by the management .

2.4 Study Area -16

The study area is limited to Guru enterprises in Bangalore .

2.5 Research Methodology – 16

This study is of descriptive,exploratory and conclusive in nature.

2.5 .1 Method of Study – 16

Convenient sample method is used for collecting the data. Questionnaire
were prepared according to the objective of study , it was distributed to
convenient samples .

2.5.2 Data Collection – 16

The data for the study has been collected by two methods they are
 Primary method – The primary data is collected through
questionnaire filled by the employees and interaction with the
manager.
  Secondary method – The secondary source of data is collected both
internal and external sources . The internal sources include text
books ,websites,library.

2.5.3 Tools for Data Collection – 16

 Questionnaire was the main tool for collecting primary data .

 Secondary data is collected from sources like library text book etc .

2.5.4 Sampling Technique – 16 It was difficult to consider the opinion of

the employee within the limited period of time hence convenient
sampling technique was been adopted for the study .

2.5.5 Sampling Size – 16

It is the number of respondent to be selected . In this research study the

sample size is of 50 employees of Guru enterprises .

2.5.6 Plan of Analysis – 16

 The data collected from the respondent has been organized , processed
and tabulated for easy analysis
 The statistical tools and technique like average and percentage are
used and presented in form of tables and graphs.
 The interface was drawn from the table and graphs to give suggestions
and conclusions.

2.6 SAMPLE AREA Guru enterprises, bommasandra ,Bangalore.

2.7 LIMITATIONS OF THE STUDY:

Some of the limitations of the research which are faced during the
fulfillment of the project are as follows:

1. The sample size is limited to 50 respondents, so there is probability

of sampling error and can’t be generalized.
2. Time constraint.
3. The result is depending on the answer received from the
respondents which may be biased.
4. Personal interaction with employees was a difficult task.
0perational definition
Change management definition

Change is a constant in many of our lives. All around us, technologies,

processes, people, ideas, and methods often change, affecting the way we
perform daily tasks and live our lives. Having a smooth transition when
change occurs is important in any situation and your participants will gain
some valuable skills through this workshop.

The Change Management workshop will give any leader tools to

implement changes more smoothly and to have those changes better
accepted. This workshop will also give all participants an understanding
of how change is implemented and some tools for managing their
reactions to change

Organizational change is a structured approach in an organization for

ensuring that changes are smoothly and successfully implemented to
achieve lasting benefits. In the modern business environment,
organizations face rapid change like never before. Globalization and the
constant innovation of technology result in a constantly evolving business
environment
 OVER VIEW OF THE CHAPTER

CHAPTER: 1 INTRODUCTION

This chapter must focus on providing clarity on the topic itself. For
example if the subject is Customer Response a general introduction on
what is customer response, why is customer response important, how to
trigger the required customer response etc. needs to be explained in this
chapter.

CHAPTER: 2 RESEARCH DESIGN

This chapter provides an insight into the method of study. It includes the
following sub topics:

2.1 Statement of the problem

2.2 Objectives of the study

2.3 Scope of the study

2.4 Study area

2.5 Research Methodology

2.5.1 Method of Study

2.5.2 Data Collection

2.5.3 Tools for Data Collection

2.5.4 Sampling Techniques

2.5.5 Sample Size

2.5.6 Plan of Analysis

2.6 Limitations of Study

2.7 Operation Definitions of Concepts

2.8 Overview of Chapter Scheme

CHAPTER: 3 COMPANY PROFILE

This chapter provides details about the company. It covers the historical
background, organization structure, products and markets that the
company has been dealing in and any further information that can be
sought from the company.

CHAPTER: 4 ANALYSIS

Data collected is to be tabulated, analyzed, inferred and also graphically

represented. The analysis needs to be done keeping in mind the objectives
set.

CHAPTER: 5 FINDINGS, SUGGESTIONS AND

CONCLUSIONS

This chapter consists of findings and suggestions with regard to the

company’s current position based on the analysis.
BIBLIOGRAPHY

ANNEXURE – Questionnaires attached.

.
  Analysis and Interpretation

Definition of Analysis:

The process of critically evaluating data using Analytical and logical

reasoning to examine each component of the data provided for studying
the characteristics of the object under study and for determining the
patterns of relationships among variables relating to it . This form of
analysis is just one of the many steps that must be completed when
conducting a research experiment . Data from various source is gathered
reviewed and then analyzed to form sort of finding or conclusion

Table -1 :

Table showing if the employees are aware of the changes that happened
in the organization.
 Employee opinion Respondents Percentage
Yes 36 74
No 14 26
Total 50 100

Analysis:

The above table shows that 74% of the employees in the organization are
aware of the changes happened in the organization and the remaining
26% employees are not aware of the changes happened in the
organization.

Graph – 1:

Graph showing if the employees are aware of the changes happened in

the organization.
 Series1, No,
26%, 26%

Yes
No

Series1, Yes,
74%, 74%

Interpretation

The above chart shows that majority of the employee in the organization
are aware of changes happened in the organization .

Table :2

Table showing whether the employees are satisfied with the changes
happened in the organization.
 Employee opinion Respondents Percentage
Satisfied 35 60
Unsatisfied 10 36
Need more changes 5 4
Total 50 100

Analysis

Above table shows that 60% of the employee are satisfied 36% of the
employees are unsatisfied and 4% of the employees need more changes .

Graph: 2

Graph showing if the employees are satisfied with the changes happened
in the organization.
 Series1, One,
4%, 4%

One
Series1, More,
36%, 36% Two
Series1, Two,
More
60%, 60%

Interpretation :

The above chart shows majority of the employees are satisfied with the
changes happened in the organization.

Table : 3

Table showing if there are other data bases or repositories like

configuration management that needs to be updated as a result of change.
 Employee opinion Respondents Percentage
Yes 18 36
No 32 64
Total 50 100

Analysis:

The above table shows that 74% employees feel that the other data bases
or repositories like configuration management asset management that
needs to be updated as a result of change the remaining 64% employee do
not feel the same.

Graph 3:
Graph showing if there are other data bases or repositories like
management that needs to be updated as a resultof change.

Percentage,
Yes, 36, 18%
Respondents,
Yes, 18, 18%
Percentage,
Total, 100,
50%
Respondents,
Total, 50, 50%
Respondents,
Percentage,
No, 32, 32%
No, 64, 32%

Interpretation:

The above chart shows majority of employees do not feel that other data
bases or repositories like configuration management asset management
that need to be updated as a result of change.

Table 4:Table showing if there is any area in the process that could be
improved
 Employee opinion Respondents Percentage
Yes 30 60
No 20 40
Total 50 100

Analysis

The above table shows that 60% of employees in the organization feel
that the area in the process needs to be improved and the remaining 40%
do not feel the same.

Graph4 :

Graph showing if there is any area in the process that could be improved.
 Percentage,
Total, 100

Percentage,
Yes, 60 Respondents,
Percentage, Total, 50

Respondents, No, 40
Yes, 30 Respondents,
No, 20

Interpretation:

The above chart shows that majority of respondents in the organization

feel that the area in process could be improved.

Table 5 :

Table showing if the employees think change is an organization reality.

 Employee opinion Respondents Percentage
Yes 36 72
No 14 28
Total 50 100

Analysis :

The above table shows that 72% of employees think change is an

organization reality remaining 28% do not feel the same.

Graph5 :

Graph showing if the employees think change is an organization reality.

 Percentage,
Total, 100

Percentage,
Yes, 72

Respondents,
Total, 50
Respondents,
Yes, 36 Percentage,
No, 28
Respondents,
No, 14

Interpretation :

The above chart shows that majority of respondents in the organization

feel that change is an organization reality.

Table 6 :

Table showing is it relatively of managing change in your organization is

an internal part of top management or middle level management or lower
level management or every manager.

Employee opinion Respondents Percentage

Top management job 4 8
Middle level 10 20
management job
Lower level 6 12
management job
Every manager 30 60
Total 50 100

Analysis :

The above table shows that 8% of employee feel top management job,
20% employees feel middle management job, 12% employees feel lower
management job, 60% feel every manager job is to relatively of
managing change in your organization is an internal part.

Graph6 :

Graph showing is it relatively of managing change in your organization is

an internal part of top management or middle management or every
manger.
 Respondents, Respondents,
Top Respondents Middle level
management management
job, 4, 4% Top10%
job , 10, management job
Respondents,
Middle level level
Lower
management
management job
Respondents,
Lower job,
level6, 6%
Total, 50, 50%
Respondents, management job
Every Every manager
manager, 30,
30%
Total

Interpretation:

The above chart shows that majority of employees in the organization

feel that it is relatively managing change in your organization is an
internal part of every manager.

Table 7 :
Table showing there is any necessary to create a burning platform in
order to create awareness of the need to change.

Employee opinion Respondents Percentage

Yes 12 74
No 38 26
Total 50 100

Analysis:

The above table shows 74% of the employees feel it is necessary to create
a burning platform in order to create awareness of the need to change and
the remaining 26% employees do not feel the same.

Graph7 :

Graph showing there is any necessary to create a burning platform in

order to create awareness of the need to change.
 Percentage,
Total, 100

Respondents,
Total, 50

Percentage,
No, 26
Respondents,
No, 38

Percentage,
Yes, 74
Respondents,
Yes, 12

Interpretation

The above chart shows that majority of employees in the organization

feel that the employees do not feel it is necessary to create a burning
platform in order to create a awareness of the need to change.

Table 8 :

Table showing if the employees have been involved in the planning of

management change activities.
 Employee opinion Respondents Percentage
Yes 18 36
No 32 64
Total 50 100

Analysis :

The above table shows 36% of employees have been involved in the
planning of management change activities and the remaining 64% have
not involved in the planning of management change activities.

Graph8 :

Graph showing if the employees have involved in the planning of

management change activities.
 Percentage,
Total, 100

Percentage,
No, 64
Respondents,
Total, 50
Percentage,
Respondents,
Yes, 36
No, 32
Respondents,
Yes, 18

Interpretation :

The above chart shows that majority of employees have not involved in
the planning of management change activities.

Table 9 :

Table showing what do the employees think is the final response to

change.

Employee opinion Respondents Percentage

Denial 5 10%
Shock 10 20%
Acceptance 10 20%
Depression 25 50%
Total 50 100

Analysis :

The above table shows 10% of the employee think denial is the final
response to change ,20% of the employees think shock is the final
response to change ,20% of the employees think acceptance is the final
response to change 50% of the employees think depression is the final
response to change.

Graph9 :

Graph showing what do the employees think is the final response to

change .
 Chart Title
Percentage,
Percentage,
Percentage,
Denial,
Shock, 20%,
10%,
Acceptance,
Depression,
0%
20%,
50%, 0%
1%
Respondents,
Respondents,
Denial, 5, 5%
Shock, 10, 10% Denial
Respondents,
Acceptance, 10, Shock
Respondents, 10% Acceptance
Total, 50, 50%
Depression
Respondents,
Depression, 25, Total
25%
Percentage,
Total, 100,
99%

Interpretation

The above chart shows that majority of employees think depression is the
final response to change .

Table 10 :

Table showing that have the employees been supportive to their manager
and superiors about the change decision.

Employee Respondents Percentage

 opinion
Yes 40 80
No 10 20
Total 50 100

Analysis :

The above table shows that 80% of the employees have been supportive
to their manager and superiors about the change decision and the
remaining 20% employees are not supportive .

Graph10 :

Graph showing that have the employees been supportive to their manager
and superiors about the change decision.
 Percentage,
Total, 100

Percentage,
Yes, 80

Respondents,
Respondents, Total, 50
Yes, 40
Percentage,
No, 20
Respondents,
No, 10

Interpretation

The above chart shows that majority of the employees have been
supportive to their manager and superiors about the change decision .

Table 11 :

Table showing are the employees aware of the change that have been
taken place till now.
 Employee Respondents Percentage
opinion
Yes 30 60
No 20 40
Total 50 100

Analysis

The above table shows that 60% of employees are aware of the change
that have taken place till now remaining 40% of employees are not aware.

Graph 11 :

Graph showing are the employees aware of the change that have been
taken place till now.
 Percentage,
Total, 100

Percentage,
Yes, 60 Respondents,
Percentage, Total, 50
Respondents, No, 40
Yes, 30 Respondents,
No, 20

Interpretation

The above chart shows that majority of employees in the organization are
aware of the change that have taken place till now.

Table 12

Table showing if the employees ever had to introduce change to their

work group.
 Employee Respondents Percentage
opinion
Yes 38 76
No 12 24
Total 50 100

Analysis

The above table shows that 76% of employees have introduced change to
their work group the remaining 24% of the employee have not introduced
change to their work group .

Graph 12

Graph showing if the employees ever had to introduce change to their

work group.
 Percentage,
Total, 100
Percentage,
Yes, 76

Respondents,
Total, 50
Respondents,
Yes, 38
Percentage,
No, 24
Respondents,
No, 12

Interpretation

The above chart shows that majority of employee in the organisation have
introduced change to their group.

Table 13 :

Table showing if it was easy for the employees to introduce change to

their work group.

Employee Respondents Percentage

 opinion
Yes 15 30
No 35 70
Total 50 100

Analysis

The above table shows that 30% of employees found it easy to introduce
change to their work group and remaining 70% found it not easy.

Graph13 :

Graph showing if it was easy for the employees to introduce change to

their work group.
 Percentage,
Total, 100
Respondents,
Total, 50

Respondents, Percentage,
No, 35 No, 70

Respondents, Percentage,
Yes, 15 Yes, 30

Interpretation

The above chart shows that majority of employees found it not easy to
introduce change to their work group.

Table 14

Table showing did the employees manage to convince them about

introducing the change in work group.

Employee Respondents Percentage

 opinion
Yes 40 80
No 10 20
Total 50 100

Analysis

The above table shows that 80% of employees manage to convince them
and the remaining 20% employees could not manage to convince them.

Graph 14

Graph showing did the employees manage to convince them about

introducing the change in work group.
 Percentage,
Total, 100

Percentage,
Yes, 80

Respondents,
Respondents, Total, 50
Yes, 40
Percentage,
No, 20
Respondents,
No, 10

Interpretation

The above chart that majority of employees manage to convince them

about introducing the change in work group.

Table 15:

Table showing when the employees personally required change but was
opposed by co-workers and was the request for change accepted by the
manager.
 Employee Respondents Percentage
opinion
Yes 36 72
No 14 28
Total 50 100

Analysis

The above table shows that 72% of employees personally required

change but was opposed by co-workers and the request for the change
accepted by the manager and the remaining 28% employees have not .

Graph 15:

Graph showing when the employees personally required change but was
opposed by co-workers and was the request for change accepted by the
manager.
 Percentage,
Percentage, Respondents,
Yes, 72, 36%
Total, 100, Yes, 36, 36%
50%
Respondents,
Total, 50, 50%

Respondents,
No, 14, 14%
Percentage,
No, 28, 14%

Interpretation

The above charts that majority of the employees personally required

change but was opposed by co-workers and the request for the change
accepted by the manger.

Table 16 :

Table showing are the employees familiar with the term change
management and how it relates in affecting people .

Employee Respondents Percentage

 opinion
Yes 37 74
No 13 26
Total 50 100

Analysis

The above chart shows that 74% of the employees are familiar with the
term change management and how it relates in affecting people and the
remaining 26% employees are.

Graph16 :

Graph showing are the employees familiar with the term change
management and how it relates in affecting people .
 Percentage,
Total, 100

Percentage,
Yes, 74

Respondents,
Total, 50
Respondents,
Yes, 37
Percentage,
No, 26
Respondents,
No, 13

Interpretation

The above chart shows that majority of the employees are familiar with
the term change management and how it relates in affecting people and
the remaining.

Table 17:

Table showing have the employees ever resisted for any change in this
present organization.
 Employee Respondents Percentage
opinion
Yes 30 60
No 20 40
Total 50 100

Analysis

The above table shows that 60% of the employees have resisted for any
change in this present organization and the remaining 40% employees
have not.

Graph 17:

Graph showing in which option change is likely to be most accepted

easily by the employees.
 Respondents, Respondents,
Total, 50, 50% Yes, 37, 37%

Respondents,
No, 13, 13%

Interpretation

The above chart shows that majority of the employees have resisted for
change on this present organization.

Table 18:

Table showing in which option change is likely to be most accepted

easily by the employees.
 Employee Respondents Percentage
opinion
Change in Stock 12 24
holder demand
Decline in 12 24
performance
Change in 26 52
management
Total 50 100

Analysis :

The above table shows that 24% of the employees feel change in stock
holder demand is likely to be most accepted easily by the employees and
24% of employees feel decline in performance .

Graph 18:

Graph showing in which option change is likely to be most accepted

easily by the employees.
 Percentage,
Total, 100

Respondents
Percentage,
ChangePercentage
in
Respondents,
management, Total, 50
52
Percentage, Percentage, Respondents,
Change in Decline in Change in
Respondents,
Stock holder Respondents,
performance, management,
Change 24
demand, in Decline
24 in 26
Stock holder performance,
demand, 12 12

Interpretation:

The above chart shows that majority of the employees feel change in
management is likely to be most accepted easily by the employees.

Table 19:

Table showing how many times were the change in the management
implemented in the current organization .

Employee Respondents Percentage

 opinion
One 2 4
Two 30 60
Three 0 0
More 18 36
Total 50 100

Analysis:

The above table shows that 4% of the employees feel twice once the
change in the management was implemented in the current organization
60% of the employees feel twice change in management was implement
and 36% feel thrice the change was implemented

Graph 19:

Graph showing how many times were the change in the management
implemented in the current organization .
 Percentage,
Total, 100

Percentage,
Two, 60 Respondents,
Percentage, Total, 50
Respondents
Respondents, More, 36
Two, 30 Percentage
Respondents,
Percentage, More, 18
Respondents, Respondents,
Percentage,
One,
One, 4
2 Three, 0

Interpretation:

The above chart shows that majority of employees feel twice change in
management was implemented in the current organization.

Table 20:

Table showing are the employees happy with the change.

Employee Respondents Percentage

opinion
Yes 37 74
No 13 26
Total 50 100

Analysis:

The above table shows that 74% of the employees are happy with the
change and the remaining 26% are not .

Graph 20:

Graph showing are the employees happy with the change.

 Percentage,
Total, 100

Percentage,
Yes, 74

Respondents,
Total, 50
Respondents,
Yes, 37
Percentage,
No, 26
Respondents,
No, 13

Interpretation

The above chart shows that majority of employees in the organization are
happy with the change.
 FINDINGS

1. It is found that 72% of employees in the organization are aware of

changes happened in the organization.
2. Most of the employees in the organization are satisfied with the
changes happened in the organization.
3. Majority of employees in the organization say no , there are other data
base like configuration management ,asset management that need to
be updated has a result of change.
4. It is seen that 66% of employees in the organization agree that there is
an area in process that could be improved.
5. 72% of employees in the organization think change is an
organizational reality.
6. Majority of employees in the organization feel that it is relatively
managing change in the organization is an internal part of every
manager.
7. It is found that 96% of employees in the organization feel that the
employees do not agree it is necessary to create a burning platform in
order to create awareness of the need to change.
8. Most of the employees in the organization agree depression is the final
response to change.
9. Majority of employees have not involved in the planning of
management change activities.
10.It is found that 80% of employees have been supportive to their
manager and superiors about the change decision.
11.Majority of employees in the organization are aware of the changes
that have taken place till now.
12.76% of employees introduced change to their work group.
13.It is found that majority of employees found it was not easy to
introduce change to their work group.
14.Most of the employees manage to convince them about introducing
the change in work group.
15.Majority of employees personally require change but was opposed by
co-workers and the result for change was accepted by the manager.
16.It is found that majority of employees are familiar with the term
change management and how it relates in affecting people.
17.It is found that 52% of employees in the organization agree that
change in management is likely to be most accepted easily by
employees.
18.Most of the employees resisted for change in the organization.
19.Majority of employees agree that twice change was implemented in
the current organization.
20.It is found that 76% of employees are happy with the change.
 SUGGESTIONS

1. Change is the essence of progress. Change should be accepted with

the improvement goal in the mind.
2. Change can be risky at time, it’s better to avoid frequent changes;
frequent changes can hamper the work in the organization.
3. When changes are made more of employee satisfaction should be kept
in mind.
4. Leaders in the organization who are involved in the changing process
should deal with the employees politely. The employees need to
accept and adapt to the changing environment to remain competitive.
5. Instead of resisting change it is better that the employees accept the
changes and bring about better results.
6. The organization should not force the employees to accept the change.
The employees in the organization should be given equal rights to give
their opinion.
 2

Conclusion

The project was entitled as “ A study on, human resource management ,

at key resource manpower consultancy ,Bangalore.

The survey was conducted in key resource by considering 50 employees.

The objective of changes happened in the organization

And to suggest any necessary steps in order to upgrade the level of

human resource management.

It is found that majority of the employees are satisfied with the work
environment there was a feelings among the employees that human
resource management activities are good and can become more effective
if the employees are indulged in decision making and active participation
.

The organization also accepts that change required by the employees

when the co-workers oppose the change. Thus the organization is
constantly on the look to improve and cause changes in the work
environment of the employees for the collective betterment .
Annexure

I P.ASHWIN pursuing final year MBA , from DR.M.G.R.educational and

research institute
I am doing this research for my academic purpose, below are few
questions related to change
Management, I request you to please fill in your valuable answers which
will be confidential.

QUESTIONNAIRE
A STUDY OF SELECTION PROCESS WITH SPECIAL REFERENCE
TO MANPOWER GROUP SOLUTIONS
SELECTION PROCESS

PERSONAL FACTORS
1. Age
a. Up to 25
b. 26 to 35
c. 36 to 45
d. Above 45
2. Gender
a. Male
b. Female
3. Educational Qualification
a. High school level
b. HSC
 c. UG
d. PG and above
4. Martial status
a. Married
b. Un married
5. Total years of service in the oirganization
a. 0-3 yrs
b. 3-6 yrs
c. 4-8 yrs
d. Above 6
6. Annual income
a. 0-2L

b. 4-6L
c. Above 6L
7. Do you agree the organization do proper job analysis
before selection process begins?
a. Storngly agree
b. Agree
c. Neutral
d. Dis agree
8. Do you agree the job responsibilities and job discription
are clearly define to the candidates appearing for
selection process?
a. Storngly agree
b. Agree
c. Neutral
d. Dis agree
9. What is your satisfactory level related to the quality of
the job in this organization?
a. Highly satified
b. Satisfied
c. Dis satisfied
d. Highly dissatisfied
10. Your opinion are agreed at the time of
performance
a. Strongly agree
b. Agree
c. Neutral
d. disagree